What is a marketing activity ratio. Merchants or intermediaries

Being under the influence of changes in the macro- and microenvironment, domestic enterprises are forced to critically assess their capabilities and take into account constantly emerging threats and risks that hinder the implementation of plans and market transformations.

The role of marketing in this transitional period is unique and twofold: at the micro level - as a tool for embedding an enterprise in the emerging market environment and a means of attracting investments, at the macro level - as a tool of the market environment.

The degree of entry into this environment is determined by the level of business activity of the enterprise and the potential of the company's competitiveness.

Business activity is further understood as a set of actions that contribute to the economic growth of the production and marketing system on the basis of the coordinated development of its components in harmony with the external environment.

To determine the main trends in the development of the enterprise and the degree of compliance with market changes, this characteristic should be considered as a comparative one (for example, by time periods).

Quantitative assessment of the business activity of the enterprise when traditional approach is carried out in two directions: according to the degree of implementation of the plan (for example, according to the main indicators of the pace of times

development) and the level of resource use efficiency. However, these indicators mainly assess internal factors that affect the rate of economic development systems. At the same time, the qualitative components of business activity, such as the breadth of sales markets, the availability of products supplied for export, the reputation of the enterprise (including the popularity of customers using the services of the enterprise, etc.) remain out of consideration, as not amenable to formalization. Don't stop at famous economic indicators of the first type (quantitative), we will consider the features and possibilities of assessing the second type of components of business activity, which appear as a reflection of the impact external factors and are indicators of marketing activity.

It is possible to establish the existing level of business activity, explain the course of its change and predict the future state only when the conjuncture is considered as an oscillatory system with regular (seasonal, cyclical) and irregular fluctuations. Oscillatory processes, as a rule, are reversible. Along with them, in the dynamic process of the economic life of society, there are irreversible trends that can be introduced into the business activity management model only as random components.

To increase the positive components of the business activity of the enterprise, various mechanisms can be used, starting with individual effective techniques organization of work and technology and ending with significant functional and structural transformations. They may relate to certain functions (for example, when the structure of marketing work at the enterprise). More difficult option takes place when new organizational and economic forms of interaction between several enterprises are introduced, allowing them not only to survive in a competitive environment, but also to ensure the pace of economic development.

In the conditions of cyclic development, enterprises periodically face the problem of changing the strategy and tactics of behavior (with suppliers, partners in the production and marketing of products, promoting them to the consumer, etc.). At the same time, there is a need for transformations that allow the enterprise to adapt to changes in the external environment and smooth out internal negative reactions.

The imposition of the actions of factors of the internal and external environment and gives rise to the emergence risk situations, entailing neop

redundant losses. To reduce market risks, various tools can be used, including modern marketing technologies (behavior in competitive environment, formation of commodity-price policy, policy of distribution and promotion of goods). The degree and effectiveness of the use of these technologies is determined by the infrastructure and the set of internal characteristics enterprises, which is reflected in the level of marketing activity, aspects of which are presented in Fig. 5.1.

Marketing activity is further understood as a complex characteristic of an enterprise's behavior in a competitive environment, reflecting the level of flexibility and the degree of use of its potential.

It seems possible to evaluate this component of business activity using a number of indicators, including such as:

Growth rates of export deliveries;

The ratio of export and import transactions;

Number of segments and markets covered;

Growth rates of market shares and sales volume (in terms of the number of old and new orders);

The rate of change in stocks and unsold products;

The intensity of product renewal and diversification;

Distribution and trading network in relation to the volume of output and sales, etc.

To ensure and maintain the marketing activity of an enterprise at the proper level, it is necessary to have an organizational and economic mechanism that, based on the analysis of marketing indicators, will identify critical and close to critical areas (markets, goods, prices, etc.) and determine measures to improve the state of the enterprise and improve its competitiveness. As an integral part of such a mechanism, it is proposed to use the marketing audit system as a tool for identifying violations in the marketing system.

Marketing audit is one of the elements of a system audit along with financial audit, personnel audit, production, management, social, environmental and legal audit. Marketing audit is a comprehensive, systematic, independent and periodic audit of the external marketing environment, goals, strategies and certain types marketing activities of the company and its divisions in order to detect bottlenecks in the marketing system and form recommendations for management to improve the effectiveness of marketing activities.

One of the stages of a marketing audit is to determine the main points and methods of control and those indicators that allow us to draw a conclusion about the state of the enterprise. Such indicators can be indicators of marketing activity: advertising effectiveness; percentage of complaints in total finished products; percentage of spending on marketing research; turnover rate inventory; share of refunds and discounts in total sales; the number of orders; number of clients; the ratio of the total turnover of the company to the number of employees or salespeople; the percentage of new orders in the total volume; the percentage of goods in the stage of growth and maturity to the total range of goods; the share of finished products in the warehouse in the total turnover, etc.

The indicators of marketing activity are closely related to the marketing functions: analytical (P,), assortment (P2), marketing (P3), communication (P4), components marketing mix(Table 5.1).

As one of the approaches to determining the indicators of marketing activity, one can consider the use of indicators of the effectiveness of marketing activities (Table 5.2).

