The marketing complex of the Pyaterochka retail chain. Peculiarities of marketing activities of a trading enterprise in the development of an anti-crisis program on the example of the Pyaterochka supermarket Marketing management in Pyaterochka

The so-called economy supermarkets serve about 60% of the population. In addition, buyers from wholesale markets may become probable customers of such stores. And this already accounts for a significant proportion of buyers. The excellent students from Pyaterochka calculated that economy supermarkets pay off much faster than hypermarkets, and the market shares are approximately the same.

Orientation to the poor part of the population dictates the following condition: prices must be low. The main indicator for comparison is small-scale wholesale markets. If in supermarkets the trade margin is about 40%, then in Pyaterochka it is only 10-12%. As a result, products are 10-15% cheaper than in the retail market, and 20-30% cheaper than in supermarkets and hypermarkets.

But the trading network cannot function without profit, therefore, it is necessary to reduce costs so much that a sparing markup ceases to be an unaffordable luxury.

Rationality, reliability and efficiency have become the basic principles of the company. The most efficient use of the available retail space: every square meter is occupied, whether it be products or an advertising stand. The range includes only the most hot goods and changes with consumer demand. Free retail space for rent. They save on the design and equipment of trading floors, on the number of services for consumers.

Reduce the cost of product maintenance: logistics, delivery, pre-sale preparation etc. These costs represent approximately 85% of the retail markup. In Pyaterochka they are five times lower than in the average regional supermarket. Pyaterochka uses its own vehicles. The company even has its own construction division. His work allowed to reduce the construction time of the stores to four months.

Now about 75% of the goods sold through the Pyaterochka retail chain are goods Russian production. The company works with 500 suppliers. Sergei Lepkovich explains: “It's no secret that today foreign manufacturers, selling their goods through foreign networks, set dumping prices through contractual relations and thereby reduce buyers' interest in Russian goods. The example of Pyaterochka as a company that has created an effective discounter format structure as a company that has significantly reduced the chain of intermediaries and reduced all costs to a minimum proves that now it has become possible to successfully compete with Western chains.

Pyaterochka practices a mutually beneficial form of work with suppliers. The network bears part of the costs of logistics and delivery of products, as well as the promotion of goods on the market, freeing the manufacturer from the difficulties associated with the marketing and advertising process. The manufacturer lowers its prices. As a result, the demand for cheaper products is growing, and the volume of sales in stores is increasing. The manufacturer, in turn, increases the volume of output and, accordingly, receives additional profit. That is why the main requirements for suppliers are the minimum cost of production, high quality of goods and packaging, compliance with the delivery schedule and convenient logistics.

Transnational corporations set the same prices for all market participants. Moreover, up to 30% of the cost of branded goods is the cost of advertising. Russian manufacturers, meanwhile, have relatively small budgets for promoting their products. But they have a more optimal price-quality ratio, a more flexible pricing and distribution policy. Studies have shown that the demand of buyers for the products of Russian brands has grown significantly in recent years. Therefore, in the near future, Pyaterochka plans to change the assortment, remove some of the transnational branded goods from it and replace them with domestic counterparts Dranitsyna E.V. "Pyaterochka". Philosophy of economical business.// TopManager magazine, No. 19,2007.- P.14. .

Interestingly, Pyaterochka does not invest in market research. The network does not even have a marketing department. It's just that all employees regularly conduct interviews with customers, finding out their preferences. The results of the polls are summarized on a weekly basis, and representatives of all services responsible for commodity circulation and accounting get acquainted with them. Based on these data, assortment decisions are made.

The speed and accuracy of business processes in Pyaterochka is considered one of the main indicators of network efficiency. Comprehensive trade automation, strict adherence to schemes and constant control can also reduce costs. Within the company, there is a division that regularly reviews logistics, evaluating the quality, speed and cost of processes and the risk associated with them.

Purchase of goods and pricing in stores occur centrally. All areas of the company's work, from the most complex logistics operations to the most elementary, are described in business processes. They are structured and are included in the informatization and management system.

Pyaterochka considers automation and implementation of IT technologies to be its strategic goal. Installed in stores one system electronic document management"Pyaterochka+". It was developed by the company's specialists taking into account all the specifics trading network. The system automates and simplifies logistics, purchase, sale and distribution in stores. This made it possible to reduce costs, time of operations and labor costs by more than 30% Dranitsyna E.V. "Pyaterochka". Philosophy of economical business.// TopManager magazine, No. 19,2007.- P.16..

Since December 2000, Pyaterochka has united its suppliers into a single information network. There is a purchasing portal on the Internet.

By the end of this year, Pyaterochka will transfer the management of all commodity flows to a single automated computer system, Autobuyer. The system will allow you to purchase goods for the entire network using e-mail and control the entire process of passing the goods from receipt to the warehouse to sale in the store, and also fully guarantees the confidentiality of information and related electronic contacts. At the same time, the time for placing an order is significantly reduced. This will make the network more flexible and provider friendly.

Unlike many others, Pyaterochka does not require retail experience from its future franchise partners, but rather welcomes its complete absence and considers it "freedom from the burden of past mistakes." The company does not distribute a franchise for individual stores: the company's management prefers to sell the right to open entire chains of 20-30 outlets in the regions.

“The cost of buying our technology is from $500,000 to $750,000, depending on the region that buys it,” says Felix Stetoy, vice president of communications and brand policy. - Investment volume - from 3 to 5 million dollars for 2 years. And then the network goes on its own own funds. Within 3.5 years, she becomes on her feet. In the classical version, the network consists of 30 stores, a training center, and a warehouse complex. Royalties are negotiated separately, they are minimal.”

It can be concluded that Pyaterochka has won the battle for customers and retail space, and has acquired stable suppliers. After that, a comprehensive struggle for quality unfolded - the quality of goods and services. This was a consequence of changing consumer demands. After recovering from the financial crisis, buyers again thought about prestige.

The company's specialists calculated that 90% of its range is designed for buyers with an income of $300 per family. In line with this vision, a new advertising strategy. Now the buyer can return any product he does not like to the store, even without a receipt.

Labor productivity affects cost reduction no less than anything else. According to the staffing table, each store employs 17-20 people per shift, while in the supermarket - 60-70. The daily actions of each employee are verified, calculated and typed for a more rational use of time. If necessary, employees simply replace each other.

The Pyaterochka Trading House, which has recently been actively developing its franchising direction, uses the following concepts. The largest number of Pyaterochkas operate in the supermarket format (as it is called in the company). In the press, it is often referred to as a "soft discounter". The area of ​​the trading floor of such a store is about 700 square meters. m. In parallel with it, two years ago, a project of the “super-supermarket” format appeared. Now there are already four such stores, each with an area of ​​​​more than 2000 square meters. m. There is significantly expanded the group of "non-food" - non-food and related products.

2. History economic activity: the history of the creation and development of the enterprise, organizational and legal form, types of activities, organizational structure of management, functions of structural divisions, rights and obligations of a commodity specialist.

Pyaterochka is the largest Russian network economy class supermarket, founded in January 1999.

On May 21, 2002, a Commercial Concession Agreement was signed between Agrotorg LLC and VISANT-Torg CJSC, Voronezh.

CJSC "VISANT - Torg" undertakes to create in Voronezh the trademark "Pyaterochka", consisting of 30 stores of a more expanded assortment, but the company will not stop there, it will continue to develop. On November 10, 2002, the first Pyaterochka store was opened in Voronezh.

In July 2003 the Pyaterochka chain of stores in Voronezh was awarded a certificate of honor from the Governor of the region, Mr. V. G. Kulakov, for high economic performance and improvement trade service population.

In December 2004, the Pyaterochka chain of stores was recognized as the “Most Dynamically Developing Company” according to the results of the annual regional competition “Person of the Year 2003”.

On June 4, 2004, the Pyaterochka chain of stores in Voronezh becomes the leader in the rating "Best Concession Chain of Pyaterochka Stores" in 2004. in the nomination "Minimal costs in the Network".

On September 24, 2004, the Pyaterochka chain of stores became the winner of the TOP-200 Russian Retail Trade rating in the Discounter Chain nomination.

May 25, 2005 The Pyaterochka chain of stores in Voronezh becomes the leader in the rating "Best Concession Chain of Pyaterochka Stores 2005" in the nomination "Complex indicator of the effectiveness and pace of development of the Network (among Sales networks operating for more than 1.5 years)".

On October 20, 2006, the Pyaterochka chain of stores in Voronezh became the winner of the 2006 Concession Retail Chains rating in the nomination "The highest average monthly turnover per store and the lowest costs in 2005-2006."

