Organizational structure of the commercial department of a trade organization. Organizational structures for managing the commercial activities of trade enterprises

Any entrepreneur is obliged to create his own organizational structure and be able to professionally manage it. His focus will be on building an organizational structure. In the process of creating management of the organizational structure of an entrepreneurial organization, the entrepreneur personally manages the entire process. Although he can delegate management authority to a manager to some extent. In the future, in connection with the change in the goals and objectives that arise before the entrepreneur, the organizational structure of the entrepreneurial organization will also change.

It seems rational to consider the organizational structure at three levels of interaction (Table 3.4): 1) "external environment - organization", 2) "unit - subdivision", 3) "individual - organization".

Mechanistic approach involves the functioning of the organizational structure like a machine mechanism. In such an organization, the rules and procedures are extremely formalized, decision-making is centralized, and responsibility is narrowly defined. With these characteristics, an organization can operate effectively in a routine technology, uncomplicated and non-dynamic environment. This approach is often criticized, although its application is expedient in modern conditions.

The classification of organizational structures according to the method of interaction with the external environment into mechanistic and organic is the most terminologically correct.

Next, we should consider organizational structures from the point of view of the interaction of departments. The most traditional is linear-functional organizational structure. The basis here is the linear divisions that carry out the main work in the organization and serve them with specialized functional divisions created on a “resource” basis: personnel, finance, plan, raw materials, etc. (Fig. 3.12).

The passage in the development of a modern organization of the stage of a linear-functional structure is mandatory. Regardless of the length of this stage in time, it is necessary, since "jumping" over it deprives the organization of the opportunity to work out the relationship "boss - subordinate". Only a linear-functional structure is capable of deploying an effective, mass, large-scale production (Fig. 3.13).

In general terms, the divisional structure grows out of departmentalization based on some final result: a product, a consumer, or a market. The transition to a divisional structure allows the organization to continue to grow and effectively manage different types of activities and markets. Heads of departments within the framework of the product or territory assigned to them coordinate activities not only along the line, but also according to functions, developing the required qualities of general leadership. Thus, a good personnel reserve is created for the strategic level of the organization.

The divisional structure is especially effective where production is weakly subject to market fluctuations and depends little on technological innovations, since its construction is based on a mechanistic approach. If the mechanistic approach is replaced by an organic one, the divisional structure develops into matrix.

For the first time, matrix structures (Fig. 3.14) arose in computer production at IBM. The transition to a matrix structure was a reaction to a change in the depth and strength of the impact of a number of environmental factors: the intensification of information flows, the limitation of financial and human resources, and the presentation of high demands on both the functional and product areas. Hence the system of dual subordination, when one employee has two bosses at the same time - functional and product. Accordingly, the relationship matrix consists of three types of roles:

The main leader maintaining the balance in the system of dual subordination;

Heads of functional and product divisions, "dividing" the subordinate in the matrix cell among themselves;

Heads of matrix cells, equally reporting to functional and product managers.

The technology of transition to the matrix structure consists of three stages.

At the first, temporary target groups are created for the product, project or territory. These groups are formed from representatives of various parts of the organization. Formally, representatives remain in the units that delegated them, but they must also report to the head of the task force.

At the second stage, such groups receive the status of permanent units.

At the third stage, a formal leader is appointed in the permanent group, responsible for integrating all the work in the group from beginning to end. He is empowered and enters into business relations with the heads of the functional and product parts.

The matrix structure attracts leaders with a high potential for adapting to changes in the external environment by simply changing the balance between resources and results, functions and products, technical and administrative goals. This is the only structure with pronounced horizontal connections, which, in combination with vertical ones, implement the mechanisms of plurality of power and local decision-making. This state of affairs develops the abilities of employees and makes them participants in the decision-making process. At the same time, the matrix structure is difficult to implement, cumbersome and expensive to operate. Some experts call it the "managerial ideal" and are skeptical about it.

According to the level of interaction with a person, there are corporate and individualistic types of organizational structures.

A common mistake, in this case, is the fuzzy distinction between the concept of a corporate organization as a special system of relations between people in the process of their interaction and a corporation as a form of legal entity - a joint-stock company.

Corporate type of organization - these are closed groups of people with limited access to them from the outside, maximum authoritarian leadership and complete centralization of management. The corporation opposes itself to other social communities of people on the basis of its narrowly focused interests. An example of a corporation is craft workshops and merchant guilds in the Middle Ages, trade unions and political parties, government ministries and departments, natural monopolies, and other large entities.

Through the pooling of resources, including human resources, the possibility of the existence of a particular social group, profession, caste is ensured. However, this unification occurs through the division of corporation participants according to social, professional, caste and other criteria. The interests of the "divided" people are coordinated by the leaders of corporations, which is the source of their power (the principle of "divide and rule").