Table 5.1 Indicators of marketing activity by function Groups of indicators Examples Sources of information Indicators of market research activity Share of marketing research expenditures in total marketing expenditures Corresponding balance sheet and financial statement items

h Indicators of assortment policy activity Correlation of product assortment with elasticity of demand

The share of "growing" and "mature" goods in the total volume of goods

Riskiness of subject-target specialization Estimated indicator according to analytical accounting Estimated indicator (based on the BC-matrix)

Estimated indicator according to analytical accounting data "Private impressions" Indicators of activity of sales activity Efficiency of work of sales agents

Profitability of distribution channels Data on the number of visits to intermediaries and consumers; on the number of goods sold; sales volume per customer

The ratio of channel profitability to costs (analytical accounting) Indicators of activity of communication activities Share of product growth in advertising costs

Number of new consumers to the total number Growth of return on costs for product promotion Rating of the company's exhibition activity Special calculations (from analytical and current accounting data) le indicators Profitability indicators Profit quality indicators

Indicators of income stability

Profitability in the context of goods and markets Special calculations (from analytical and current accounting data) General indicators of strategy activity Increase in the share of sales in new markets to total sales Special calculations (from analytical and current accounting data), matrix analysis 101

Table 5.2

Influence of indicators of marketing activity on the overall business activity of the company No. Indicator Formula Trend of change leading to an increase in business activity 1 Percentage of new orders in the total turnover Cost of orders Turnover Growth 2 Part of the total turnover attributable to one order Turnover Number of orders Growth of the denominator formula 3 Share of turnover,

attributable

per employee Turnover Number of employees Growth 4 Average order value per customer Order value Number of customers Growth of the denominator of the formula 5 Volume of products in stock to turnover Volume of products in stock Turnover Decrease 6 Percentage of products,

located

in stock Turnover Reducing denominator

The volume of products in stock

7 Percentage of new orders in the total volume of existing New orders Existing orders Growth 8 Part of turnover attributable to one claim Turnover Number of claims Decrease in denominator 9 Losses from claims in total turnover Total claims Turnover Decrease 10 Share of turnover,

attributable

per seller Turnover Number of sellers Growth 11 Share of turnover attributable to one client Turnover Number of customers Growth of the denominator of the formula Regulation of marketing activity for each of the marketing functions (B, +? 4) involves the use of various techniques and methods.

As part of the function, in order to recognize an unstable market, employees of the marketing department need to analyze the ratio of profit from short-term projects to total and net profit from all activities (high values of these indicators reduce the quality of income).

To perform function?2, taking into account the risk of sales, it is necessary to analyze the assortment portfolio of the enterprise and identify groups of goods with relatively stable demand, which will allow the company to minimize the impact of economic cycles on its activities.

To stabilize income, the company needs to include in the product range products that are in demand in different phases of the cycle. When planning a product assortment, the following factors must be taken into account:

Purpose of products (more than high quality income is associated with the release of new products of the same type, which can be easily produced at the main production facilities or with new products, the launch of which is associated with the emergence of additional demand for it);

Changing the range of products involves a systematic analysis of the composition of sales, cost and their quantitative changes;

Diversification of the range of manufactured products (a firm that produces a single product is more sensitive to cyclical processes in the economy; when modeling the range, new developed products should have a negative correlation with each other);

Unusual demand for products (Marketers need to take into account that the reason for this increase may be an unusual situation in external environment, and it is unlikely to repeat);

Consumer tastes (systematic monitoring of their changes is required);

The development of new products that replace obsolete ones increases the stability of income;

Product output structure (in the assortment it is necessary to have goods that are at different stages of the life cycle, mainly those whose output is increasing, and the life cycle has not expired). Analyzing the degree of performance of the P3 function, it is necessary to evaluate

change in the actual sales volumes of different products in different sales markets, depending on the goals set in this area.

To assess the activity of the performance of the P4 function, it is required to identify the ratio between the costs of promotion and sales in value terms according to the following parameters: the costs of the functioning of sales agents to the volume of sales; the cost of advertising and PPh-shares in relation to the volume of sales; sales promotion costs to sales volume; administrative costs of sales services to sales volume, etc. Cost-to-sales ratios should be analyzed in terms of overall financial goals. This is necessary in order to determine where the organization has the most revenue.

The considered types of analysis are quantitative in nature. However, it is also necessary to carry out qualitative assessments, the results of which may signal possible changes in economic indicators, including sales volumes. For this, the entire arsenal of marketing research methods can be used, including the analysis of the opinions and attitudes of consumers, dealers and other market participants (analysis of oral and written complaints and consumer claims, the creation of special consumer panels, conducting one-time consumer surveys, etc.). ). Observing the changing attitudes towards the organization on the part of customers, dealers and other market participants allows the management of the organization to make early decisions necessary measures to reduce negative reactions.

Marketing auditing, when done properly, is a time-consuming and labor-intensive procedure. Therefore, many firms prefer to conduct less detailed analysis of marketing effectiveness more often.

A full qualitative marketing audit serves as the most objective basis for a SWOT analysis (see Section 4.2), which systematizes the audit data and presents them in the form of an assessment of the main strengths and weaknesses enterprises in comparison with competitors and a list of opportunities and threats arising from changes in the micro- and macroenvironment. Based on an assessment of the strengths and weaknesses of the company, key success factors (KSF) are formulated, i.e. factors critical to success in the market in question.

When conducting a marketing audit, in addition to qualitative expert assessments of the SWOT analysis, it is necessary to provide the possibility of conducting a quantitative segment analysis of profitability. Profit control is the assessment and implementation of corrective

actions to ensure the profitability of various products, territories, consumer groups, distribution channels, etc.