On December 18, 2009, the 27th Pyaterochka store was opened in Voronezh. The Pyaterochka company was named so because it adheres to the following five principles in its work:

1. High quality goods;

2. Low prices;

3. Wide sustainable range;

4. The best store location;

5. High standard quality service.

The company declares the following goals:

1. Creation of a new type of trading system;

2. Ensuring customer satisfaction;

3. Market promotion of goods of domestic producers.

Mission of the company: Positioning of the company among other market participants in the external environment.

The main goal of the company: Creation of the most efficient sales network in Voronezh.

There are elements of corporate culture:

1. Culture of work in the office and shops;

2. Compliance with the rules for training company employees;

3. Corporate identity;

4. Corporate colors (red and yellow);

5. Working environment at the facilities of the Pyaterochka retail chain;

6. Life according to the laws of the company;

7. Company symbols: company flag, anthem;

8. Awards (partner's passport, Pyaterochka badge, Thanksgiving letters, certificates of honor);

9. Competitions and ceremonies: The best in the profession, The best shop, Opening a store, Awarding badges, Awarding winners in competitions;

11. Sports competitions;

12. Corporate newspaper Pyaterochka News.

A numbering system has been developed for stores in Voronezh: the numbers of stores located on the left bank begin with 1, for example:

11-Leninsky prospect

12-rest. Volgogradskaya

13-st. Perevertkina

14-rest. Ilyich

15th stop Dimitrova

16-rest. Ostuzhevo

17-rest. Suvorov.

In the Southwestern region, they start at 2:

21st Komarova,

22-st. Marshak,

23-st. O. Dundich,

24-st. Ave. Patriots.

In the North at 3:

31-st. Vl. Nevsky,

32-st. Lizyukov,

33-rest. northern supermarket,

35th stop Diet,

36-st. Vl. Nevsky, East Temple,

38-rest. School.

In the Leninsky district, they start at 4:

41-st. Moiseeva,

42-st. Voroshilov,

44-st. Revolutions of 1905

In the Kominternovsky district, they start at 5:

52-Moskovsky prospect. 42-b,

53-rest. Glory monument,

55-st. running,

56-st. Kholzunov.

In the Central District, they start at 6:

61-st. Koltsovskaya, stop. Railway station,

62-st. Lomonosov, 114e, stop. Institute of Genetics.

Shop opening hours:

For buyers from 9 to 22-00

For staff from 8-15 to 23-00

The shop works in two shifts: 1) from 8-15 to 22-00; 2) from 10-00 to 24-00.

After the working day, the staff is transported.

Benefits of working for the company:

Each applicant is issued according to the Labor Code of the Russian Federation;

Paid holiday;

Paid sick leave.

An employee who has worked for 6 months receives a monthly salary increase of 500 rubles, an employee who has worked for 1 year - 1,000 rubles, an employee who has worked for 1.5 years receives a salary increase of 1,500 rubles. It is possible to work outside the schedule - on weekends, for replacement, etc.

On holidays (New Year, June 1) children are given gifts. Vouchers are awarded to sanatoriums, children's camps.

Competitions are held for the title of the best employee, the winner is awarded movie tickets. The best of the best is also selected, which is also awarded with cash prizes and vouchers.

Competitions are held between stores, prizes are awarded with cash prizes. The whole life of the company is displayed in the newspaper.

Organizational structure shop.

Figure 1 shows the organizational structure of the store:

Figure 1 - Organizational structure of the store.

All store employees are collectively liable.

UM - store manager (makes requests for goods for 5 working days).

ZUM - deputy store manager (2 ZUM). Work with staff, make requests for perishable goods, carry out collection Money.

PT - goods manager. Carry out the acceptance of goods and are deputies of ZUM.

KZP - the controller of the cash space. Supervises the work of cashiers. They keep magazines. Follow the payment.

OTZ - the operator of the trading floor.

Seller - sells goods in the departments of culinary, gastronomy, vegetables and fruits.

Packer - pack weight goods.

OG - operator-loader. Unload the goods and deliver them to the trading floor.

The area of ​​responsibility is a group of goods assigned to an employee in which he performs his functional duties.

Functional responsibilities common to all employees:

1. knowledge of the range of goods;

2. knowledge of commodity characteristics of the goods;

3. quality control and quantity of goods;

4. control of the timing of implementation;

5. pre-sale preparation of goods;

6. display of goods;

7. maintaining cleanliness in the workplace;

8. assistance to buyers in choosing goods;

9. friendly customer service;

10. control of the correctness of prices;

11. visual tracking of the trading floor;

12. measures to prevent theft in the store;

13. participation in inventories.

Additional Responsibilities of Checkout Controllers:

1. Organization of work of cashiers in the trading floor;

2. assisting cashiers in solving problems;

3. knowledge of the device and operating rules of cash registers (KKM);

4. logging;

5. control of payment for goods by customers and store employees.

Additional Responsibilities of Cashiers:

1. knowledge of the device and operating rules of the cash register;

2. knowledge and strict observance of the rules of calculations and buyers;

3. control over solvent monetary units.

Additional responsibilities of sellers and packers:

1. knowledge of the device and operation of electric scales;

2. knowledge and observance of the rules of customer service;

3. knowledge and observance of the rules and norms of packaging of goods.

Operators and loaders additional responsibilities no.

Inner order rules:

At 8-10, ZUM, a merchandiser and a security guard should already be in the store. 2 employees on duty must be present at 8-15 (only with their presence the store opens). Cashiers and KZP should be present at 8-20. By 8:30 a.m., all staff should be in the store. At 8:31 a.m., the doors of the store close and those who do not arrive on time are considered latecomers. At 8:40 a.m. meeting, attendance is checked, the results of the past day are discussed, and plans for the current day are made. The entire meeting lasts no more than 10 minutes. At 8:50 a.m., the staff goes to their areas of responsibility and prepares the store for opening. At 9:00 a.m., the doors of the store open to customers. It is forbidden to leave the store without permission during working hours. Everything that the employee brings with him must be signed. It is not allowed to use phones, it is not allowed to talk, except for work topics.

For lunch, the staff is given 1 hour, which can be divided into several parts, before leaving, upon returning from lunch, the staff should also be noted. There should not be more than 3 people in the dining room.

The store closes 5 minutes late. After the departure of all customers, the employee can make his purchases, which are paid at the checkout with a non-cancelled check. He leaves his purchase in the storage room or on the table, then returns to the trading floor to prepare the area of ​​responsibility for the next day.

3. The study of trade and technological processes: basic business processes(transportation, acceptance, storage, preparation of goods for sale, display on the trading floor, sale, settlement with the buyer) and their impact on the formation of the range and quality of goods sold.

Graduation qualifying work

Features of the marketing mix in retail

Introduction

In market conditions, the organization of management of the marketing activities of the enterprise is of particular importance. The economic uniqueness of each industry or field of activity leads to the fact that marketing problems cannot be correctly solved in isolation from the features that characterize a particular sector of the national economy. The trade sector is represented by two separate blocks: wholesale trade and retail trade. There is an increase in competition between retail trade enterprises, both among themselves and with foreign trade networks penetrating the Russian market. The situation is complicated by the fact that goods of the same names are sold in many trade organizations.

It largely depends on the seller how desirable and competitive the product will be, the level of sales of which is determined by the correctly chosen market segment, assortment, price and communication policy, as well as the quality of basic and additional services. In this regard, there is a need to develop a marketing mix for a retail trade enterprise, which determines the relevance of this final qualification work.

The purpose of the final qualification work is to identify the features of the marketing mix in retail trade and give recommendations for improving the marketing strategy in the Pyaterochka retail chain. This goal predetermines the following tasks:

.to study the theoretical foundations of the marketing mix;

.identify the features of the marketing mix in retail;

.analyze the use of the marketing mix and give recommendations for improving the marketing strategy in the Pyaterochka retail chain.

The object of the study is the marketing complex.

The subject of the research is the use of the marketing mix at a retail enterprise.

In the course of the study, methods of comparative analysis, generalization, classification, and grouping were used.

When writing the work, statistical data and working materials of the Pyaterochka trading network, monographs by Russian and foreign authors were used: Paramonova T.N., Senina N.A., Brizhasheva O.V. Kotler F., Levi M., Veyti B., materials of periodicals and Internet resources.

This final qualifying work consists of an introduction, three chapters and a conclusion, a list of references, applications and includes 7 figures and 2 tables.

The first chapter formulates the theoretical foundations of the marketing mix, the essence of commodity, price, distribution and communication policy. The second chapter analyzes the features of the marketing mix in retail trade. The third chapter describes the use of the marketing mix on the example of the Pyaterochka retail chain.

1. Theoretical basis marketing mix

Marketing mix is a set of controllable marketing variables that a firm uses in combination to elicit a desired response from its target market. The components of the marketing mix are: product, price, distribution channels, promotion.