In the course of its activities, the corporation strives to standardize its activities, to prevent internal competition by supporting the weak and limiting the strong. This is how the policy of egalitarianism manifests itself. The loyalty of the individual to the organization dominates, obedience and diligence are welcomed.

The subject of interest in a corporation is the organization itself. The priority of organizational goals over individual ones is established. An individual, having his own goals, desiring their realization, must support the goals of the corporation, ultimately identifying them with his own. The corporation takes responsibility for its members. As a result, the organization or all its members become above each individual, which puts him in a strong dependence and practically deprives him of independence.

individualistic type organization is the exact opposite of corporate. The individualist organization is built on the following principles:

The combination of cooperation and competition provided by decentralized structures with "profit centers";

Creation of a system of open communications, allowing for a free search for resources within the structure and development of on-farm accounting;

Respect for the sovereignty of the individual in matters of distribution of responsibilities in decision-making. Morality is based on individualism, the individual's loyalty to his convictions.

A striking example of an individualistic type is adhocracy (adhocracy, English) organization. Power in such an organization is based not on position in the hierarchy, but on knowledge and competence. The performers are experts in their field and choose the means to achieve their goals. The structure has an organic basis and is constantly changing, informal and horizontal connections prevail.

The further development of the matrix structure along the path of an individualistic approach was multidimensional structure. Orientation to the market and a specific consumer made it necessary to introduce, in addition to two dimensions of the matrix structure - resources (functions) and results (projects), the third dimension - servicing a specific consumer, developing or penetrating a specific market, conducting operations in a certain territory. Thus, the brigade contract, used in the USSR and which is essentially a kind of matrix structure, was used at the Volvo factories by "cart" brigades. The difference was that a single team not only assembled the car itself, selected components, but also took an order from the client and sold him the finished car. The main advantage of this approach is the ability to satisfy the needs of the consumer as much as possible, bringing him as close as possible to the manufacturer. In addition, this approach solves the main problem of the matrix structure - the double subordination of workers.

In the event that the activities of specific executing specialists or their groups serving the needs of the market cease to need to be coordinated by management from above, the organizational structure should be built according to entrepreneurial type. Graphically, the organizational structure will look like an inverted pyramid (Fig. 3.15), with professional specialists at the top level, and the organization’s management at the bottom.

In modern conditions, when it is necessary to quickly adapt to a rapidly changing business environment, the main competitive advantages are efficiency and flexibility. The interaction between the organizational structure and modern information technology (IT) served as the basis for the creation of a new organizational structure - virtual.

Virtual organizational structure(VOS) is built on the temporary interaction of several independent functional partners who manage the design, manufacture and sale of products using modern information technologies. One of its key features is the remote work of all parts of the business goal, coordinated with the help of modern means of telecommunications. Virtual team members exchange information and make collegial decisions online. At the same time, both internal resources of the company and external ones (including suppliers and consumers) are included in the scope of business cooperation.

By and large, the WOC is a strategic alliance of several groups of participants, which is formed to achieve certain goals. Partners use their core competencies to complete a business task faster, more efficiently and, most importantly, cheaper. It is teamwork that becomes the main factor in a business that creates a new product or introduces a new service. It also provides access to new markets, attracts new resources and spreads new forms and methods of organizing production and management.

Currently, more and more companies are using a virtual approach in their activities, often combining it with other organizational forms. VOS completely changes most of the company's business functions. Supply channels form temporary chains that are built to meet the needs of a particular project and cease to exist after its completion. Production facilities can be bought or sold on the electronic exchange. And funding is provided mainly by venture capital.

Before proceeding with the creation of a WOS, experts advise assessing the critical factors that affect its effectiveness. First, you need to analyze the market opportunities where the potential WSI will operate. Here, the key points are the degree of globalization of the market, the possibility of flexible behavior on it, the amount of costs that the organization is ready to incur, and, of course, the innovative potential of the industry.

The next step is to assess the need for additional resources. To do this, it is necessary to analyze the structure of production of goods and services for the entire period of the company's operation, as well as to determine the role of management competence at each stage of the production process.

This is followed by the development of a relationship structure with potential partners within the framework of a new organizational form: it is necessary to clarify with whom the organization intends to maintain partnerships (it can be individuals, groups, other organizations). It is also desirable to establish the geographical boundaries of the choice of potential partners, to formulate requirements for the functions that they must perform within the WOS.

The last step is to define the OSI architecture, its most efficient type. And, finally, after all this, an analysis of the company's information infrastructure should be carried out, questions regarding its modernization should be removed.