The main tool for segment analysis (see Sections 2.3, 2.4) is the calculation of a ratio that determines the profitability (productivity) of a particular segment:

Results in this segment /

Segment profitability i =

Costs for organizing activities in segment i

The resulting scores are given to the manager necessary information, to make decisions about which products to remove, which to support, which customers to focus on, etc.

Analyzing various indicators of marketing activity, the firm must develop a scheme of decisions that will help it maintain its already achieved high performance or improve current ones. Possible directions of marketing decisions are presented in fig. 5.2, where

Db - deviation of the actual volume of sales from the planned value, TC - total production costs,

D?>p - deviation of the real value of the market share from the planned one, Cm - marketing costs, TJ - gross revenue, / V - the number of new orders,

Mil - the number of existing orders, B, - total amount claims,

SU - income variation coefficient,

W - standard deviation in income,

/ - index of income instability, Dr - change in profitability, Pktd - profit of the distribution channel, ES1ST d - total costs for this channel of distribution, П^, ^ - profit from short-term projects,

GLTOi3 - proceeds from Maintenance and replacement of products, ^consumption ~ the number of consumers, N - the number of sellers,

sellers g 7

O - storage capacity.

All organizational and economic decisions (see Fig. 5.2) can be classified in the following areas:

I. Decisions to activate the assortment policy. 1.1. Range expansion.

Functions of the marketing system

DIRECTIONS OF MARKETING SOLUTIONS

DEPENDING ON THE RESULTS OF THE DIAGNOSIS OF MARKETING ACTIVITY

P1 - analytical

P2 - assortment

RZ - marketing

P4 - communication

Types of analysis

We analyze

indicators

marketing

unwanted

condition

indicator

Analysis of changes in market share and sales results

Analysis of profitability by products and markets

Analysis of promotion and sales activities

Diagnosis of MA

Organizational - "economic decisions

1.2. Revision of the assortment (change, diversification, analysis of the structure).

1.3. Improving product quality.

P. Decisions on the activation of pricing policy.

2.1. Cost reduction.

2.2. Activation of the pricing strategy.

2.3. Establishment of the rate of return depending on the risk at various stages of the life cycle.

III. Decisions in the field of activation of commodity circulation.

3.1. Development of an incentive system for sales agents.

3.2. Optimization of distribution channels.

3.3. Search for new suppliers.

IV. Solutions in the field of promoting promotion.

4.1. Organization of product distribution through more efficient channels.

4.2. Budget revision.

V. Decisions in the field of personnel issues.

5.1. Stimulation activation.

5.2. Reducing staff costs.

5.3. Activation of the motivation system.

VI. Strategic decisions.

6.1. Revision of the development strategy.

6.2. Development of a new marketing plan.

6.3. Activation of competition.

Let's consider the features of applying the analysis of marketing activity on the example of using one of the indicators of marketing activity in the field of communications (see Table 5.2) - the rating of the company's exhibition activity. The methodology for forming the index of exhibition activity includes the following steps:

1. Formation of the matrix M|T, E] of participation of B firms in E exhibitions (based on official catalogs exhibitions), the elements of which are 1 (the company participated in the exhibition) and 0 (the company did not participate in this exhibition).

2. Determination of the number of exposures of the manufacturer for the year:

where ]1 is a column of E units.

3. Construction of a correlation matrix (CTM), which is a correlation matrix between exhibitions for firms participating in both exhibition e. and exhibition e., where M1 is a transposed matrix of size [ED7].

5. Calculation of the index of exhibition activity of firms:

M-((MT -M)-TA).

6. Determination of the total exhibition activity of all firms for the period under review:

J- -(M-((MT -M)-11)),

where.G* is a string of F units.

Based on the above methodology, a company can evaluate the rating of existing exhibitions for the period under review, evaluate its own exhibition activity in dynamics, compare it with the activity of its main competitors, trace the correlation between exhibition activity and an increase in the number of new orders received after these promotions.

A necessary condition for the implementation of the considered work is the availability of an appropriate information base and information technology (IT) in the company. The role of IT in the activities of any enterprise is twofold. On the one hand, they directly affect the marketing activity of an enterprise (as a consumer of an information product), providing it with the opportunity to increase the validity of its adoption. management decisions, performance efficiency and overall competitiveness. On the other hand, the development of IT, the allocation information business into a separate, infrastructurally formed industry allows us to talk about the need to ensure the sustainability and marketing activity of enterprises producing an information product.

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Remember John Wanamaker's famous line: “Half the money I spend on advertising is not doing any good. The problem is, I don't know which half?

No matter how funny, but this statement is the motto of many domestic representatives of small and medium-sized businesses, who still perceive marketing as a kind of ephemeral science.

Not knowing and not understanding what marketing indicators really need to be measured when conducting marketing activities, companies are really throwing money away.

But the most important indicators not so much! Yes, and it is absolutely not difficult to analyze them, the main thing is to do it regularly.

Therefore, I decided to highlight the most important marketing indicators for small and medium businesses and show how to calculate them.

The most important marketing metrics

#1 - Allocation of Marketing Investments

The distribution of marketing investments is the basis of the fundamentals of marketing planning. You can act like Wanamaker (however, many entrepreneurs do this) and say that I will allocate $ 500 per month for marketing, but I don’t know how they are used. But then you should not be surprised that some of them go to the wind.

