What is the company's marketing policy? Sales policy. Retail in a market economy

The modern economy is characterized by the fact that the place of production and the place of consumption of the product do not coincide in time. In time, these processes also do not follow directly one after another. Eliminating the problems that arise for this reason requires a lot of money. In some cases, these costs require up to 70% of the retail price of a consumer product.

The task of distributing manufactured products must be expanded by the manufacturer in a rational way. This gives him a certain chance to stand out in relation to competitors.

The distribution system of goods is a key link in marketing and a kind of finishing complex in all the activities of the company in the creation, production and delivery of goods to the consumer. Actually, it is here that the consumer either recognizes or does not recognize all the efforts of the company as useful and necessary for himself and, accordingly, buys or does not buy its products and services.

But still, the sale of products must be considered as a constituent element of the marketing mix. Other components of the marketing mix are the product, price, and promotion system. Before making direct distribution of products, it is necessary to make sure that the product is of proper quality, at an acceptable price, and work has been done in the field of promotion measures.

There are several reasons that determine the role of marketing systems in the economy. One of them is a necessity. Of course, when it comes to selling a unique, specialized production line, both the seller and the buyer get along just fine without a dedicated marketing system. But the world lives in the era of mass goods, and buying them at the gates of a factory or company today is not very convenient.

The second reason is the struggle for the consumer's money. Living in abundance has led hundreds of millions of consumers around the world to believe that the convenience of purchasing a product is an essential part of a normal lifestyle. And this means that the consumer requires a good familiarization with the product set; minimum time to purchase goods; maximum convenience before, during and after the purchase.

All these requirements can be met by developing the sales network in every possible way, bringing its end points closer to the consumer, creating maximum convenience for him at these points. And if the firm managed to do this, it (ceteris paribus) attracted a buyer and achieved an advantage in the market struggle.

The next reason is the rationalization of production processes. Economists of the last century wrote about this role of the distribution network. Specifically, we are talking about the fact that there are a number of finishing operations of production, which are associated to a greater extent not with manufacturing, but with the preparation of goods for sale (sorting, packing, packaging). It is expedient to carry out all these operations already at the “factory-consumer” stage, that is, before transportation, in warehouses, in stores, in the pre-sale process; and the timeliness, quality and rationality of their implementation significantly depends on sales as such. Accordingly, the marketing system to a certain extent involves some (sometimes quite significant) "technological component". The above justifies this: the closer and closer the product comes into contact with the buyer, the more it makes sense to entrust the marketing service with its refinement and preparation for sale.

The fourth reason is the problem of the efficiency of market behavior and the development of the firm. The most important thing in knowing and satisfying the needs of consumers is to study their opinion about the company's products, competing products, problems and prospects for the life and work of consumers. Who and where can do it most effectively? The answer of world practice is unequivocal: first of all, this can be done where the company is in direct contact with the consumer, that is, in the sales system. And this should be done by the personnel employed in this system.

As one of the most important conditions for the promotion of their employees on the administrative ladder, many firms call their work in the sales system, and directly in the sale of goods to the buyer.

These reasons are enough to understand how important the sales subsystem is in marketing and why, in conditions of abundant markets, huge amounts of money are spent on it.

In Russia, the sales system is at a transitional stage of development, which greatly complicates sales in the market of our country. It is usually characterized by the following features:

poor channel management;

incomplete fulfillment of obligations within the channel;

decisions are made on each transaction separately as a result of ongoing negotiations;

frequent violation of "contractual" obligations.

Firms have alternatives in organizing the distribution of their product. At the same time, it is based on the fundamental orientation of satisfying the diverse needs of the end consumer (or on building such a distribution system that would be effective both for the company itself and for intermediaries) and the way it exists, considered as a set of actions to bring the product as close as possible to target group of consumers (or vice versa, attracting consumers to the company's product). The choice of orientation and method of satisfying the needs of consumers is the essence of the firm's "policy" in the field of sales.

The marketing policy of a manufacturer of products should be considered as a purposeful activity, principles and methods, the implementation of which is designed to organize the movement of the flow of goods to the final consumer. The main task is to create conditions for the transformation of the needs of a potential buyer into a real demand for a particular product. These conditions include elements of marketing policy, distribution capital (sales, distribution of goods) along with the functions they are endowed with.

The main elements of the marketing policy are the following:

transportation of products - its physical movement from the producer to the consumer;

finalization of products - selection, sorting, assembly of the finished product, etc., which increases the degree of availability and readiness of products for consumption;

storage of products - the organization of the creation and maintenance of its necessary stocks;

contacts with consumers - actions for the physical transfer of goods, placing orders, organizing payment and settlement transactions, legal registration of the transfer of ownership of goods, informing the consumer about the product and the company, as well as collecting information about the market.