In accordance with this concept, companies within the framework of marketing activities develop and implement product, price, marketing and communication policies, which are reflected in the four main sections of the marketing plan. The company can vary the parameters of the marketing mix in order to most effectively influence the market, consumers and achieve its goals within the available capabilities and its understanding of the role of marketing. However, the structure of the marketing mix itself does not change, only the "stuffing" of its individual elements changes.

1.1 Product in the marketing mix

marketing promotion price trading

The product is one of the elements of the marketing mix, along with the price, methods of distribution and promotion. Product- everything that can satisfy a need or need and is offered to the market for the purpose of attracting attention, acquisition, use or consumption. It can be not only physical objects, but also services, persons, places, organizations, ideas, etc.

Each individual item offered to consumers can be viewed in terms of three levels: product by design, product in actual performance, and product with reinforcement.

The main level is the product by design, which answers the question, what is the buyer actually buying? The product by design is at the center of the general concept of the product. It consists of services that provide a solution to the problem, or the benefits that the consumer wants to receive by buying this product. For example, customers do not purchase drills of a certain diameter, but holes of the same diameter. Therefore, the task of marketers is to identify the needs hidden behind any product and sell not the properties of this product, but the benefits from it.

Then, on the basis of the product, according to the plan, a real product. A real product has five characteristics: quality, features, appearance, brand name and packaging. And, finally, the creator of the product must build on the product according to the plan and the product in real performance reinforced goodsby offering the consumer additional services and benefits ( free shipping, installation, after-sales service, warranty).

Product policy requires the adoption of consistent decisions regarding individual commodity units, product range and product nomenclature.

At the first stage, i.e. during the development of a product or service, the marketer determines the benefits that this product will provide. Such benefits are transferred with the material properties of the goods, such as quality, characteristics, design. Product quality is one of the most powerful tools marketers use to position a product in the market. Quality is characterized by two components: level and constancy. The level of quality is identical to the ability of the product to perform its functions. In addition to the level of quality, high quality can also mean consistency in providing consumers with a product of a given quality level.

The next competitive tool used to differentiate a company's products is product characteristics. The starting point is an entry-level "skeleton" model without any additional improvements. The company can expand the range of features by adding models of higher levels to the range of products.

Creating a brand name provides a number of benefits to sellers. The brand name becomes the basis for the further development of meaningful meanings or associations associated with a particular brand. A trademark provides legal protection for the unique properties of a product.

Another way to make your product stand out from others is packaging. The rise of self-service has meant that packaging has to perform many of the tasks previously performed by retailers, from getting attention and describing a product to making a sale. The final element of a product strategy is post-sales support.

Most product line decisions are about breadth—the total number of items. The systematic expansion of the assortment can occur in two directions: due to the expansion itself and due to saturation. Range expansion occurs if a company increases the number of products produced outside the occupied price range. A company can expand its product range either up or down, or both.

Instead of spreading to the bottom or top end of the market, a company can saturate its range of products by adding new products to it. There are several reasons for saturation of the product line: the desire for additional profit, the desire to satisfy dealers, the desire to use excess production capacity, the desire to become a leading company with a comprehensive range, or the desire to close gaps in the range to contain the onslaught of competitors.

Some companies may offer not one, but several assortment groups of goods that form a product nomenclature. A company's product line has four important characteristics:

.breadth (number of assortment groups produced by the company),

.saturation (the total number of individual products that make up the assortment),

.depth (number of options for each brand)

.harmony (the degree of similarity between products of different assortment groups in terms of their end use, production conditions, distribution channels or other indicators).

The above four characteristics of a product line serve as starting points for developing a product strategy. In particular, the company has four ways to expand its activities. It can create new assortment groups of goods and thereby expand its product range. The company can also expand the already existing assortment groups or increase the number of options for each of the existing products. And finally, a company can purposefully achieve greater (or, conversely, less) harmony of products of various assortment groups, depending on whether it seeks to gain a strong reputation in one market segment or in several segments at once.

1.2 Formation pricing policy

Price - the totality of all values ​​that a consumer exchanges for the opportunity to own a product or use this product. Price is the only element in the marketing mix that serves as a source of revenue; all other elements represent costs. In addition, the price is the most flexible component of the marketing mix: in contrast to the properties of the product and obligations in relation to the participants in the distribution channel, the price can be changed quite quickly.

There are two main approaches to pricing - cost-based pricing and value-based pricing.

The company develops the product, adds up the costs of production, and sets a price that allows you to cover the costs and get the planned profit. The task of the marketing department in this case is to convince buyers that the product has consumer value and corresponds to the set price.

Value-based pricing takes the opposite approach. The company sets the target price based on the estimated consumer value of the product. Thus, pricing begins with the needs of consumers and their perception of value.

The consumer's perception of the value of the product sets the upper price limit, while the cost of the product sets the lower price limit. However, setting the price within the specified limits, the company takes into account a number of other internal and external factors. The internal factors that determine pricing include the marketing goals of the company, the production capabilities of the company, the features of its organizational structure, and the external factors - the type of market, the nature of demand in it, the behavior of competitors, the degree of state regulation, economic conjuncture, possible reaction of intermediaries.

The principle of setting the price of a commodity changes as the commodity passes from one stage of its life cycle another. A company introducing its product to the market for the first time can choose one of two strategies: "skimming the cream" or breaking into the market.

The cream skimming strategy is to set a high initial price for new product to maximize profits from all segments of the market willing to pay the required price. The use of the cream skimming strategy is advisable only under certain conditions: the quality and image of the product must justify the high price, and there must be a sufficient number of buyers on the market who are ready to purchase the product at this price, competitors do not have the opportunity to easily enter the market with a similar product and abruptly reduce the initial high price.

Not all companies start their market penetration by setting high prices. Most use a breakout strategy. In order to quickly attract the maximum number of buyers and win a large market share, they set a relatively low price for a new product, ensuring a high level of sales, which leads to lower costs and allows the company to lower the price even more. To establish low prices, a number of conditions must also be met. The market must be highly price sensitive, the price must be so low that the company can avoid competition, otherwise the price advantage will be short-lived.

In the process of changing the life cycle of a product, a company usually adjusts its initial prices. Price adjustment strategies are presented in Table 1.1.

Table 1.1. Price Adjustment Strategies

Strategy Description Pricing with discounts and credits Reducing the price to "reward" buyers who pay quickly full cost Differentiated pricing Adjusting prices based on differences in customer characteristics, products or location Pricing based on buyer psychology Adjusting prices for psychological impact on the buyer Pricing for sales promotion taking into account the changing characteristics and needs of individual customers

Sometimes the company acts as the initiator of price changes (proactive price reduction / price increase). A company may be led to the idea of ​​lowering prices by a number of circumstances, such as underutilization of production capacity, which requires an increase in turnover, a reduction in market share as a result of fierce competition. A company can also initiate price cuts if it wants to achieve market dominance through low prices. To do this, it either immediately enters the market with prices that are lower than the prices of competitors, or the first to reduce prices, hoping to capture such a market share in the future that will reduce costs due to increased sales.

Recently, many companies, on the contrary, are forced to raise prices for their products. The main reason for price increases is the systematic increase in production costs and as a result leads to a decrease in the profit margin, which forces companies to regularly raise prices. Another factor causing prices to rise is the excess of demand over supply. When a company is unable to meet the needs of its customers in full, it may raise prices, introduce a rationed sale of goods, or resort to both. There are several ways to increase prices: prices can be raised almost imperceptibly by canceling discounts and replenishing the assortment group with more expensive goods, or by doing it openly. In the latter case, the company must strive to maintain a sense of fairness in any price increase in order to avoid the problem of losing customers.

The company is not always the initiator of price changes. Quite often, it is forced only to react to price changes undertaken by competitors.

1.3 Formation of distributive policy

Sales channel - a set of independent organizations involved in the process of promoting a product or service from a producer to a consumer. Distribution channels can be characterized by the number of channel levels (intermediaries who perform certain work to bring the product and ownership of it closer to the final buyer).

There are three types of distribution: intensive, selective, exclusive.

Intensive distribution is a marketing method in which the organization seeks to ensure the stocks of its goods in the largest possible number of outlets. Intensive distribution is typical for consumer goods. Exclusive distribution is a method of marketing based on the sale of producers' goods through a limited number of intermediaries who are given the exclusive right to sell in their territory. Selective distribution is a marketing method based on the sale of manufacturers' goods through a limited number of outlets. Selective distribution is intermediate between intensive and exclusive distribution. It allows the company to achieve a sufficiently wide market coverage with tighter control over it and at a lower cost than in the case of intensive distribution. The manufacturer can help train reseller staff and carry out joint promotions.