Your marketing budget should be fully mapped out on a marketing calendar, indicating what % of the budget is used in each marketing channel, as well as what goals you expect from each campaign.

In this way, you will be able to identify more effective acquisition channels and invest in them.

Let's look at a small example.

Budget, $	500

Channel	Placement period	Investments, $	Investments,%	Response Goal	Result	Goal for customers	Result
Facebook Ads	1.06-30.06	200	40%	200	350	5	7
Banner on blog X	1.06-30.06	50	10%	100	50	2	1
contextual advertising	1.06-30.06	150	30%	500	450	10	18
Paid announcement in the VK group	1.06-30.06	100	20%	300	150	9	4

Get a marketing budget allocation template by reposting an article.

The cost of attracting 1 client is one of the most important indicators.

The cost of attracting a client is calculated quite simply. Need to share the cost marketing campaign(the amount of marketing investments in a certain channel for attracting customers) by the number of attracted customers.

In our case, the cost of attraction for each channel is:

Now, having calculated the cost of attracting a client, we see that despite the fact that we received almost 2 times more clients from Facebook than from VK, the latter cost us less. And, therefore, investments in the VK channel will pay off faster.

#3 - Payback Period

To understand how quickly the investment in attracting a new client will pay off (and whether it will pay off at all), it is important for us to know a few additional indicators.

Average sales amount

This indicator can be found quite simply by taking sales statistics for the same period last year, or for the previous month. The average sale amount is calculated by dividing the amount of sales by the number of customers who made a purchase.

% markup
Number of purchases per year

Now let's return to our example and calculate how quickly the investment pays off for each attracted client.

Marketing budget, $	500

Channel	Placement period	Investments, $	Investments,%	Response Goal	Result	Goal for customers	Result	Cost of 1 client, $	Payback period, months
Facebook Ads	1.06-30.06	200	40%	200	350	5	7	29	2,08
Banner on blog X	1.06-30.06	50	10%	100	50	2	1	50	3,64
contextual advertising	1.06-30.06	150	30%	500	450	10	18	8	0,61
Paid announcement in the VK group	1.06-30.06	100	20%	300	150	9	4	25	1,82


Period, months	12
Average bill, $	30
Number of purchases per year	11
Number of purchases per month	0,92
% markup	50%
markup, $	15

From our example, it becomes clear that attracting customers through VK pays off a little faster than advertising on Facebook. And our initial conclusion that the budget for paid announcements in VK should be cut is premature.

Everyone is well aware that in today's super-competitive environment, only the strongest survive. In order for your company to be able to effectively fight the competition, you need to cultivate a business culture based on real data, systematically sharing information and clear indicators with your team to understand the current situation in the business.

Key Performance Indicators (KPIs) there is a tool for measuring the achievement of goals for the company as a whole and departments in particular. They clearly demonstrate how effectively the business implements its strategic and tactical plans.

Key indicators are a set of quantifiable efforts and actions by people in an organization. They allow you to evaluate the change in a company's performance over time. With their help, progress is recorded and compared with the performance of competitors in the industry. Key indicators differ between companies and industries depending on the respective priorities or performance criteria.

Interest in KPIs

The most common business KPIs revolve around revenue and earnings. The most basic indicators are based on gross and net profit. But not all KPIs are directly related to cash flow enterprises.

Companies use KPIs at multiple levels production process. High-level KPIs can focus on the overall performance of an enterprise, while low-level KPIs provide monitoring in departments such as sales, marketing, finance, or help desk.

Depending on the type of industry and the specific division of the company, there is a different interest in measuring success. Indeed, each department will want to evaluate its work against the tasks assigned to them.

Marketers

The marketing department needs to understand and demonstrate the effectiveness of advertising campaigns. This applies to both, and efficiency in each of the channels of communication with the consumer.

Marketing departments work on different projects. From social media and platforms contextual advertising before mailings postal items. The goal is to attract potential buyers. The wide range of channels used by marketers requires active performance analysis marketing plan. Company executives want to see a visual overview of the department as a whole, while marketers will be interested in poring over current results for a deeper understanding of day-to-day performance.

Marketers

In order to achieve high results, it is necessary to systematically control the amount of revenue, the percentage of closed deals, the regularity of sales and the frequency of repeated purchases by a loyal audience. It is important to be able to assess market conditions and the efficiency of sales costs, sales growth by segments, potential income in the sales funnel, the effectiveness of the sales themselves and the profitability of sales. The list of key indicators is long and multifaceted. It is important for the manager to keep abreast and have confidence in the potential for business growth. Sales managers need to execute a plan, and a potential client cannot be missed.

financiers

The success of a business depends on the company's income and the ability to manage its finances. Shareholders and company executives, as well as potential investors and lenders, will use financial data to evaluate the effectiveness and viability of the business model. The use of such financial KPIs, as current ratio, return Money on the equity, receivables and payables, profit and loss statements, prove the attractiveness and financial health of the business.

What makes KPIs effective

KPIs are valuable primarily because of understanding how a business is progressing. If they show growth, they inspire!

However, all too often organizations blindly accept industry KPIs and then wonder why those indicators don't reflect their success. own business and do not produce any positive changes. One of the most important but often overlooked aspects of KPIs is that they serve as a form of communication within a company. Thus, they follow the same rules as any other form of communication. Key indicators are concise, clear and relevant information that is likely to be perceived by responsible employees and become a guide to action.