The positions occupied by firms in relation to sales have signs that allow classifying sales by type (table 1.1).

Table 1.1. Classification of sales types

1.2. Indirect - the use of independent resellers in the distribution channel.

2. By the number of intermediaries.

2.1. Intensive - a large number of wholesalers and various intermediaries.

Purpose: expansion of sales, bringing the product closer to the consumer.

2.2. Selective - limiting the number of intermediaries.

Goal: Achieve high sales volume while maintaining control over sales capital.

Manufacturer

Sales policy is associated with the implementation in practice of the third element of the marketing mix (sales). It provides for determining where, to whom, how, through whom and under what conditions to sell goods . In other words, marketing policy implies the development and implementation of measures aimed at organizing the competitive movement of goods in space and time along the way from producer to consumer.

At the same time, one should distinguish marketing activities in general and sales policy in marketing. Sales policy covers only those activities that are related to sales promotion. While marketing activities generally include technological features of storage, delivery and preparation of goods for sale. This is a sphere warehouse logistics, management and other disciplines, but not marketing.

Purchasing policy. In addition, we must not forget about the reverse side of the marketing policy - about purchasing policy . It provides for the solution of problems related to where, from whom, how, through whom and under what conditions to purchase goods . The same, but in reverse. Procurement policy implies the development and implementation of measures aimed at the selection of suppliers, optimal terms of supply and payment for goods.

The purchasing and marketing policy in marketing has a common feature - in their totality they reflect both the interests of the buyer and the interests of the seller in the distribution chain. In addition to common interests, there are natural contradictions between the participants in this chain. Everyone seeks to buy low and sell high, earning additional profit. This can be done only at the expense or with the help of your partner, another member of the distribution chain.

The task of marketing here is not only to realize their own interests, but also to take into account the interests of partners. The winner is the one who manages to build such relationships with partners, in which the realization of their interests will also imply the realization of their own interests.

For example, purchasing goods from one supplier can make the buyer dependent on him. This is a negative option, since the intermediary, realizing his interests, will be able to dictate the terms of supply and receive maximum profit. Alternatively, purchases are made from multiple suppliers, which reduces the risk of supply disruptions, forces suppliers to compete for orders received, and increases the profitability of transactions.

Or another example. The sale of goods by a supplier through one intermediary in the market (large wholesaler or retail chain) makes the supplier dependent on him. This is also a negative option, since the intermediary can also dictate the terms of supply and get the maximum profit. Another option: sales are carried out through several intermediaries and (or) different distribution channels, which allows the supplier to control the market, increase the profitability of sales and reduce dependence on partners.

Sales network. The sale of goods on the market implies the existence of distribution networks. These can be own, partner networks or networks jointly managed by several wholesalers. Generally sales network - this is trade infrastructure formed by its participants on the basis of mutual interest for the provision of goods and services to consumers or users of goods . Any sales network consists of distribution channels (distribution, distribution). Each of these channels has its own width, length and bandwidth.

1. Distribution channel width characterized by the number of independent participants in the distribution system at the next stages of distribution. How many intermediaries and methods of sale, such is the characteristic of the width of the distribution channel. For example, an enterprise sells goods through its distribution network, in bulk and delivers to independent distribution networks.

2. Sales channel length is determined by the number of intermediaries (levels of distribution channels) on the way of goods from the supplier to the consumer. At the same time, consumers in the distribution channel not included . For example:

Direct sales (single-level channel) operates without intermediaries, and the sale of goods is carried out directly to consumers at retail or through direct contacts with them. Direct marketing includes the sale of goods through its distribution network, direct contracts with buyers, as well as sales through advertisements.

Indirect sales (multi-level distribution channels) involves the organization of the sale of goods through independent intermediaries. If the seller combines the functions of several levels (for example, a manufacturer and a wholesaler), this does not affect the number of levels in the distribution channel. The level of the distribution channel is determined by the number of intermediaries on the way of goods from the supplier to the consumer. (See Attachment). So, a one-level distribution channel includes a supplier, a two-level one - a supplier and a retailer, a three-level one - a supplier, a wholesaler and a retailer, etc. In this case, the levels are considered towards the consumer. This means that a two-level distribution channel for a manufacturer can also be a one-level channel for a wholesaler.