From an organizational point of view, there are: conventional distribution channels; vertical marketing systems; horizontal marketing systems.

A typical distribution channel consists of one or more independent manufacturers, wholesalers and retailers, each of which, in an independent business, maximizes its own profit without regard to the possibility of maximizing profit for the channel as a whole. A vertical marketing system (VMS) is a distribution channel structure in which manufacturers, wholesalers and retailers operate as a single system.

One of the members of such a channel is either the owner of the others, or has contracts with them, or has sufficient power to ensure full cooperation. There are 3 types of vertical marketing systems: corporate HMS, contractual HMS, administrative HMS.

The corporate BMC brings together the successive stages of production and distribution under a single owner, who oversees the channel. Contractual VMS consists of independent production and distribution organizations at different levels of the system, contracted to achieve greater savings or better business results than could be achieved by acting alone.

Horizontal marketing system - an agreement between several organizations of the same level of the distribution channel on joint actions in order to use the new marketing opportunities that arise. Under such an agreement, organizations can pool their capital, production and marketing resources. The parties to such an agreement may be both non-competing and competing organizations.

The choice of distribution channels is carried out on the basis of economic criteria - a comparison of the volume of sales with the costs of creating and operating the channel, in terms of the ability to control the activities of the distribution channel and adapt it to the sale of new goods or to work on new conditions.

1.4 Communication policy

The promotion mix is ​​a specific combination of advertising, personal selling, sales promotion, public relations and direct marketing tools.

Sales promotions are short-term incentives to encourage the purchase or sale of a product or service.

Public relations - building relationships between the company and various contact audiences by creating a favorable reputation for the company, a positive "corporate image", on the one hand, and eliminating or preventing unwanted rumors and actions, on the other.

Personal selling - verbal presentation of goods in the course of a conversation with one or more buyers for the purpose of making a sale.

Direct Marketing - Usage various means communications for direct communication with buyers, designed to receive a certain reaction.

Within each category of marketing communications media, there are specific techniques. For example, advertising can be placed in print, radio, television, in electronic format. In personal selling, trade presentations, exhibitions and sales are used. Sales promotion includes point-of-sale advertising, bonuses, discounts, coupons, contests. Among the means of trade marketing are catalogs, telemarketing, the Internet, etc.

In response to the question of what is trade marketing, there is still no consensus. For example, J.-J. Lamben adheres to the point of view that trade marketing takes place at the stage of interaction between the manufacturer of products and sellers (wholesalers and retailers). Here, retailers are not considered as competitors or partners in the distribution channel, but as the only customers, thus, the scope of trade marketing is limited to the contact "manufacturer of goods - store".

R. Morris believes that trade marketing is part of the overall marketing structure of a manufacturing enterprise and its main goal is to ensure a strong brand position in the market, to “push” the product through the distribution network to the consumer. In this case, the scope of use of trade marketing controls the contact "manufacturer of the goods - the end consumer".

V.V. Nikishkin takes a different position - when trade marketing consists in the application of marketing tools to end consumers by retailers that are subjects of trade marketing.

Trade marketing can be defined as the marketing of a retailer, including the purchase of goods, the formation of an assortment in accordance with customer demand, the organization of the sales process and public service, the provision of information to consumers and the provision of additional sales services.

The marketing decisions of the retailer are aimed at attracting the largest number of customers, increasing the size of the purchase and building loyalty to the store. This is achieved by creating a “final trading product” (“store formula”), which reflects not only the product range offered for sale, but also the process of providing a trading service. When adopting strategic and operational decisions it is necessary to use a marketing mix that facilitates the formation of a "store formula" and structures the decision-making areas.

In trade, we are dealing with finished goods, so the main focus is not on the product, but on services to offer and support it. It is necessary not only to satisfy the need of the buyer (to offer the appropriate product), but also to make this process as easy as possible. This feature of the trade service as a product significantly affects the formation of the marketing mix.

A trade service is a specific retail product. She

includes a lot: this is a service for the formation of a product range that is as close as possible to the needs of consumers, and the opportunity provided to the buyer to get acquainted with this range, choose and purchase the necessary, as well as additional services.

The price implies not only the pricing system in the store and

the price level in it, but also includes non-price costs of consumers (travel time, queues, emotional costs, etc.).

The distribution involves two aspects: the location of the store and the choice of forms and methods of sales, depending on the target audience, trade assortment, etc.

Sales (primarily contact) personnel is one of the additional elements of the marketing mix in retail. Here, not only the appearance of the employee, his qualifications, but also knowledge of the psychology of the consumer are important.

The material environment, or the atmosphere in the trading floor, due to its intangibility and variability of quality, implies the conditions for the process of acquiring a trading service (presence of music, certain lighting, etc.), i.e. everything that has a direct impact on the customer's satisfaction, his mood.

The main feature of the marketing complex is its flexibility, which is expressed in the change of tools in various sectors of the economy, depending on the characteristics of each of them. This is also the case in retail, where the contact staff and the atmosphere of the trading floor have a significant influence on the process of making a purchase decision. Other elements of the trade marketing complex also have their own specifics. The use of marketing mix models helps to better understand the needs of the target market (potential buyers), better adapt your offer to its needs and desires, and thus gain a certain competitive advantage and feel more confident in business.

2.1 Product in trade marketing

The specificity of trade in terms of marketing lies primarily in the product it offers to the market. Trade service - a special form of product, which is the organization and performance of trade functions by a retail enterprise. The specificity of the trade service - the symbiosis of the product and the service provided for its sale (inseparability from the product) - is a characteristic feature of the retail trade services market. The range of retail functions is very diverse.

Conventionally, it can be divided into the following groups: assortment formation, risk taking; sale of a product, provision of additional services not directly related to the sale of goods, informing market participants.

The formation of the assortment includes the implementation of such important functions as the purchase of goods, their transportation and storage, the creation of an assortment stock, the sorting of goods and the pre-sale preparation of goods. The result of the successful implementation of this group of functions is the constant availability of the goods necessary for the consumer in the required quantity.

Acceptance of risk means that the retailer is responsible for the assortment offered for sale, i.e. monitors the observance of storage conditions and terms of sale, the quality of the goods (in the course of proper use, damage or harm to the health of the consumer will not be caused), etc. In addition, the store provides certain guarantees to its buyer.

The sale of a product implies the equipment of the premises reserved for the trading floor, the organization of the display and the provision of an opportunity to get acquainted with the offered assortment, the organization of the process of purchase and sale, and the performance of financial transactions for the sale of goods. Thus, in the course of the sale of a trade service, there is a change in the forms of value (the exchange of goods for money).

The provision of additional services not directly related to the sale of goods includes services such as free or paid parking, the possibility of pre-ordering, delivery of goods, etc. In addition, certain forms of consumer lending are possible here: deferred payment, return of part of the amount paid after a certain time, etc. Forms can be very diverse and overlap with sales promotion activities by a retailer.

The group of functions for informing market participants implies the collection and provision of information about the product offer, consumer qualities of the product, as well as about the characteristics of demand, consumer behavior. A retail service, like any service, has certain characteristics that are commonly called "4H": intangibility, inseparability from the source, variability in quality and perishability.

The intangibility of a trading service is expressed in the fact that the client cannot “hold it in his hands”, it has no shape, color, smell or taste. It is difficult for the consumer to assess the quality of the service before it is directly provided, which determines a situation with a high degree of uncertainty and risk, and, consequently, significantly increases the number of irrational factors influencing the choice of the buyer. In an effort to reduce this risk, potential consumers of commercial services preliminarily evaluate the external signs of its quality and level, namely: the location of the store, its atmosphere, the behavior of staff, and its appearance.

To overcome intangibility allow:

development of the trade mark/brand of the store;

active use of public relations techniques;

development of "long-term" relationships with the client (card systems,

accumulation of information);

development of the image of the staff uniform;

approach to the interior and atmosphere of the trading floor and store as a material (physical) proof of the quality of the trading service.

inseparable from the source. The sales staff is an integral part of the service provided, which imposes certain requirements on their professional qualities, appearance and communication skills. Thus, the responsibility for providing the store's trading service lies entirely with its sales staff. To overcome the negative aspects of this feature of the retail trade service, you can:

clear motivation of the staff;

standardization of the sales process (breakdown into stages), constant study of possible critical situations, staff training;

creating bases for systematizing the experience of successful and unsuccessful

contacts.

Quality inconsistency. The trade service provided by the store's salesmen/consultants may differ in quality depending not only on the person providing it, but also on the mood of a particular person, the period of his life.

To overcome the volatility of the quality of the retail trade service, you can:

building a quality control system for the rendered trade service;

tracking customer satisfaction with the quality of the service received.