If the departments of a traditional company are transferred to a virtual scheme, then it is necessary to train the members of the virtual team, because they will have to use agreed work tools and make collegial decisions without communicating with each other. It is desirable that the same training be given to those employees of traditional departments who, on duty, will have to deal with participants in the OSI. It is also useful to take care in advance about the standardization of the processes of intra-group interaction, about the consistency of the work of the entire team.

Appendix D lists the most common types of virtual commands.

Advantages of VOS:

Flexibility of the entrepreneurial organization;

Increasing the productivity of work;

Reducing administrative costs;

Prompt resolution of emerging issues.

The use of telecommunication technologies allows us to assemble a team of the best specialists.

Disadvantages of VOS.

First of all, this is due to the psychological characteristics of the leader of the WOC. Managers, accustomed to the traditional controlling role, willy-nilly have to abandon the authoritarian style of leadership. A virtual team assumes the relative independence of the participants with varying degrees of their awareness depending on their competence. Very often in such organizations, the level of decision-making descends to lower levels. Therefore, the leader should limit himself to the coordinating function. In addition, a person leading a virtual team must understand the peculiarities of interpersonal relationships, know how to manage people without having direct contact with them, and also take into account the cultural characteristics of members of their multinational team. Do not forget that the leader of a virtual company must have authority among all team members, but he should achieve his goals not by putting pressure on his subordinates, but by influencing them. And of course, the very organizational form of a virtual corporation requires him to be flexible.

Another problem that lies in wait for the VOS is related, oddly enough, to the level of competence of the leader and members of the virtual team. VOS is an ideal company, and everything in it must be at the highest level. Otherwise, there is simply no point in creating it.

At the top level of this structure, there are five departments: the customer service department, the treasury department, the banking operations department, the accounting and reporting department, and the analysis and development department.

The duties of employees of departments for work with clients include full customer service for all types of services provided by the bank. These employees must be able to explain the rules for the provision of services to the client and give their recommendations on possible operations. They should also act as the initiators of communication with the client, monitor his financial condition and financial flows, create comfortable service conditions for him, convincingly convince and provide qualified advice on the state of the banking services market and the situation in the financial sector.

Within the framework of this division, three departments can function: the department for working with individuals, the department for working with legal entities, the department for working with VIP clients, sometimes there may also be a department for working with special clients. The category of the latter may include, for example, VIP clients who carry out a specific set of transactions with very large amounts.

The Treasury manages financial flows, attracts and allocates resources, and works in financial markets. It also provides control and management of liquidity, positions, various budgets and limits.

The Banking Operations Support Department unites all divisions that provide and support the execution of operations. In the scheme [Appendix 1], the department of accounting and reporting is singled out separately, although it would seem that it should belong to the services that provide operations. The special allocation of the accounting department seems to me quite logical and justified for Belarus, since domestic credit institutions have a very large number of accountants, the work they perform is very important and the requirements for the quality of its performance from the regulatory authorities are very high (complicated accounting, many different reporting forms, various certificates, etc.).

The Department of Analysis and Development searches for and implements ways of possible improvement of banking services, quality control of their implementation, preparation of materials for their technological description, marketing campaigns, analysis of the current state of the bank.

With such a structural division, the goals of each of the divisions are very transparent. The goal of the customer service department is quality service, the goal of support services is the implementation of operations with minimal costs at the required level of quality and characteristics, the development department is only responsible for moving the bank forward, introducing new products and services, analyzing market conditions, etc.

The customer-oriented divisional structure typical of many foreign banks is a more complex model of consumer divisional structure. This structure has two levels of control. One (lower) is the operational level. It, in turn, is divided into FRONT and BACK offices. Another (higher) - HEAD office (head office) - is a level of general management and development. The task of the operational level is to provide customer service and perform its own operations. The FRONT office provides only customer service, and the BACK office provides the entire range of operations necessary for this service. The task of the HEAD office is general management, development, analysis, marketing and financial management. For such organizational structures, it is typical to divide accounting (in our understanding) into two levels: main (or main) accounting and operational (or auxiliary). The main accounting department belongs to the HEAD office. Her competence includes determining the accounting methodology, accounting regulation, control and internal audit, tax management, consolidation and analysis of the reporting of auxiliary accounting departments, interaction with regulatory authorities, data correction, etc. Auxiliary accounting ensures that transactions are reflected in accounting registers in accordance with the requirements of the main accounting department.

A distinctive feature of the matrix structure is the presence of two jointly functioning, superimposed structures. The consequence of this overlap is the double subordination of some employees involved in project work. In such structures, in addition to the main organizational structure and, accordingly, the basic tasks, separate tasks periodically arise, the solution of which is carried out by projects specially formed for this purpose. They are made up of employees from different departments that are most suitable for solving a particular task and are managed by a "project management" specially allocated for this. The project management has all the authority necessary to complete the task. After the task is completed, the project is disbanded. At the same time, the basic structure can be both ordinary - functional, and divisional - consumer-oriented.