This form of communication at the level of department heads, managers and analysts should become systemic and continuous, like any iterative process. As the system of success indicators develops, there is an optimization of methods for obtaining initial parameters and it becomes possible to predict the return on the efforts made.

Which KPIs are right for your organization

Definition of key performance indicators for specific company ultimately boils down to a two-step process:

We set the most important goals on which the business depends
We reveal the correlation of indicators and initial data (metrics) and try to predict

At the first stage, we choose the most common KPIs that can be easily interpreted and accepted by your team. The indicators should be consistent with the strategic goals and objectives set for the company. They should be clearly understood by all departments and capture the actual changes in the performance of all business processes. The reliability of business development forecasting depends on their accuracy.

It makes no sense to choose KPIs to measure success if the data behind the calculation of the indicators cannot be easily obtained by stakeholders, or if it would be too expensive.

At the second stage, you must confirm in practice the dependence of the efforts made by departments on the final result. This means that the result at one point in time can be reliably compared with the result at another time. Such a comparison will allow you to create a forecast of the reaction of the sales market to the actions of the company's employees.

The most important KPIs that are suitable for every organization

The most important thing to remember when choosing key performance indicators is not just what is convenient and beneficial for an individual employee, but what will become fundamental for the company as a whole. Yes, there are indicators specific to , but the manager will need to build on high-level indicators.

Sales growth

KPI Sales Growth measures the rate of increase or decrease in the company's revenue from the sale of its services. it key indicator for any organization. Regular monitoring becomes an important part of revenue forecasting and plays an important role in making strategic decisions.

Sales funnel

KPI Purchase Funnel analyzes the process of attracting customers. The indicator helps you understand how potential buyers find your product or brand and, more importantly, how they end up becoming loyal customers. In terms of measurement, this indicator can be measured at various stages of the funnel: awareness, interest, attention, preference, and purchase. The strength of an indicator is the ability to enhance the strengths of the business and nullify the weaknesses. The sales funnel allows you to see the entire cycle and influence the process based on objective information.

The ability of a service to meet consumer needs

KPI product performance allows you to evaluate the effectiveness of sales, taking into account the analysis of the profitability of the range of services. The goal is to inform about which services are in high demand. When monitoring this indicator, it is important to compare sales and ongoing marketing programs aimed at promoting specific services. For example, did sales revenue increase due to contextual advertising or not? Could the decline in sales be due to your competitor offering a similar product at a lower price?

Sales program

KPI Sales Targets Measures current sales and compares them to planned figures or to values for the same period in the past. The purpose of the plan-factual analysis is to determine the reasons for the deviation from the plan or forecast.

Return on investment in marketing

KPI Marketing ROI — financial indicator, which evaluates the ability of a marketing campaign to generate revenue for a company. Effective marketers are forced to tie their time, energy, and advertising to results that drive company growth. This KPI answers the question: “Are we recovering the costs we spent on developing and running marketing campaigns?”

Percentage of Marketing Goals Achieved

KPI Goal Completion Rate measures the number of people who perform a certain action, such as following email newsletter or become participants in ongoing discount promotions. This indicator shows the number of hits (leads) generated by your marketing efforts.

Summarize

So what makes business performance indicators “key”? There are six factors that separate useful KPIs from bad ones:

KPIs should be in line with the strategic goals and objectives of your organization.
The KPIs chosen for measurement should be based on baseline data that can be easily obtained.
KPIs need to be aligned in every department with top-level indicators so that every employee is moving in the same direction as the company.
KPIs should be calculated based on reliable and accurate inputs.
KPIs should give you an idea about the business, about what actions need to be taken to achieve the intended goals.
KPIs must be live. Your business is constantly growing and changing. Your indicators should also evolve and follow the mission of the business.

Any work can be appreciated. Even the work of a shaman, although the assessment will be simple - has it come true or not.

And if we are talking about the evaluation of marketing activities, then there is complete expanse for measuring results. Marketing Metrics efficiency can be sorted out for hours, it is easy to get confused in them.

But still, we, marketers, and you, managers, need to understand what to focus on when generating a report on attracting, retaining and monetizing customers.

INFINITE INFINITY

And for this you definitely need to be able to. In short, you see how much you spent on each advertising channel and how many people came through this channel who bought something.

The result may shock you, as you will see that some channels are simply not profitable.

4. Market share

You have competitors - that's a fact. You are fighting with them for the same clients - this is also a fact. So the “pie” is divided into several parts and you need to know what share is yours.

This is not to tickle your ego. This determines your strategy for several years and shows the effectiveness of the actions taken now.

I have an illustrative case that proves the usefulness of this measurement. We were very surprised with my client (special construction equipment) when we learned that his market share in the sales area is 60%, and this is with 6 competitors in the entire sales area.

As you understand, the right decision in this case was no longer to win back a larger piece of the pie, but to expand into other sales territories.

5. Leads

“Maybe they will buy it, or maybe not. I don’t know it yet,” this phrase describes the concept of “lead”. You can also describe it like this - “a person interested in your product”.

Most often this is expressed in the form of a call to the company or an application for. And it is the marketer who generates these leads through.

Since attracting leads is not difficult, you just need to make it as free as possible. It is much more difficult to make really high-quality applications that do not waste the time of your employees and buy for big checks.

6. Conversion

At the marketing level, one conclusion can be drawn - the higher the conversion, the more high-quality traffic came to your business.