Perishability. A trade service cannot be saved, put aside in reserve or stored. This property creates certain problems in conditions of uneven demand. For example, there are usually not enough staff during peak hours. Attracting a large number of people to work sharply reduces the efficiency of the business process due to downtime during a period of low demand for store services.

To overcome perishability allow:

mobility, interchangeability of personnel at peak times (for example, sales assistants during the daytime can sit at additional cash desks);

active introduction of self-service in the sales process;

regulation of the level of demand by changing the price of goods (the size of the trade margin) during peaks of activity/passivity of buyers.

Ancillary product - services or goods that are necessary for the use of the main product. From the point of view of retail trade, the role of an accompanying product is the actual trading service of the store, including the method, form of trade, service procedure, etc. Thus, a related product in retail is a reflection of the minimum set of expectations of a potential buyer.

An additional product, unlike a companion product, is not necessary in the process of using the main product. Relatively speaking, this is the offer of the seller in excess of what the consumer expects, or in excess of what is customary for him. Within the retail trade, additional trade services, which the buyer receives on demand, act as an additional product. This may be special (for example, gift) packaging of goods, delivery, obtaining a consumer loan, etc. However, what is an additional product for one trading format often appears as an accompanying product for another. For example, the quality of the trading service provided by a supermarket is incomparable with what the consumer receives when purchasing goods on the open market.

The product in an expanded sense reflects all the benefits that the buyer receives by purchasing the proposed product. It includes not only a certain product and services for its acquisition and operation, but also the conditions for this acquisition. From the point of view of retail trade, a trade service in an expanded sense includes, in addition to the above, indicators of the availability of a given product (trade service), the atmosphere of its purchase, the characteristics of a potential buyer's communication with sales (contact) personnel, and the interaction of buyers with each other.

Thus, the adoption of clear marketing decisions at all levels of the product offered for sale is the definition of a certain set of attributes of the trade service provided, which is often called the “shop formula”. With strict observance of all criteria for the competitiveness of a trade service for a given market segment (following the "shop formula"), a retail trade enterprise has a stable business.

2.2 Retail pricing

The marketing mix tool "price" includes issues related not only to the cost of goods sold, but also to other costs of the buyer. This refers to time, fare, emotional costs that arise in the process of making a purchase. Thus, the price means not only the cost of the product, but also its value to the consumer. The pricing strategy should be consistent with the positioning of the retailer, the strategy of behavior in relation to competitors and other elements of the marketing mix, should also take into account the pricing strategy of the manufacturer, used by him to achieve his goals.

retail pricing commercial enterprise is based on two main methods: cost-oriented, market-oriented. Orientation to costs, involves the determination by the retailer of the selling price of the goods as the sum of its purchase price and a fixed percentage of it. In market orientation, prices are set based on perceptions of buyers' willingness to pay for a given product. The main advantage of the cost method is that it allows you to achieve the target level of profit. It is fast, mechanistic and relatively simple. The advantage of the market method lies in its linkage with the concept of marketing, i.e. it takes into account both the desires and the possibilities of buyers. However, the practical implementation of the market method is associated with considerable difficulties, especially in trading companies, the range of which includes thousands of trade items, each of which requires individual pricing solutions. The optimal solution can be achieved by combining the cost and market approaches, when the first becomes the basis of the pricing strategy, and the second - a way to attract customers.

The goal of a pricing strategy is to find the right balance between the interests of the consumer and the interests of the company. In addition, the price should take into account the situation in the competitive market. There are two opposing pricing strategies in today's retail market: Daily Low Prices (DPRs) and High/Low Prices.

Retailers using the ENC strategy emphasize that their retail prices are constantly somewhere between the usual price level and the level of sales organized by competitors, and they do not always offer the cheapest goods. At certain points in time, the price may be higher than buying on sale in a competitor's store or in the wholesale market.

Advantages of this strategy: the threat of price wars is reduced, as buyers, realizing that prices are at an acceptable level, increase the one-time volume of purchases and visit the store more often; the need for advertising decreases, tk. low prices consistently attract buyers; may increase profits, tk. the store abandons the practice of significant discounts adopted in the strategy of high / low prices. The difficulty of implementing the SNC is that low prices must be maintained constantly, i.e. clothing should be sold cheaper than in department stores, and ordinary products (flour, milk, sugar) cheaper than in supermarkets.

Resellers with a high/low price strategy in some cases offer products at higher prices than those of SNC competitors, but they often run sales and actively advertise them. Strengths high/low price strategies are as follows: the same product is intended for different segments. At the market entry stage, it is offered to "superinnovators" and "innovators" at high prices, and at the end of the season to "conservatives" and "moderate, frugal buyers" attracted by the cheapness of the product.

Although the retailer's main pricing strategy is most often a combination of EPR and high/low prices, various price incentives are often offered to customers. Very popular tools to attract buyers through price incentives are: coupons, discounts, plastic cards, price leadership, multiple pricing, price equalization, odd and non-round prices, etc. All of them are determined by the main pricing strategy.

Coupons are certificates that entitle their holders to a reduced price or other benefit when purchasing a product or service. They are mainly used for consumer goods. Coupons are published in newspapers and magazines (often after advertising the relevant product), they are laid out in consumer mailboxes, sent by mail, applied directly to goods, handed out to passers-by. Coupons inform consumers about the product, encourage them to make purchases, draw their attention to a particular store, enhancing its competitive advantage, and increase the intensity of use of the product. Most often, with the help of coupons, they try to attract new customers, attracting a regular customer is not always advisable and even has a negative character, since the total number of purchases does not increase, and the profit from the sale of a unit of goods decreases.

Discounts from the price - this is the part of the price that is returned to the buyer of the goods. The retailer carefully calculates the system of discounts from the price, they are beneficial to him when working with product suppliers and, under certain conditions, when settling with end consumers to create competitive advantages.

Plastic cards are used by firms that work with high margins, which allow painless price reduction for any buyer, or by firms conducting an advertising campaign, where a plastic card is considered as an element of advertising. The card entitles you to a discount for a certain amount or, more often, for a certain or floating percentage on your next purchase. Floating interest can change its performance depending on the day of the week, season, the introduction of additional benefits, or increase in proportion to the amount by which the buyer during long period purchased goods from a trading company.

The scheme of club plastic cards differs from the previous method of providing discounts for the next purchase only in that the organization of the club, schemes and distribution of the cards are taken over by a specialized third-party company (for example, a joint project of the Karusel retail chain and Alfa-Bank - the “Visa-Alfa-Bank Magic Card”, which allows you to pay in any stores, pharmacies, restaurants, beauty salons and other trade and service enterprises around the world and at the same time accumulate additional points that can be spent in the Karusel network or the Malina accumulative program, which allows you to accumulate points by making purchases in partner merchants of this program, including the Citystore supermarket).

Price leadership (brand strategies) in which a retailer sets prices for certain products below the usual level, hoping that this event will attract additional customers. This will increase the sales of other goods in the store, as the buyer gets the impression that the prices in the store are lower than in others. Sometimes such goods are called unprofitable leaders. Although, in order to be unprofitable, such goods must be sold at a price below cost, which usually does not happen. As an "inviting" product, everyday goods are used, the prices of which are well known to buyers. In supermarkets, for example, eggs, milk, sunflower oil are usually used as "inviting" goods. The "inviting" product strategy is designed for price-sensitive buyers.

Multiple pricing is that homogeneous goods of different weight (volume) are sold at different prices. For example, 100 gr. a package of coffee of any brand will always cost more (in terms of 100 grams of mass) than the same coffee, but in a 200-gram can. This method is aimed at increasing the volume of sales of goods. Its peculiarity is that it allows buyers to stock some goods for future use, consider the purchase profitable, and ultimately leads to an increase in the consumption of goods by the buyer.

Multidimensional pricing is used to "push" a product and is aimed at getting the buyer to buy two or more types of products at the same time. For example, in this way: "three for five hundred rubles."

With the price line alignment method, the store offers different levels of predetermined price items. The buyer is left to choose between cheap, or medium-priced, or expensive goods. Moreover, on the shelves of the store, goods are grouped by price levels. When purchasing goods, retailers choose those that correspond to the chosen price levels. It is easier for the buyer to make a choice, since he does not get confused in a large number of brands. Buying takes less time.

Odd and non-round prices are a price concept with psychological ramifications. Such pricing is inefficient for "pre-selection" items, which require some thought to purchase. (For example, when buying a car, it doesn't really matter whether the buyer has to pay $5,995 or $6,000 for it.) Non-round prices are associated with the buyer with a cheap hot item.

To improve the visual perception of prices, its adjustment is used (for example, setting a price of 499 instead of 500).