3. Bandwidth distribution channels is determined by the volume of sales of goods through them per unit of time. Usually different distribution channels target different segments consumer market. For example, sales through small wholesale markets, retail chains and independent Retail Stores. Each of these segments has its own competitive environment, their customers and their methods of promotion. And each of them has its own capacity, effective demand and overall profitability.

The decision to choose a distribution network (product distribution channels) is made both on the basis of sales planning in the target market segment and on the basis of the target settings of the company's management. Turning to intermediaries means for the supplier a loss of control over the process of product distribution (information about sales, consumers, competitors, promotion, sales promotion, etc.). However, the refusal to use intermediaries has its drawbacks: the need to create its own marketing infrastructure, problems with the assortment, etc. The task of marketing is to choose the lesser evil.

Intermediaries and contractors. The functioning of distribution channels implies the distribution of marketing functions and product flows between their participants. The key issue in organizing a distribution network is which of the participants in the distribution channels and to what extent will carry them out.

Any partners in the distribution chain create a lot of additional problems. They dictate the terms of supply, refuse to provide information about the market and competitors, increase selling prices for consumers. This begs the question: are intermediaries needed at all?

In general, the need to involve intermediaries (counterparties) in the distribution network is due to the fact that the supplier is unable to independently perform all the functions of promoting and marketing products. Functions wholesale trade in the distribution channel are as follows:

1. Reducing the number of contacts . The marketing classic, F. Kotler, gives a very revealing diagram illustrating the advantages of trading through intermediaries (see Appendix). This diagram shows how the use of an intermediary allows three hypothetical suppliers to reduce the number of direct contacts with three consumers from nine (3x3) to six (3+3), and this is a significant savings in both money and time.

2. Economies of scale trading by grouping deliveries from many suppliers. So, for example, three out-of-town suppliers need three representative offices in the region and three wholesale warehouses. Whereas a local wholesaler can get by with one warehouse, receiving goods from all three suppliers at once, even if all three are competitors.

3. Reducing Functional Mismatch between orders and deliveries. The wholesaler purchases large consignments of goods, ensures their storage and breaks them into small consignments. Each manufacturer wants to ship goods in wagons and according to an agreed schedule, use production capacity efficiently and not bother with small orders. On the other hand, every retailer wants to receive goods as needed and in small quantities, so as not to divert funds from circulation. Only a wholesaler who buys large lots at a big discount and resells them in small lots at a smaller discount can resolve this contradiction.

4. Product Range Improvement . It is extremely rare that one manufacturer and even a supplier (when it comes to imports) can independently provide a full range of goods for retail. Whereas retail trade is interested not only in the minimum price, but also in getting the necessary assortment in one place, quickly and immediately. A wholesaler can take a bucket from one place, a mop from another, and a rag from a third and offer them together to the buyer.

5. Service improvement suppliers through better local knowledge and related services. A wholesaler on the periphery knows better than a supplier (manufacturer) in Moscow the financial condition of retailers, their throughput and the specifics of their activities. Only he knows which of the retailers can release goods on consignment, to whom - for sale with a deferred payment, and to whom - only for "live" money on prepayment. In addition, when purchasing goods from a supplier, he assumes all commercial risks (non-payments, falling demand, etc.).

Commercial distribution flows. The interaction between participants in the distribution channels forms commercial distribution flows as part of the overall distribution process. These streams are by no means synchronous and can even move in opposite directions. In general, five types of distribution flows can be distinguished in distribution channels:

1. Ownership flow implies the transfer of ownership of goods between participants in the distribution channel. Ownership is divided into three parts − possessions , orders and use property that can be transferred both together and separately. For example, the goods were paid for in advance, but not shipped (only the right of ownership was transferred to the buyer), which is extremely attractive for the supplier, but unattractive for intermediaries. Or, on the contrary, the goods came to the intermediary on a consignment basis (only the rights of use and disposal were transferred to him), which is extremely attractive for the intermediary, but unattractive for the supplier.

2. physical flow involves the physical movement of goods to the final consumer from the supplier through intermediaries. Here we can talk about the size of the lot (a lot and rarely or a little and often), shipping conditions (self-pickup, delivery by the seller’s transport to the buyer or to an intermediate warehouse), the choice of transport (aircraft, heavy vehicles, railway container or postal baggage car ). This is not about the technical issues of organizing supplies (this is not marketing), but about using the company's capabilities in organizing the physical flow of product distribution to gain a competitive advantage in the market.