At the sales level, this indicator shows the quality of processing of these requests. With this indicator, you can understand whether your marketing is bad or your salespeople are bad.

For those who like to look at everything under a microscope, you need to break down the entire customer journey from the first contact to the purchase, and count the conversion at each stage.

For those who do not like to worry, it is enough to calculate the conversion from a lead to a deal. Of course, this is rude, but still it is also an indicator and speaks about the efficiency of the business.

If you want my opinion, then I think conversion is a very controversial metric (watch the video below).

7.LTV

I decided to dilute the Russian language with a fashionable English word “ ” so that you do not fall asleep.

In simple terms, it stands for the total amount of money that the client gives you during the time while interacting with you.

Example: the average duration of a typical person in the gym is 6 months. With a subscription price of 5,000 rubles. For his LTV, the client will bring you 30,000 rubles (6 months * 5,000 rubles).

Wow...

Marketing affects customer retention and return. You need to remember that the longer the client is with you, the more often he comes to you, the more you earn.

This is related to the idea “How to earn more without additional investments”. Moreover, if you do not know LTV, then you do not know the real value of the client (indicator No. 3).

But after you find out that for the whole period of his life he will actually bring you more than he does in the first purchase, then the attitude towards him changes, and the cost that you are willing to pay for a client grows by leaps and bounds.

8. Lost customers

Customers not only come, but also leave. This is a sad fact that will not change, no matter how much you want to be with a client until death do you part. In addition, competitors are not asleep and always add fuel to the fire.

WE ARE ALREADY MORE THAN 29,000 people.
TURN ON

9. CTR

This coefficient will show how interesting and relevant your advertising is for potential customers.

But you need to have a clear eye, because too much value is not always good either. It's the same with conversion. There can be many clicks, but few requests.

You need to keep this indicator at a level so that the maximum number of clicks goes into the “Lead” status.

10. Cost per click

Clack-clack, click-click. Do you think that's what a mouse click sounds like? Not! This sounds like a waste of your money when a client goes to your site through advertising.

You also need to know this value in order to understand how profitable the lead is, and even better - the client.

Again! I draw your attention to the fact that you need to separate new and old customers. You need to work on both flanks, and most often you think about stimulating repeat sales at the last moment, the whole emphasis is only on new ones. But in vain!

An old client is always cheaper and brings a lot more money, because he already trusts you.

12. Average bill

When you have a small, then determine average check is not difficult. And when you have a lot of products and customers are all different in status, you start to “swim”. Both in the first and in the second case, the average check can and should be calculated.

Since it shows how good your customers are and how much you motivate them to buy for a larger amount,

For many, increasing the average check is the task of sales managers, but I will tell you a secret, marketing also affects it.

To increase this figure, you can run , bundle (kit), or just . There are a lot of options and, most interestingly, almost all of them do not require additional investments.

Yasheva Galina Artemovna k. e. n., Associate Professor of the Department " commercial activity» Vitebsk State Technological University, doctoral student of the Belarusian State Economic University.
Email: [email protected]

In order to improve marketing activities and increase competitiveness, enterprises need to regularly evaluate the effectiveness of marketing.

As the analysis showed, marketers do not have unity on this issue. So, a number of scientists - V.V. Zhivetin, V.L. Samokhvalov, N.P. Chernov, I.A. Feraponova - believe that the effectiveness of marketing policy in relation to a particular enterprise (industry, group of industries) consists of the results of improving production and marketing activities in the following main areas: optimal use of the market potential, including for a new product; increasing the reliability of predictive estimates; finding a market segment this product; improving the accuracy of market balance analysis, etc. . It seems to us that it is difficult to give a comprehensive quantitative assessment in these areas.

M. Tugan-Baranovsky, L.V. Balabanov suggest evaluating the effectiveness of marketing in the following areas: buyers, marketing integrations, adequacy of information, strategic orientation, operational efficiency. At the same time, they do not define a system of indicators for evaluating these areas and an algorithm for calculating efficiency.

N.K. Moiseeva, M.V. Konysheva provide indicators of marketing activity by function (market research, assortment policy, sales activities, communication activities) and general indicators (profitability, strategy activity) . These scientists are closer to the development of an algorithm for calculating the estimated marketing effectiveness, however, they did not bring it to practical application(the scales for the qualitative assessment of marketing and the model for calculating the summary performance indicator have not been developed).

Most practitioners, as shown by a survey of American firms, argue that the effect of marketing activities is to increase sales and profits. In our opinion, in addition to marketing, other components of the enterprise's potential affect the final results - management, personnel, production capabilities (equipment, technology), finance, so this assessment is too simplified.

G. Assel proposes to evaluate the effectiveness of marketing activities as the effectiveness of marketing costs. At the same time, with the help of economic and statistical methods, the relationship between marketing costs and the result - sales volume or profit is investigated. It seems to us that such an assessment method is an assessment of the effectiveness of costs, and not the marketing activity itself.

M. McDonald argues that an empirical approach is preferable to a quantitative one based on statistical testing of narrow deductive hypotheses. He cites the results of a study in the early 90s, conducted in England, some European countries and the United States. The analysis of marketing effectiveness was carried out in the following areas: the internal attitude of company management to marketing (its definition, role and functions); organization of this activity (involvement in the strategic planning process, the level of coordination and information exchange between marketing functions); practical performance of marketing functions (use of marketing research, planning, participation in the development of new products, etc.). McDonald in the study mentioned above notes that in order to achieve flawless marketing in the UK, only three things are required: an improvement in the information system; measuring and monitoring the effectiveness of marketing activities; investments in personnel training and development .