2.3 Distribution in trade

Such an element of the marketing mix as distribution in the retail industry is of particular importance due to its significance and content. On the one hand, this marketing tool addresses the problem of choosing the location of a particular store, on the other hand, determining the store format (a combination of retail forms and methods). This problem faces the store only at the first stage of the life cycle. Further, the priority problem of this element of the marketing mix is ​​the horizontal and vertical distribution on the trading floor.

The main task this instrument- ensuring the availability (reachability) of a trade service for a potential consumer. Ease of access to the source of trade services (shop) implies not only its location, but also the opening hours. For example, if a potential buyer of a given point of sale prefers to shop on the way home from work, then if the store is already closed, he cannot use its services in any way, no matter how attractive his assortment, price level, or proximity of the store may be.

The importance of choosing a location for a future store is predetermined by several reasons. Firstly, location is a significant factor in the attractiveness of a trading enterprise for consumers, which influences the decision to make a purchase in this particular store. Secondly, by choosing a good location for a store, the retailer provides himself with a sustainable competitive advantage.

Unlike such marketing tools as price level, sales promotion activity, brand promotion, range of services provided, assortment of goods, which can be manipulated quite easily by the merchant, the location of the store is not so easy to change. Often, trading companies have to invest huge amounts of money in the acquisition and development of real estate or enter into long-term lease agreements with the owners of the premises. Therefore, the advantage in store location cannot be replicated by competitors. Thirdly, due to the fact that opening a trading enterprise requires initial investments, it is advisable to choose a place for it that will return the invested funds to as soon as possible. Profit, which is determined by the volume of sales, may directly depend on the location of the store. Once a store location decision has been made, it becomes an uncontrollable external factor that managers must adjust their marketing strategy to.

From the point of view of trade marketing, in the algorithm for making a decision on the location of a store, several successive stages can be distinguished:

1.First of all, the most attractive regions for doing business are selected (a region is understood as a part of a country's territory or a city).

2.It then determines which type of location best suits the products and services the company offers in the market. (These may be central business districts, malls, or stand-alone stores.) Each of these types has distinct characteristics depending on the competitive structure, parking facilities, and other factors, as well as a number of advantages and disadvantages.

The Central Business District (CBD) is a commercial area (often in the historic center of the city), where many commercial enterprises are traditionally concentrated and important public transport routes intersect.

Among the advantages of the CBD, it should be noted: the availability of location, a wide choice and variety of goods and services offered. Disadvantages of the CBD mainly consist in: inconvenience of access for car owners (district planning, traffic jams, parking difficulties); the high cost of rent; high tax and tariff rates.

A shopping center (SC) is a planned trading area under single control or ownership. As a rule, it has a special area for parking. The total rental area is distributed in such a way that the stores complement each other in terms of the range of goods and services offered. Typically, a mall has one or more large stores that will attract the bulk of the buyers ("anchor" tenants) and a large number of small and medium-sized retailers. Often, shopping center managers, in order to ensure a balance and variety of goods and services, determine the total area that can be occupied by various types of stores.

Combining a large number of stores under one roof causes a synergistic effect: the mall attracts more customers than the same stores individually. Therefore, often the sales volume of a retail enterprise located in a shopping center increases with the arrival of a competitor store there. A situation that at first glance is paradoxical.

The location of a store in a shopping center has a number of advantages compared to the location in the CBD, the main of which are: a large number of consumers attracted by a wide variety of goods and services; convenience of location and proximity to the consumer; joint planning and proportional distribution of common costs; proximity to motorways and availability of parking space.

Disadvantages include: inflexible working hours (retail stores must operate only during mall business hours); high level of rent; control by managers of shopping centers; assortment restrictions on the part of the owners of the shopping center;

the possibility of too fierce competition; significant superiority of one or more large stores, which will attract the bulk of customers, over small and medium-sized stores.

Separate stores are called stores that are not adjacent to any other stores. retailers, such as stores that require large areas (wholesale clubs and supermarkets) or located in residential areas.

The advantages of this location: no direct competition; low rent; flexibility of work schedule, no restrictions on design, opening hours and assortment, which are inherent in a shopping center; availability of parking spaces.

Among the shortcomings should be noted: the difficulty in attracting new customers; lack of synergy effect with other retail outlets; putting all overhead costs on "one shoulders"; the need in many cases to build a new building.

3.The next step is to analyze the most attractive trading areas. A trading zone is understood as a geographical sector containing potential buyers of a particular trading company or trading enterprise (part of the city, the city as a whole - depending on the type of store and the density of potential buyers). Estimate Size trading area(area) of the store can be based on the use of retail centralization model.

The main essence of the retail centralization model is that as the distance from the consumer's place of residence to the shopping center increases, the cost of transport, as well as the time spent on shopping, increase, therefore, the demand for the services of this shopping center decreases. Moreover, the more everyday the product, the shorter the path that the buyer is willing to travel in order to purchase it. Conversely, as a rule, consumers are willing to travel long distances to purchase specialized products, since only large shopping or specialized centers can offer them.

4.The last stage is the selection of the best of the selected options for a particular location.

To assess the attractiveness of a particular store location, various methods can be used: from simple to complex, requiring multi-level calculations. One of the methods available is to compile a list of factors that directly affect the level of attractiveness of a particular location for a store (see Table 2.1.). Having developed a set of defining criteria, the retailer must rate them on a 10-point scale (1 - very poor, 10 - very good) to determine how attractive potential store locations are.

Table 2.1. Factors that determine store location

Buyers (potential, real) AccessibilityCompetitionCosts Quantity Income level Cost Structure Population density Life style Personal transport human flows Obstacles (railway, major highways) Terrain type Transport connection parking Public transport Level of competition Types of competing firms Proximity of main competitors (market leaders, large firms) Construction costs Rent Salary level taxes Transport costs

After the optimal location of the trading enterprise has been chosen and its format has been approved, it is necessary to resolve issues related to how the store will look like, how to decorate the trading floor and how to achieve the maximum possible sales volume due to the display.

The main problem in developing a store layout is the presence of a large number of conflicting factors. First of all, customers must move around the store and buy more products than they planned. When placing goods on the trading floor, several factors are taken into account: optimal use of the trading floor space, optimal location of product groups, location of the main and additional points of sale, ways to slow down the flow of customers.

Optimal use of sales floor space

As a rule, 40% of the area of ​​the outlet is occupied by commercial equipment (shelves, refrigeration equipment, racks, etc.), which, depending on the shape of the premises, is located as advantageously as possible. Approximately 60% of the area of ​​the outlet must be left for the movement of buyers (ensuring the free movement of the buyer through the store, safety regulations, etc.) so that the buyers feel comfortable.

Location of product groups

After determining the type of equipment location in the outlet, you need to determine the effective location of product groups. When arranging product groups, two points are decisive: the priority of a place on the trading floor, the division of product groups into categories depending on popularity among regular customers.

Priority places on the trading floor are determined depending on the flow of the buyer, i.e. away from the path most buyers take. The highest quality product, the most widely advertised and even the most popular product will not be sold if its position in the store is chosen unsuccessfully. There is a natural direction of movement of buyers in the store, which should be determined at the design stage of the store: the location of the entrance, commercial equipment in the hall and cashier. The movement of the flow of buyers should be calculated in advance and selected with maximum benefit, providing the buyer with as many goods as possible. So 80-90% of buyers bypass all points of sale located along the perimeter of the trading floor, and only 40-50% of buyers bypass the inner rows. The hottest places at the same time, the beginning of the buyer's flow and the cash register area are.

In most cases, when planning a purchase, the consumer clearly defines which product groups he wants to purchase. Therefore, the entire range of the store can be divided into three groups:

-Everyday goods.

The purchase of these goods is the goal of almost every visit of the buyer to the outlet. They are also called store-forming commodity groups.

-Goods of periodic demand.

The purchase of these goods is planned once in several visits.

-Goods of impulse demand.

The purchase of these goods is usually not planned.

Since consumer goods are in demand by the largest number of visitors, a fairly large number of buyers accumulate near these points of sale. Therefore, these product groups should be located along the outer perimeter of the trading floor in order to make the purchase the most convenient. If buyers experience inconvenience, they will tend to leave the trading floor as soon as possible. Not only does this reduce the amount of time a shopper spends in a store (and therefore reduces the number of impulse purchases), but it can also lead the shopper to consider visiting a different store next time.

Location of main and additional points of sale

The main point of sale is the place where all manufacturers of this product group are represented. Additional places sales increase the likelihood of buying goods. They are an effective tool for increasing sales, because. allow you to increase the number of impulse purchases. They are organized for goods of impulse demand and goods with high turnover.

Slowing down the movement of the buyer.