3. order flow consists of orders received from buyers and intermediaries to the supplier. Marketing in this flow may be associated with the terms of delivery (a one-time batch or a long-term contract with a schedule of payments and shipment of goods), features of receiving and processing applications, and service support for sales. For example, firm "X", which sells office supplies, takes orders at branches, issues an invoice the next day, and releases the goods after payment. Her prices are lower than those of competitors, but the loss of time is at least 3 days. Another company "Y" combines an office and a warehouse, placing an order, accepting money and shipping the goods at the same time (for cash payment) or independently delivers the goods on the day the non-cash payment is received by its own transport. At the same time, its selling prices are higher. Question: who will the corporate client choose?

4. financial flow implies the full range of fees, bills and commissions that move from the end user to the intermediaries and the supplier. This may be due to the forms of payment (barter, cash or bank transfer), payment methods (bank transfer, bank card, promissory note, etc.), payment terms (postpaid, deferred payment, prepayment), intermediary incentive systems. This is not about finance as such (this is the area pricing policy), but about the principles of their distribution in the distribution channels to stimulate sales activities.

5. information flows move in opposite directions: information about consumers moves towards the supplier, and information about promoted goods from the supplier through intermediaries is sent to consumers. On the one hand, the supplier is interested in bringing information about the product and its benefits to consumers. On the other hand, he is also extremely interested in obtaining information about the market (conjuncture, consumers and competitors). He can realize this interest through intermediaries, who already have enough worries, and they have many suppliers. The task of the marketing policy is to organize information flows in conditions of weak interest of counterparties.

Thus, the involvement of independent intermediaries carries both minuses and pluses in the organization of the sale of goods. Basic rule: the transfer of sales functions to counterparties is justified to the extent that they are able, due to their specialization, to perform these functions more efficiently and at lower cost . When resorting to the services of intermediaries, it should be remembered that the fewer of them, the more opportunities for operational control over the situation and sales management. However, on the other hand, the greater the supplier's dependence on intermediaries, which can result in a serious loss of profit.

Sales strategies in the market. Sales strategies in the market have two main recipients - buyers and counterparties (intermediaries). Accordingly, marketing strategies define either “rules for partners” or “rules for others”.

1." Rules for partners» are called upon to determine the principles, conditions and mechanisms for market coverage. The need for such rules is due to the fact that the activity of counterparties inevitably manifests itself through an increase in the final price of goods for consumers (due to cheating) or a decrease in supplier profits (due to wholesale discounts).

To control profitability in relationships with counterparties, it is used sales quotas when a “sales plan” is sent to counterparties, the failure to comply with which entails the termination of the contract. The purpose of sales quotas is to prevent the excess of the costs of maintaining sales channels (including in the form of lost profits) over the income from their activities.

In general, based on the characteristics of the marketing policy, three main strategies for market coverage can be distinguished:

AND. Intensive marketing strategy means the use of the maximum number of resellers, regardless of the form of activity. An important advantage of the strategy is to maximize market coverage, and the disadvantage is that it makes it more difficult to control sales. The goods are encountered by the buyer at every step, but it is very difficult to control the turnover. For example, the implementation of chewing gum wherever possible.

B. Selective marketing strategy provides for an artificial limitation of the number of resellers, taking into account the type of consumers, the conditions for their service, and the organization of after-sales service for the goods sold. For example, a specialized trade in sophisticated equipment or the sale of branded clothing in elite boutiques. The advantage of the strategy lies in the total control of sales by the supplier, and the disadvantage is in the incomplete coverage of the market.

AT. Exclusive marketing strategy sold through exclusive distribution or franchise. In the first case, the market is assigned to an authorized dealer free of charge and a sales plan is sent to him. In the second case, the sales plan does not go down, and the dealer buys the right to exclusive trade in the market for a certain period. For example, McDonald's franchises.

1." Rules for yourself» are designed to determine the methods of interaction with intermediaries (counterparties) within the distribution channels. Such interaction involves the use of two main types communication marketing strategies :

AND. Push strategy is aimed at intermediaries to encourage them to include the supplier's products in their assortment and to make efforts to further their promotion to the market. Main methods: discounts, bonuses, commodity lending, joint events, etc. The more the supplier depends on the intermediary, the greater the share of the profit he will be forced to "pay" for his services.

B. Pull strategy is aimed at consumers in order to create such an attitude towards a product or brand that consumers will force the intermediary to include the product in the assortment on the terms of the supplier. Main methods: technical improvements, nationwide advertising campaigns, etc. This is not only a highly effective, but also a high-cost strategy that only very successful companies can afford.