Many foreign researchers showed interest in and in relation to marketing changes (Doyle, 1992; Liu et al, 1990; Shaw & Doyl, 1991; Wong et al, 1989; Avlonitis et al, 1992; Jaworski & Kohli, 1993; Mueller -Heumann, 1993; Narver & Slater, 1990; Wink, 1992). However, for interested parties (top management of companies) and the general public, only the results of the research were communicated, and not the methodology for conducting them (since it is a trade secret).

An independent examination of the quality of marketing is carried out by international organization Marketing Quality Assurance Ltd (MQA), which was founded in 1990. Its activities and structure are maintained in accordance with the European Standard EN 45012. MQA provides services for the certification of marketing companies for compliance with systems international standards ISO 9000 series. The approaches implemented in the BS 5750, ISO 9000, ES 29000 standards have been criticized for the fact that despite their positive impact on the quality of goods, they achieved little in relation to the consumer. For example, McDonald argues that none of the existing standards affect the needs of the consumer.

MQA marketing quality assessment is carried out according to 35 standards, which are divided into three areas: consumer orientation; business, marketing and sales plans; management responsibility. It seems that the system for evaluating the effectiveness of marketing, enshrined in these standards, of course, allows you to give an accurate, objective, versatile assessment of the marketing of enterprises, but this methodology is also not disclosed due to trade secret, since such a certification service is paid. In addition, it is very time-consuming and cannot be used in the practice of domestic enterprises independently.

Thus, the study showed that science has not developed methodological foundations a comprehensive assessment of marketing effectiveness, available for practical use in analytical work enterprises and consulting services. At the core methodological approach To evaluate the effectiveness of marketing, in our opinion, there should be an answer to 3 questions: for what purposes the methodology is being developed, how the results can be used and for whom it is necessary. The assessment methodology proposed in this article meets the following conditions:

Purpose of the assessment- for the operational audit of marketing, monitoring the effectiveness of marketing, comparative analysis of marketing by enterprises, as well as for assessing the competitiveness of enterprises (a comprehensive assessment of marketing as a factor of competitive advantages).
Purpose of results. The results of the assessment can be used by employees of enterprises for planning marketing and competitiveness, improving the organization of marketing at the enterprise, making decisions to improve the skills of marketing service specialists.
For whom is it intended. This technique is intended for independent experts - specialists of consulting services, marketing centers, researchers in the field of marketing and competitiveness.

The author's logic on the issue of evaluating the effectiveness of marketing is as follows. Marketing activities are implemented in practice by performing marketing functions - market research, market segmentation and selection of target market segments, product positioning, development of an effective product range, introduction of new products to the market, implementation of a flexible pricing policy, selection of effective distribution channels and organization of marketing activities, implementation effective communication activities. The main functions of management are planning and organization, therefore, on how high-quality and objective marketing plans will be and on effective building marketing service depends on the success of all marketing activities.

To assess the performance of these marketing functions and marketing management functions can, in our opinion, only with the help of peer review. The experts of the marketing service of the enterprise should act as experts.

In order to assess the effectiveness of marketing management, a questionnaire has been developed (Appendix 1) containing 15 questions that evaluate the performance of marketing functions in the following areas: marketing research, market segmentation and product positioning, analysis of marketing organization, marketing planning, development of a marketing mix. Each question has 3 possible answers, which are scored from 0 to 2. The maximum number of points for each question is 2. The number of points for each question of the questionnaire is determined according to the following table (Table 1).

Table 1
Marketing effectiveness evaluation system

The maximum score for marketing effectiveness is 30 points. To assess the level of efficiency, an assessment scale was developed based on the principle of a progressive step (Table 2). The step value is 4 points, and for the values "very good" and "effective" - 5 points (because the highest marks are more difficult to achieve).

table 2
Marketing Effectiveness Scale

The developed approach was used to analyze the effectiveness of marketing in enterprises light industry The Republic of Belarus. The enterprises associated with the concern "Bellegprom" were subjected to the survey. The group includes 94 manufacturing enterprises. The selection of enterprises for the study was carried out on the basis of the reference book of the Bellegprom concern. Questionnaires (Appendix 1) were sent to 65 enterprises. 48 replies received.

The experts were employees of marketing services, sales departments, commercial departments performing marketing functions, with whom an agreement was previously obtained to conduct an expert study. The results of evaluating the effectiveness of marketing activities are presented in Table 3.

Table 3
Evaluation of the effectiveness of marketing activities of light industry enterprises of the Republic of Belarus

As can be seen from the table, almost 80% of the studied enterprises do not carry out marketing effectively or satisfactorily. Not a single enterprise received the maximum efficiency rating. The highest rating was "very good". It was received by 3 enterprises that are also known to consumers of light industry goods in Russia. it sewing enterprises- JV CJSC "Milavitsa", OJSC "Elema", footwear company LLC "Marko".