Too wide aisles and a tendency to arrange counters and racks in a strict geometric order lead to the fact that the buyer does not have time to notice and want to buy any product when moving from section to section, so it is necessary to slow down the speed of the buyer in the store. In this case, it is necessary not to reduce the passage, but to narrow it in the middle or at intersections with other passages. Often used to narrow the passage: a display, a decorative column, a rack with a poster

A less obvious but equally effective way to slow down the shopper in a store is to use music. Slow, calm music creates a more relaxing atmosphere in the store, encouraging shoppers to take their time and stay in the store. Fast music has the opposite effect - a walking pace turns into a faster one, which is mainly used during peak hours to speed up the movement of buyers.

2.4 Promotion in the marketing system of a commercial enterprise

The development of a sales offer for many assortment positions leads to the fact that it is increasingly difficult for the consumer to navigate existing brands and brands, which leads to a change in the basis of consumer choice of goods. Most purchasing decisions are made in the store, which means that the retailer has the opportunity to actively influence the buyer. The specificity of promotion as an element of the trade marketing complex lies in the fact that stores primarily seek to promote their own brand, thereby creating a certain image in the eyes of customers. The most important feature of trade marketing is that here the concepts of "buyer" and "consumer" always coincide, since the buyer of the store's trade service is also its consumer. This is taken into account when carrying out specific promotional activities.

Such an element of the marketing mix as promotion traditionally has four components: advertising, personal selling, public relations, and sales promotion. However, personal selling in trade marketing is now very rarely used.

Advertising. The whole variety of types of advertising in trade marketing is divided into three components: outdoor (including shop windows), in-store and advertising in the media (see Appendix B). The latter is very traditional and is increasingly being used more as a store positioning tool. Most of the innovations in promotion methods in Russian retail are concentrated within the first two types.

Perhaps the most effective way to lure a customer into a store is to correct design showcases. It can not only inform the consumer about the assortment list that is offered for sale, about the level of prices for it, but also report on promotions currently being held and / or the status of the store and its customers. At the same time, it is important to change the design of the window in time in order to avoid getting used to the contact audience.

Experts divide all showcases into several types: facade (traditional) - classic (with a blank wall) or through (the hall is visible); demonstration - are located in the trading floor for familiarization with the products at close range in conditions of an individual type of customer service; trade - actually a counter with glass panels (see Appendix E).

Recently, facade showcases do not advertise the store so much as they are focused on the sale of a specific product. Often the store rents out a place in the window or allows you to design it in the corporate style of the manufacturer. But in any case, when designing shop windows, it is necessary to take into account at what distance from the point of sale the main flows of potential buyers will move. If this distance is at least a few meters, it is worth using the entire area of ​​the showcase. If the intended customers pass in close proximity, the maximum communicative impact will be provided by the lower third of the storefront.

It is aimed at stimulating consumer choice inside the trading floor and in the entrance area. POS materials placed in the entrance area are, as a rule, “open / closed” signs, stickers (floor or wall stickers of an indicative nature) with an operating mode, “push/pull” inscriptions, or advertising posters. In addition, POS-design elements of the entrance group include floor stickers placed directly in front of or behind front door, such as the phrase "welcome" or the path to a specific sales department. The entrance group is especially important for influencing the buyer. Firstly, POS materials posted here are visible to almost everyone. Secondly, this is the point at which the customer receives the last reminder just before he enters the store, as well as after leaving it. Actually on the trading floor there are posters, booklets, catalogs, large bright price tags (they depict the product of a certain type, its packaging), wobblers (a small dense poster with a company logo or brand image, movably attached to the counter), stickers, ads on a stand , which are usually mounted on the edge of an open refrigerator, light boxes (a three-dimensional image of a trademark luminous from the inside and suspended from the ceiling above the display area), racks on the counter with an assortment image (especially common in the ice cream segment), displays (usually placed above the cash register or above counter in the direction of the buyer), ice-stoppers (eyes-stoppers) are large suspended and “standing” product models (see Appendix B). Advertising on food carts is very effective - the image is placed in special pockets on the end of the cart from the inside and outside. From other types of visual advertising at the point of sale, advertising on food carts is distinguished by good performance in terms of the number of contacts with the buyer (especially during peak hours, when the maximum number of carts are involved) and its dynamic nature (the carts do not stand still - the image flickers in different places and when different lighting, which increases the effectiveness of its interaction with the buyer). The inner surface of the trolley wins in terms of the duration of contact with a particular customer, while the outer surface - in terms of the number of contacts with different customers. The disadvantages include the small size of the image, which entails the difficulty of using the media in the informational aspect.

Evaluating the effectiveness of store advertising requires taking into account the specifics of retail trade. This distribution link is located closest to the buyer, it is easier to track the client's reaction, analyze the change in the flow of buyers before the ad is shown, during the advertising campaign and after it. Having information from its scanning devices at the checkout, the store has an objective opportunity to quickly and adequately respond to the reaction of customers to advertising, and therefore, adjust the promotion campaign as necessary, up to termination.

To reflect the impact of advertising on the economic performance of an advertising campaign, there are many specific indicators available to stores. These include: the average price of one check, the average revenue, the number of buyers, the number of those who came, but did not buy. All these indicators, in addition to advertising and sales promotion, can be influenced by other processes. However, they can be used to track the trend of the influence of advertising on the behavior of buyers and financial results retail trading company. Retailers most often determine the effect of advertising by measuring its impact on the change in turnover. Moreover, in different trading enterprises, the effect may vary in terms of time. In shops selling everyday goods, the increase in turnover, as a rule, occurs immediately after the activation of advertising. If the store sells expensive goods or durable goods, then a fairly long period of time may pass before the buyer comes to it. Therefore, the effect of advertising, i.e. purchase and, consequently, an increase in turnover, does not appear immediately.

Increasingly, special attention in trade marketing is paid to the creation of sustainable public relations. It is important for stores that potential customers have a favorable attitude towards them, so they try to carry out activities aimed at giving these people the impression that they are serious and attentive to them.

Within the framework of retail trade, the following goals of sales promotion can be distinguished:

1.making an unplanned purchase;

2.increase in the number of initial purchases;

3.increasing the frequency of secondary purchases;

4.increase in the volume of a one-time purchase.

In the retail environment, sales promotion usually includes means that require an immediate response from buyers. There are many incentive methods. Among them, several main ones can be distinguished as the most commonly used:

-establishment of special working hours (special conditions for the purchase of goods apply at this time);

-formation of a system of discounts (distribution of coupons, introduction of client cards, club system, etc.);

-organization of promotions at the point of sale (demonstration of the operation or use of the product, tasting, lottery, etc.).

Promotion (sales promotion) includes any paid non-personal marketing communication activities, other than advertising, that provide a set of incentives to get a desired result from potential buyers, resellers or sellers. Sales promotion campaigns always add value to the product, because incentives usually do not accompany the product, but are offered through direct mail or coupons to be cut out of newspapers, etc. Sales promotion campaigns are usually used as a temporary retail offer to a customer in order to get an immediate response from him. For example, free samples or discount vouchers and offers are often used in sales promotion campaigns for companies that need to increase demand at certain times. Such campaigns are often accompanied by exhibitions, competitions, sweepstakes, coupons, loyalty programs, "frequent user", prizes, demos, displays, gifts aimed at increasing short-term sales. Many incentives are planned to be offered on a short-term basis only.

3. Development of a marketing complex for the Pyaterochka retail chain

.one. Organizational and economic characteristics of the Pyaterochka retail chain

In 2010, the consumer model of Russians completely changed, they cut their spending on expensive goods and pleasures, and began to save on food. Consumer behavior has become more conscious as Russians' incomes have declined. In addition, unemployment continues to rise, especially in the industrial regions of the country. As a result, goods in the low price segment began to be in high demand, which affected the assortment of chain stores.

Large-format retail has lost its leading position and has given way to such a format as a discounter. The number of discounters in 46 regions of the Russian Federation surveyed by the RBC Consulting Department increased by 16% compared to 2009, which was due both to the opening of new stores and to the reformatting of retail space already available to retailers. The leading position in this format is occupied by the Pyaterochka X5 retail chain Retail Group N.V.

Pyaterochka is Russia's largest chain of economy class supermarkets, founded in January 1999 by OOO Agrotorg. The idea was to create a chain of stores similar to those in the West, but adapted to Russian conditions. European mini-markets and discounters, such as, for example, the German retail chain Aldi, were taken as a sample. By early 2000, the company had 17 stores with a turnover of $35 million. tripled in 2000 annual turnover and became the winner of the national rating "Top-200 Russian Retail Trade" in the nomination "The Best Retail Chain of the North-West". In July 2001 Pyaterochka opened the first economy class supermarket in Moscow. In 2001, the company opened more stores than similar Russian companies combined. In 2001, Pyaterochka's turnover was $212 million, and the number of customers exceeded 100 million.