It is also possible to do without intermediaries, but this means that the supplier must take on additional marketing functions (content sales staff, opening representative offices, local inventory management, etc.), which will inevitably lead to an unjustified increase in distribution costs. It is much more efficient to build such relationships with contractors when they are directly interested in cooperation. This can be done either at your own expense (additional discounts, benefits, etc.), or at the expense of the consumer (if there is a steady demand for the product on the market).

The effectiveness of the marketing activity of the enterprise largely depends on how the sales network corresponds to the structure of the market. Accordingly, the strategic winner is not so much the one whose sales policy is aimed at developing relations with partners within the sales network (this is also important), but the one whose sales policy better meets the expectations of consumers. The main problem here is that the market determines the structure of the distribution network, and not vice versa. Adapting to the market is always easier than managing it.

"The fire must be aimed, and the gun must match the type of target."
Napoleon Bonaparte

Distribution systems, or distribution channels, are the path that goods take from the manufacturer to the final consumer.

There are various distribution channels, and the manufacturer has the right to choose. He can sell goods directly to customers through traveling salesmen, as well as through direct delivery of goods by mail, by orders taken by phone or through the Internet store. Products can be supplied to retailers, who in turn sell them to end consumers, or to wholesalers, from whom the goods go to retailers and on to buyers.

The manufacturer needs to make a competent and rational choice of distribution channels, which depends on the various characteristics of the manufacturer, buyers, goods and is carried out between direct and indirect channels.

Direct marketing (zero level distribution channel) does not imply the presence of intermediaries, because the sale of goods is carried out directly to consumers on the basis of direct contacts with them. Direct marketing also includes the sale of products through its own distribution network, as well as sales through advertisements in the media. This option is most often used in the sale of goods for industrial purposes, less often - consumer goods.

Indirect sales (multi-level distribution channel) involves the sale of goods through intermediaries. Allocate one-, two- and three-level channels. A quantitative characteristic of the distribution channel, along with its length, is its width - the number of intermediaries (wholesale and retail) at any stage of the sale of the company's products (for example, the number of all wholesale firms that purchase goods from the manufacturer). For example, after restructuring, the largest manufacturer of Russian SUVs, Ulyanovsk Automobile Plant, has 96 dealers in the regions of the Russian Federation and 18 in the CIS and non-CIS countries, to which UAZ makes quite serious demands.

There is an opportunity not only to choose distribution channels, but also to combine them or create your own. It is known that some companies producing women's cosmetics do not use the existing distribution channels, but build their distribution networks on the principle of personal sales from hand to hand, the so-called Multi-Level Marketing (MLM), or network marketing.

When building its sales, the manufacturer must clearly understand the priority of certain channels, determine their optimal configuration in terms of width and depth.

The distribution channel should correspond to the type of product, its market positioning and have the maximum possible coverage of target consumer groups.

If several channels are used to sell products, then conflicts in their work must be avoided. Often there is a situation when the manufacturer independently conducts active trading operations in the region at very low prices, thereby demotivating intermediaries. He actually competes with them for access to the consumer and deprives intermediaries of the opportunity to promote the product with the trade margin that they expect.

The second important aspect of marketing policy is the choice of intermediaries. If the manufacturer prefers this distribution channel, he should define the relationship with intermediaries as exclusive, selective or intensive.

Exclusive a marketing policy means that only one dealer in a given geographic area is allowed to sell a given manufacturer's products. Often, car dealers enjoy the exclusive right to sell in their regions. Large holdings, such as OAO NTMK, supply products exclusively through a trading house. This enables the main producers of the holding to focus their efforts on production, and the trade operator - on the sale of products.

When selective marketing policy, the manufacturer chooses a limited number of intermediaries to promote their product in a given territory. Many sports goods and clothing are sold this way.

Cigarette manufacturer British American Tobacco (BAT) had five main distributors in 1997; in 2001 this list was reduced to three wholesalers, and in 2002 to two. Reducing the number of intermediaries allows BAT to manage the distribution channel and achieve high sales performance.

manufacturer choosing intensive marketing policy, trying to find as many intermediaries as possible to promote their product, as do, for example, milk companies.

The choice of specific intermediaries is an important point in building a marketing policy. Remember the story that was reported in the press in the early 90s. The largest domestic truck manufacturer KamAZ delivered a batch of its trucks to Poland. The Poles immediately resold them to South Korea at a price twice that requested by KamAZ. South Korea, after a small cosmetic refinement of the trucks, resold them to Latin America at a cost one and a half times higher than the Polish one. As a result, KamAZ, due to the wrong choice of an intermediary, missed at least 3/4 of its profit.