The weakest directions are “Market segmentation”, “Marketing planning”. So, none of the analyzed enterprises develops a marketing plan, does not determine the overall strategy of the enterprise and marketing strategy. As a result, the marketing mix is not perfect, marketing functions are not carried out in full. Most enterprises do not segment the market and do not develop products for target segments. They sell their products to anyone who buys, that is, they use an undifferentiated marketing strategy, which is extremely dangerous in a highly competitive environment. The consequence of this is that manufacturers do not position their product on the market. Of the 30 specialists of the marketing and sales services of these enterprises surveyed, 15 specialists could not determine the essence of the concepts of "market segmentation", "product positioning". Due to the low level vocational training personnel is conducted inefficiently marketing policy. Marketing employees do not understand the benefits of choosing promising market segments and positioning the product correctly, while this allows the company to find market "niches" and successfully promote its products on the market.

Other marketing functions in the analyzed enterprises are also not effective. Pricing Strategies are not determined, the main pricing method is costly, most enterprises do not use a flexible system of discounts. The advertising campaign is carried out irregularly, the schedule is not developed, the effectiveness is not evaluated advertising campaign. Sales promotion measures are not widely used in Belarusian enterprises for the production of clothing and footwear, although, as the study showed, the demand for many types of goods (for example, shoes, hosiery) is elastic, and the use of incentive measures such as coupons, gifts , cumulative bonuses, holiday discounts, discount cards would significantly increase sales.

Commodity policy does not correspond to the principle of marketing: "to produce what can be sold, and not to sell what can be produced." Many enterprises plan their production program based on available production capacity and purchased raw materials. The needs of buyers are studied superficially, irregularly. The human resources of marketing services do not allow conducting regular sociological research, and it is expensive for enterprises to order such research from third-party organizations, since they are expensive, and the costs included in the cost price are limited to 1.5% of the sales volume, including VAT. As a result, products are produced that do not quite satisfy the needs of customers, which are difficult to sell.

As the analysis showed, the possibilities of the Internet are not used to promote goods on the markets (market research, advertising, selling on the Internet). Only 25% of the enterprises of the Bellegprom concern have their own websites, which are regularly updated.

To test the fairness of the assessment of marketing effectiveness, the results obtained by enterprises (assessment in points) were compared with the “stock of finished products in stock” indicator. It turned out that enterprises with a low assessment of marketing effectiveness, stocks of finished products in the warehouse exceeded the standards by 1.5-2 times.

General conclusions from the analysis of the effectiveness of marketing enterprises can be formulated as follows.

Low professional level of managers and marketers.
Absence or weak consideration of the interests of consumers.
Low marketing costs.
Lack of a motivation system for marketing personnel.
Inefficient Information system.
Lack of marketing planning and control.

Thus, the marketing activity of light industry enterprises of the Republic of Belarus can be characterized as inefficient. It seems that such an assessment of the effectiveness of marketing should be carried out at enterprises annually in order to improve the marketing activities of enterprises, as well as to certify specialists in the marketing service and, accordingly, to make decisions on improving their qualifications.

ATTACHMENT 1

QUESTIONNAIRE
"THE EFFICIENCY OF YOUR MARKETING"

The Your Marketing Effectiveness Questionnaire is designed to help you assess how customer-focused your business is. It will tell you what you need to do to improve your marketing and increase the efficiency of your business.

Base your answers on own assessment the effectiveness of your marketing, not the rating you hope your customer would give. Please tick the answer that best fits your business.

MARKETING RESEARCH

Question 1. When was the last time you conducted market research, customers, their purchasing activity, your competitors?

Question 2. How well do you know the sales and profit potential of various market segments, customers, distribution channels, products, etc.?

Question 3: How effective is your marketing information system in providing high quality data to help you make quick marketing decisions?

MARKET SEGMENTATION AND PRODUCT POSITIONING

Question 4. Do you develop different products and marketing plans for different market segments?

Question 5. Do you define a strategy for positioning your products on the market?

personal selling

ORGANIZATION OF MARKETING

Question 6. How effective is your marketing compared to your competitors' marketing?

marketing activities

Question 7. How is marketing activity organized at your enterprise?

structural units

Question 8. To what extent is Internet marketing used in your company?

MARKETING PLANNING

Question 9. How widely is strategic planning used in your enterprise?

Question 10. What is the quality of your marketing strategy?

Question 11. What are the main goals of marketing?

COMPLEX MARKETING

Question 12. What is your price policy and how effective is it?

Question 14. How experienced and efficient are your salespeople?

Question 15. What is your product policy and how effective is it?

product range

THANKS FOR PARTICIPATION!

Source. Own development.

Literature

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McDonald M. Strategic planning marketing - St. Petersburg: Peter, 2000. - 320 p.
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Markushina E. Marketing for teapots with a whistle / http://www. management.com.ua/marketing/mark037.html.
Moiseeva N.K., Konysheva M.V. Marketing management: theory, practice, Information Technology: Proc. allowance / Ed. N.K. Moiseeva. - M.: Finance and statistics, 2002. - 304 p.
General issues of light industry / Survey information. Issue. 12. - Experience in the use of textile and light industry in the new economic conditions. M.: Ministry of light industry of the USSR, TsNIIiTEIlegprom, 1989. - 38 p.
Decree of the Council of Ministers of the Republic of Belarus No. 831 dated June 1, 2001 “On making additions and changes to the Decree of the Council of Ministers of the Republic of Belarus dated June 10, 1994 No. 429 // Regulations finance and accounting. - 2001.- No. 25, S. 75-77.
Randall Richard C. The Quality Yearbook. Published by McGraw-Hill, Inc.