In 2001, Pyaterochka began construction of the largest office and logistics center in the Northwest with an area of ​​about 30,000 sq. meters, this allowed to reduce logistics costs by more than 30%, to reduce the amount of space used by 2 times.

In 2003, Pyaterochka significantly increased the growth rate of its chain of stores. If in 2002 62 stores were opened, then in 2003 the increase was 118 stores. Pyaterochka's turnover in 2003 exceeded $933 million. This is the highest figure among both retail and wholesale trade food and everyday demand in Russia. In 2003, 300 million purchases were made in Pyaterochka supermarkets. This is tantamount to the fact that every resident of Russia has been a buyer of Pyaterochka twice.

Similar works to - Features of the marketing mix in retail

Marketing complex of the Pyaterochka retail chain

The assortment of the Pyaterochka retail chain includes only the most popular goods and changes along with consumer demand. Transnational corporations set the same prices for all market participants. Moreover, up to 30% of the cost of branded goods is the cost of advertising. Russian manufacturers, meanwhile, have relatively small budgets for promoting their products, but they have a better price-quality ratio, a more flexible pricing and distribution policy. Studies have shown that the demand of buyers for the products of Russian brands has grown significantly in recent years. Therefore, now about 70% of goods sold through the Pyaterochka retail chain are Russian-made goods. The share of locally produced goods is increasing, according to 2010 data it was about 30%.

Assortment matrix of the store in 2010. has undergone significant changes: the share of goods in the low price segment has increased; there was a reduction in the assortment by 15-20% from 2500 - 3500 SKU to 1 800 - 2 800 SKU (a unit of one product group, brand, variety in one type of packaging of one container) due to goods that are in the least demand. As a soft discount store, Pyaterochka is characterized by the predominance of food products - up to 94% of the entire assortment.

Pyaterochka continues to develop its own trademark (STM).

Purchasing specialists develop a specification for the product, and then contact the supplier firms and agree on their production. The establishment of lower prices for such goods is possible due to savings from the purchase of large quantities, insignificant costs for packaging, promotion, for which the network is directly responsible, and not the supplier. The brand of the network is not used in private labels, which reduces the risk of transferring the negative attitude of consumers towards the brand to the attitude towards the retail chain. Examples of Pyaterochka private labels are Vologda Laces (dairy products), Pavlovskaya Farm (sausages), Thunderstorm ( drinking water), Vinogor (wine), etc. Since the Perekrestok and Pyaterochka chains are part of the X5 Retail Group, most of their own trademarks of these networks is represented in other networks of the group. For example, at Perekrestok you can buy Pyaterochka trademarks, and vice versa, at Pyaterochka you can buy some Perekrestok brands. In 2011 it is planned to increase the share of private labels by 40% (in 2010, the share - 10% of the entire range). By introducing private labels, Pyaterochka gives an additional impetus to sales and not only increases sales volume, but also creates new incentives for customers due to the obvious advantages of such products due to the attractive price-quality ratio.

Pyaterochka practices an efficient form of work with suppliers. The company works with 500 suppliers. The network bears part of the costs of logistics and delivery of products, as well as the promotion of goods on the market, freeing the manufacturer from the difficulties associated with the marketing and advertising process. The manufacturer lowers its prices. As a result, the demand for cheaper products is growing, and the volume of sales in stores is increasing. The manufacturer, in turn, increases the volume of output and, accordingly, receives additional profit. That is why the main requirements for suppliers are the minimum cost of production, high quality of goods and packaging, compliance with the delivery schedule and convenient logistics.

Purchase of goods and pricing in stores occur centrally. Since December 2000, Pyaterochka has united its suppliers into a single information network. There is a purchasing portal on the Internet.

All areas of the company's work - from the most complex logistics operations to the most elementary ones - are described in business processes. They are structured and are included in the informatization and management system. Pyaterochka considers automation and implementation of IT technologies to be its strategic goal. The stores have a unified Pyaterochka+ electronic document management system. It was developed by the company's specialists, taking into account all the specifics of the trading network. The system automates and simplifies logistics, purchase, sale and distribution in stores. This allows you to reduce costs, operation time and labor costs by more than 30%. The system allows you to purchase goods for the entire network using e-mail and control the entire process of passing the goods from receipt to the warehouse to sale in the store, and also fully guarantees the confidentiality of information and related electronic contacts. At the same time, the time for placing an order is significantly reduced. This makes the network more flexible and provider friendly.

The target audience of Pyaterochka is 110 million Russians: 60% women and 40% men; 70% employed and 30% unemployed; 40-65+ years old, average and below average income, pensioners, employees, workers.

Orientation to the poor part of the population dictates the following condition: prices must be low. The main indicator for comparison is small-scale wholesale markets. If in supermarkets the trade margin is about 40%, then in Pyaterochka it is only 10-12%. As a result, products are 10-15% cheaper than in the retail market, and 20-30% cheaper than in supermarkets and hypermarkets.

These categories of buyers are focused on the basic assortment and low prices, so Pyaterochka's pricing strategy is the strategy of the price leader: "100% of the assortment at the lowest prices on the market." This is possible thanks to the containment of purchase prices due to: the growing volume of purchases, strict discipline of payments, reduction of payment delays, The most efficient use of the available retail space: every square meter is occupied, whether it is a product or an advertising stand. Free retail space for rent. They save on the design and equipment of trading floors, on the number of services for consumers. The costs of product maintenance are also reduced: logistics, delivery, pre-sales preparation, etc. These costs represent approximately 85% of the retail markup. In Pyaterochka they are 5 times lower than in the average regional supermarket. Pyaterochka uses its own vehicles. The company even has its own construction division. His work allowed to reduce the construction time of the stores to four months.

In terms of pricing policy, discounters are divided into soft and hard. Rigid format in the classic sense means premises up to 1000 sq.m., goods on pallets, self-service, minimum markup and, as a result, very low price. Pyaterochka used this format for the first few years after opening, but subsequently abandoned it in favor of a “soft discounter” - a more popular principle of market strategy in Russia due to the fact that today, in addition to the price factor, the choice of a store is greatly influenced by such factors as comfort, a wide range and a range of additional services.

Labor productivity affects cost reduction no less than anything else. According to the staffing table, each store employs 17-20 people per shift, while in the supermarket - 60-70. The daily actions of each employee are verified, calculated and typed for a more rational use of time. If necessary, employees simply replace each other.

Advertising - in the promotion of the Pyaterochka retail chain is of great importance. For a new stage in the development of the Pyaterochka chain, a slogan was chosen - "The closest low prices!", Which most accurately reflects the change in well-known stores. Over the years, the company has already changed its advertising slogan twice: having started work in 1999 during the years of the crisis, Pyaterochka focused on the price of goods, working in the format of a “hard” discounter under the slogan “Low prices every day!”.

Gradually, moving into the format of a soft discounter, the network offered its customers an additional advantage - guaranteed product quality and "easy" exchange or return of purchased products in case of a product complaint. This stage was dedicated to the slogan: "Quality assurance and low prices!".

In 2009, the company launched a store renovation program: stores are equipped with new shelving and refrigeration equipment, cash registers, ventilation and air conditioning systems, lighting.

“For us, not only low prices and quality of goods are important, but also the external and internal appearance of the stores. Pyaterochka should be convenient, comfortable and modern, it should be a pleasure to shop here. We have entered a new stage of development: stores are getting better and closer to customers. The new advertising slogan reflects these changes,” says Oleg Vysotsky, Pyaterochka Network Manager.

The same slogan is featured in TV commercials and advertisements on various radio stations. The Pyaterochka retail chain often sponsors various radio sections. For example: weather forecast, traffic situation, etc., which also contributes to the promotion of the brand.

An important element in stimulating sales in the Pyaterochka network are weekly promotions: "Lucky Buy", "Sale with the Pyaterochka card". The action provides for the sale, promotion or advertising campaigns of non-food products in all stores of the Pyaterochka chain.

Requirements for the product in the promotion "Lucky Buy"

1. The product must meet certain criteria for this type of product.

2. The period of sale of goods - one week, then its rotation.

3. The promotion is held in the network "Pyaterochka" in Moscow and St. Petersburg.

4. Display of goods - on separate equipment at the entrance / exit (depending on the layout of the store) to the store.

5. The pricing policy for the goods participating in the promotion is below the level of the minimum price of the local market (St. Petersburg, Moscow)

6. All unsold items are returned to the supplier.

Since the creation of Pyaterochka stores, a large number of celebrities and interesting personalities have visited them. Promotions are periodically held in the Pyaterochka network to promote certain trademarks. Advertising agencies SAC and Bounty Euro RSCG received exclusive rights to provide personnel for such promotions. Today, Pyaterochka is a sponsor of the Russian national football team.

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