To increase sales efficiency, it is necessary to evaluate intermediaries. The assessment is carried out in several directions.

Image
Ask yourself the question: “Does the buyer have the same image ideas about the manufacturer and the intermediary?” It is inappropriate to try to promote an exclusive product aimed at high-income consumer groups through networks or intermediaries that are positioned as selling a cheap product aimed at low-income consumer groups, or vice versa. For example, the sale of expensive jewelry through a network of railway kiosks.

A sad example is the history of Herbalife. The unsuccessful entry into the nutritional supplement market through network marketing ended up discrediting not only the distribution channel itself, but also the entire products of the company, which was later forced to reposition its trademarks at great cost.

Opportunities
Namely: access to regional sales markets; coverage of target consumer groups; possible sales volume. A situation often arises when a manufacturer is unable to access a certain range of intermediaries due to their weakness: low sales volumes, lack of representation in certain regions (districts) and, most importantly, poor contact with target groups of buyers. The opposite situation is when the intermediary's capabilities are significant: the market coverage is too large and irrational, the manufacturer is not able to ship the required volumes, ensure product recognition (brand).

State of development
Solvency, the need for additional working capital, the volume of warehouse space, the number of vehicles, the number and qualifications of sales personnel, partners and counter-partners, technical equipment.

Requirements and conditions for the work of intermediary companies.
The typical conditions of the intermediary's activity, peculiarities of logistics, its requirements in terms of terms and volumes of deliveries should be taken into account. This analysis will make it possible to unify relations with intermediaries and develop the most attractive offer for them. In case of significant discrepancies between the positions of the intermediary and the manufacturer, having generalized information, it is easier to find a compromise. In some cases, it is necessary to give in to the demands of intermediaries, in others - to justify your tough position.
Sadly ended the promising cooperation of the European furniture company (EMK, Saratov region) with the giant IKEA. After the 1998 crisis, the Swedish corporation was the largest and practically the only sales channel for EMK, so the Saratov furniture makers agreed to all the conditions put forward by the partner (reduced prices). Orders from IKEA were received until 2001, but then the Swedes refused to renew the contract with the supplier. After some time, EMK went bankrupt and soon came under the control of Shatura, located near Moscow.

Competition between intermediaries
There are unique intermediaries that can demonstrate high efficiency and meet all the wishes of the manufacturer. Thus, food manufacturers seek to get into retail chains that provide good coverage of the target group of consumers, have high throughput and an appropriate image. But in this case, the retail chain puts forward a number of serious requirements for the supplier, offering, among other things, to pay for the placement of goods in the supermarket halls at rates that depend on the occupied rack space.

The manufacturer must “exploit” competition, if any, between intermediaries at the same level of distribution. Giving preference to some group of suppliers, the manufacturer is inevitably positioned as a network partner, dealer, etc. On the one hand, this makes it difficult to expand the number of intermediaries, on the other hand, it makes relations more durable and long-term. The element of competition between intermediaries for the right to sell the manufacturer's goods allows for a more stringent marketing policy.

The image, capabilities and state of development of the intermediary should correspond to the strategic objectives of the manufacturer and assume the maximum effect both in terms of reaching target groups of consumers and in terms of sales volumes.

The third most important aspect of the marketing policy is the rules of interaction with intermediaries. First of all, they must be formalized and unchanged for quite a long time. Frequent changes in the rules of interaction with intermediaries are a demotivating factor for them. Among other things, both parties incur additional costs due to the disorder of the relationship. We are talking about an increase in the time for negotiating, and about delays in shipment and payment, and about the inevitable switching between intermediaries. For the manufacturer, this means the loss of a customer and, as a result, the cost of finding a new one. According to a study published in the Harvard Business Review, a 5% increase in the number of repeat customers leads to a 15-30% increase in profits. Modern methods increasing customer loyalty and building long-term partnerships will help not only significantly increase current profits, but also make the business much more sustainable in the long term.

Terms and conditions of payment
The manufacturer determines the terms of payment according to the degree of rigidity: from 100% prepayment and shipment no later than, for example, 2 months to the most mild option: the transfer of products for sale and payment upon completion. As can be seen, the range of possible options is large and the decision on the feasibility of one or another option depends on a number of essential conditions and should be correlated with the strategic objectives of the manufacturing company. Full prepayment not only increases the requirements for the intermediary, implies the presence of significant working capital, reduces the volume of sales, does not allow effective use of some distribution channels, but in some cases is simply impossible. However, this method allows you to reduce receivables to a minimum. Barter relations, according to experts, are not optimal and do not contribute to increasing the efficiency of marketing policy. However, non-monetary forms of payment are used as a means of maintaining output in inefficient industries and as a way to divert enterprise income into the shadows. As a result, the company actually improves its real financial and economic situation, although not entirely by market or legal means. Non-monetary transactions are blamed on enterprises, since they are beneficial only to the producers themselves, but not to the state, shareholders and society as a whole. The real financial and economic situation of enterprises is positively affected only by effective demand for manufactured products. Neither barter, nor bills of exchange, nor offsets have ever helped companies improve their position. Moreover, they negatively affected their condition.

