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Organization of production - Kurochkin A.S.

Functions and structure of the sales service

The sale of industrial products is the final link between its production, marketing orientation distribution and consumption.

There are three groups of functions of the marketing service of finished products on the basis of marketing orientation: planning; organization; Control and regulation. Each of these groups of functions, in turn, consists of a number of specific functions (works), reflecting the specificity of each group.

Planning involves performing the following functions:

• development of prospective and operational sales plans;

• analysis and assessment of market conditions;

• formation of assortment plan of production according to customers' orders;

• selection of distribution and distribution channels;

• planning of advertising campaigns and development of measures to stimulate sales;

• compilation of cost estimates for sales and their optimization. The sales organization includes the following functions:

• organization of warehouse and container economy for finished products;

• organization of sales and delivery of products to consumers;

• organization of pre-sale and after-sales services for consumers;

• organization of distribution channels and distribution networks;

• organization of advertising campaigns and events to stimulate sales;

• organization of training of sales personnel and management of activities of trade missions;

• Organization of information and dispatching service. The monitoring and control functions include:

• evaluation of sales activity results;

• monitoring the implementation of sales plans;

• Operative regulation of the company's sales activities, taking into account the impact of external and internal adverse factors;

• Evaluation and promotion of the sales organization;

• statistical accounting and operational accounting and reporting of marketing activities.

The functions of the sales service of the enterprise are very diverse. In addition, it is necessary to take into account the specifics of their performance by each commodity producer, which is largely determined by such factors:

• Nomenclature and scale of production;

• the number and geography of consumers;

• the number and intensity of distribution channels;

• the nature and forms of the organization of the channels of commodity circulation;

• the image of the commodity producer and his trading network. The organizational structure of the sales service of an enterprise depends on

Volumes of marketing activities, type, nature of shipped products and many other features. The most common form of structural construction of the sales service is the functional one, which includes both management divisions and production departments.

Management departments include departments (bureaus, groups) of sales. Sales department can include bureau (group): orders; Study of demand; Planned; Contractual-claim; Advertising; Installation; Adjustment; Service maintenance of the supplied products, etc.

Production units include warehouses of finished products, shops (sections) of packaging, preservation and packaging of finished products, packaging packaging, expedition and shipment.

There are centralized and decentralized forms of sales service. With a centralized form, the warehouse economy is administratively subordinated directly to the head of the sales department. In the decentralized form, the sales department is separated from the warehouses of the finished product (Figure 35).

At small enterprises, where the volume of activities in material and technical supply and sales are small, unified supply and marketing departments are organized (Figure 36).

Fig. 35. Forms of sales department of a large enterprise:

A - centralized; B - decentralized

Fig. 36. The structure of management of the OMTS and sales in a small enterprise

Operational work on the sale of products is conditionally divided into two parts: operational planning and immediate operational work. The content of the first part is reduced to clarifying and detailing the previously developed supply plans, the development of calendar assignments for deliveries, planning of shipment, coordination with the recipients of specific terms of shipment of products and, on this basis, the compilation of delivery schedules.

The second part of the sales and supply work on the content is broader and provides for control over the receipt of products from production, its acceptance, preparation and dispatch to consumers; Clarification of certain conditions for the release or shipment of products; Provision of vehicles; Constant communication with consumers; Monitoring of supplies, providing timely reporting on the implementation of supply plans.

Accounting and reporting cover all stages of the movement of finished products: its exit from production, being in the warehouse and entering the consumer.

Information For the rational organization of the sales de-marketing system, the enterprise's activities create an information sales system. Such a system is constructed as follows:

• the data necessary for accounting are determined (which data is required from whom, what data is available, who is analyzing the data);

• Data are summarized and provided;

• determine the way information flows. A rational information system avoids both shortage,

And an excess of information. In modern conditions, with the development of telecommunication systems and technologies, getting more information becomes more dangerous. Therefore, it is important to select information when accounting for and processing all kinds of data.

The information system for the management of the marketing activities of the enterprise should contain the following information:

About the company's position in the market:

• market share;

• areas of activity of sellers (placement of consumers);

• the degree of fame and image (profile polarity estimates);

• business field parameters (buyers, sales areas, commodity nomenclature).

On relations in the market (situation and development), parameters, structure and market requirements:

• demand - sales potential; Sales reserves; Number and types of customers, motives for purchases;

• trade - the ways of marketing available to the enterprise; Goals, strategies and behavior of intermediaries in marketing;

• competition - competitors and the importance of market shares (shares) on which they work; Objectives, strategies and behavior of competitors;

• Complaints;

• competitive goals;

• reasons for canceling orders;

• Available stocks and time of delivery.

At present, information systems are being introduced at enterprises using computers. This significantly improves their functioning and significantly reduces the cost of managing the marketing activities of the enterprise. Naturally, the transition to a computerized information sales system is associated with high investment costs and additional training of personnel.