Conditions and order of deliveries (delivery logistics)
The range of options here is also large, ranging from “self-pickup from Nizhny Tagil” to well-organized deliveries using optimal transport schemes: choosing the cheapest delivery methods, minimizing empty trips, using appropriate transport containers, meeting delivery deadlines, which is especially important when organizing delivery small batches of perishable goods in large numbers outlets. Quite often, the delivery of goods is an accompanying service that increases the attractiveness of the supplier.

Maintenance, service and warranty requirements
Legal support of work with intermediaries. Some types of goods need additional services related to the specifics of the consumption of this product. First of all, we are talking about pre-sales preparation, service, warranty and post-warranty service. The manufacturer must ensure the formation of the infrastructure by entrusting the performance of such services to intermediaries, specialized service companies or creating their own service networks. Ancillary services include design, erection and dismantling services, as well as financial services such as sales on credit. To do this, it is not necessary to divert your own working capital, you can use the services of specialized companies, such as leasing, insurance, banks.

Changes in the sales policy of OAO UAZ in 2001 were aimed at forming a network of regional dealers. Certification of dealer sites began, which made it possible to consider the products of OAO UAZ not as a car, but as a product that is a "car + pre-sales service + warranty repair + post-warranty service and a certain level of service." Despite the decline in production in real terms, sales revenue increased by 8% compared to the level of 2000.

Relationship between sales and motivation of intermediaries
We are talking about the pricing and communication policies of the manufacturer. Often, pricing does not occur systematically, but almost randomly. In the worst case, the price is pegged to the industry average or calculated using a simple cost + profit formula. When calculating prices, it is necessary to take into account a number of conditions: the life cycle of the product, its uniqueness, value for the consumer, brand awareness, competitor prices, availability of additional supporting services. In addition to the basic cost of the product, it makes sense to talk about differentiated prices for groups of goods. Often the product range is expanded to offer the buyer a number of related products, i.e. assortment policy.

Price differentiation implies the ability to sell a particular product either at an average price, or at a lower price, or at a price higher than the average price. The manufacturer, by varying prices, can attract an additional number of buyers. In this regard, it is important to divide the product into the main and additional, the cost of which differs with a minus or plus from the average market. A good example is the sale of Gillette razors. The machine costs about $3-5 at retail, and the company may lose (including all the costs of production and promotion) on the sale of each of them. A pack of disposable blades for this machine costs $4-10. The average man uses 1 machine and several packs of blades per year. Losses from the sale of each machine are compensated tenfold by the profit from the sale of blades.

Typically, such schemes develop spontaneously in the markets, but often the manufacturer can dictate the conditions for creating such schemes and, depending on his strategy, decide which product group he intends to make big profits from and which to sacrifice to increase sales and turnover.

The second type of differentiation is discounts for volume, payment period, surcharges for urgency of delivery. The calculation of a rational price for a product requires taking into account many factors, and the cost must be differentiated.

The implementation of a communication policy requires financial and human resources. We are talking about creating intangible assets, and not about simply informing customers or information support for sales. A product that is recognizable in the market is more likely to reach the end consumer. If the manufacturer pays tribute to the communication policy, then the intermediary will spend less effort and money on promoting the product through the channel and, accordingly, receive more profit.

The manufacturing company must create a recognizable trademark(brand); form a positive image of the company in the eyes of partners, customers, various organizations (PR); carry out activities aimed at additionally attracting customers to your product (promotions, tastings, presentations, etc.). This is sales promotion.

In most cases, the production and consumption of products do not coincide either in time or space. Therefore, no matter how diverse the consumer properties of the finished product, the company can count on real commercial success only under the condition of rationally organized distribution and exchange of it (the product), i.e. sales .

The main elements of the marketing policy are the following:

- transportation of products - its physical movement from the producer to the consumer;
- finalization of products - selection, sorting, assembly of the finished product, etc., which increases the degree of availability and readiness of products for consumption;
- storage of products - the organization of the creation and maintenance of its necessary stocks;
- contacts with consumers - actions for the physical transfer of goods, placing orders, organizing payment and settlement transactions, legal registration of the transfer of ownership of the goods, informing the consumer about the product and the company, as well as collecting information about the market.

The positions occupied by firms in relation to sales have signs that allow classifying sales by type (table No. 1), .:

1. On the organization of the sales system:
1.1 Direct - the direct sale of the manufacturer's products to a specific consumer.
1.2 Indirect - use of independent resellers in the distribution channel.
2. By the number of intermediaries:
2.1 Intensive - a large number of wholesalers and various intermediaries.

Purpose: expansion of sales, bringing the product closer to the consumer

2.2. Exceptional - a small (or single) number of intermediaries.

Goal: Preservation of a prestigious image and control over the distribution channel.

Despite the fact that there are only two main classification features (the basis of the organization of the system and the number of intermediaries), relations between the manufacturer, resellers and end users can take on many types and forms. The most active role in these relations belongs to the manufacturer, which, when choosing a marketing system, first of all takes into account the risk factor of product distribution, and also evaluates the costs of sales and profit.

The direct marketing system provides for the direct sale of products to the final consumer. Accordingly, they are connected by a direct distribution channel. His distinctive feature is an opportunity for the manufacturer to control the way the product passes to the final consumer, as well as the conditions for its implementation. However, in this case, the company incurs significant non-manufacturing costs due to the need to create expensive inventory. It spends a large amount of resources to carry out the function of directly bringing (selling) the goods to the end consumer, while assuming all the commercial risks of product distribution. At the same time, from the position of the manufacturer, the advantage of this form of marketing is its right to the maximum amount of profit that can be earned from the sale of manufactured products (services). The commercial benefit of a direct distribution channel is enhanced by the possibility of directly studying the market of their products, maintaining close relationships with consumers, conducting research to improve the quality of goods, influencing the speed of implementation in order to reduce the additional need for working capital.

Direct sales are carried out using the following belonging to the manufacturer:

- regional sales branches with a staff of qualified specialists who know the local market, competitors, able to offer the conditions for the sale of goods and services that meet the needs of consumers;
- sales offices or services without creating inventories with the functions of concluding transactions "on order", studying the market, maintaining contacts with consumers;
- special agencies with or without the right to conclude transactions, functional responsibilities which, among others, includes the demonstration of goods to the client;
- retail network (kiosks, shops, salons, etc.).

It also provides for the use of the media and personal contacts of the owner of the manufacturer with the end user.

In the case when the system provides for the participation of resellers in the sale and the difference between the producer and the end user is mediated, such a relationship is called indirect. Such channels are built on the experience of intermediaries and various forms of cooperation with trading network. Here, the company shifts a significant part of the distribution costs and the corresponding share of the risk to formally independent counterparties, reducing control over the movement of goods, and, as a result, cedes part of the commercial benefit to them.

When organizing an indirect distribution channel, there is a need to determine its length and width:

- channel length is the number of channel levels, that is, single-functional intermediaries;
- channel width - the number of intermediaries, conditionally located at the same level (Figure 1).

By the number of intermediaries at each level of channels, marketing can be intensive, selective or exclusive.

Obviously, as the goods move through the distribution channels with the participation of intermediaries, its physical movement may be accompanied by the transfer of the owner's rights. In this case, the completeness of the rights to the goods transferred to the intermediary, the form of transfer, the degree of his responsibility and risk are different. Accordingly, intermediaries are typified, and channels with their participation acquire a complex structure.

Figure 1- Example of the length of distribution channels

The most common types of intermediaries are:

- dependent sales agents, representatives, brokers acting on behalf of and at the expense of the client, specialize in concluding transactions between producers and consumers, receive remuneration in the form of a percentage of sales or commission, bear minimal risk;
- distributors acting at their own expense, but on behalf of the manufacturer. They have the right to return the goods, receive compensation due to the difference in the prices of purchase and sale, bear the risk, of course, greater than dependent intermediaries, but less than dealers.
- dealers who become the owners of the goods, act at their own expense and on their own behalf, receive income from the difference in purchase and sale prices, bear the maximum risk.

Thus, the movement of goods (firms) of the manufacturer is an activity aimed at organizing the movement of the flow of goods to the final consumer, the purpose of which is to create conditions for the transformation of the needs of a potential buyer into a real demand for a specific product and to obtain the greatest profit of the enterprise from the sale of its products.

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What is the company's marketing policy? Sales policy. Retail in a market economy

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