Thus, it can be noted that the organizational structure is nothing more than a way to manage a commercial bank. Theoretically, there are 5 main types of organizational structures: mechanistic, organic, project, matrix and mixed. At the same time, it can be argued that at the present stage, commercial banks do not use this or that organizational structure in its pure form, but use a symbiosis of two or more of the above organizational structures.

2. Comparative analysis of bank structures. Choice of organizational structure and practical implementation of the program of structural adjustment of commercial banks

Diversity in the field of building banking structures is now fully manifested. It is unrealistic to consider and list all combinations of possible structures. Therefore, for each banking institution, it is necessary to look for some decisive rules, criteria, grounds for organizational changes. You should also look at the analogies and schemes that were applied in other banks, firms, at other times. But, even guided by this consideration, it is necessary to understand that there is still no ready-made solution. It must be created using well-known algorithms and examples independently or with the help of consultants as part of a special procedure for organizational development technology, which we successfully apply in solving such problems.

It should be noted that it is impossible to assert the advantages of one structure over another. So, for example, it would be wrong to believe that the matrix structure is the most optimal in modern conditions. All of the above organizational structures have both advantages and disadvantages, and their practical use is dictated by the individual characteristics of an organization, its size, list of products or services, geographical distribution, etc. But, nevertheless, based on the activities of many organizations, one can try to assess the advantages and disadvantages of organizational structures.

So, the functional structure , despite all its negative qualities, it is still quite common and is the most optimal for small organizations with a limited range of products and services, as well as for servicing large corporations. The disadvantages of such structures, which are especially evident with the growth of the organization, are traditional conflicts between departments, their interest in achieving their goals and solving their own, rather than common tasks, fragmentation, forcing clients to communicate with different performers in different departments engaged in their current work. However, a functional structure also has its advantages. This is simplicity, transparency, improved coordination in functional areas, no duplication of functions and work, centralization of the use of material resources. The specialization of employees ensures the steady growth of their professionalism.

Divisional structures focused on the customer , are the most common for most foreign credit organizations. Other forms of divisional structures are practically not found in the financial sector. Such structures are ideal in a situation of fierce competition and the struggle for each client, because they can provide the best service. They are distinguished by higher controllability of processes and better coordination of all actions. They are characterized by clarity and clarity of goals and objectives. The main disadvantage of such structures is the duplication of some functions and, as a result, high costs. Moreover, it should be noted that this negative feature is manifested mainly in organizations with a small number of employees. However, despite this, divisional structures are beginning to take root in many banks, and the choice of a specific type of consumer divisional structure depends on the characteristics of the bank and the clientele it serves. Another disadvantage that is inherent in all mechanistic structures, including divisional ones, is their lack of adaptability to changes in the external environment and their lack of focus on a quick and coordinated solution of new and new tasks that constantly arise before modern organizations.

The design structures are designed to address specific large-scale challenges facing the bank, such as the introduction of credit cards or home banking. This requires the bank to separately manage this project, which would allow developing and introducing a new banking product in the shortest possible time, with maximum efficiency and without prejudice to the bank's core activities.

After the planned system is put into operation, a design organization specially created for these purposes, which includes a group of specialists and executives of the bank, is dissolved.

Thus, project structures are temporary organizational entities that are introduced into the current structure of the bank and are relatively autonomous in terms of project management and effective in solving a separate task.

Matrix structures, combining all the advantages of functional and divisional structures, are devoid of many of the shortcomings noted above. They effectively and quickly solve many constantly arising problems, creating separate projects to solve them. They perfectly adapt to today's unstable environment. Therefore, matrix organizational structures built on the basis of customer-oriented divisional structures are deservedly recognized today as optimal for credit institutions, especially for small banks. However, it is also necessary to take into account the inherent disadvantages of matrix structures, namely: excessive complexity arising from dual subordination, vagueness in the delimitation of powers between functional or divisional and project managers.

All of the above organizational structures are also characterized by a degree of centralization, which depends on the size and financial stability of the bank, the location of its branches. The choice of a rational degree of centralization of the bank's activities is a very complex issue, the solution of which has to be sought for each bank separately. Each of the structures, which differ in the degree of centralization, has its own advantages and disadvantages, which must be taken into account when delegating authority to lower levels of management. The lower levels of the bank always (and quite rightly) strive for a greater degree of decentralization, since from below, in direct contact with customers, all the shortcomings and the most promising areas of management are better visible.

A clear delineation of the functions of the center and lower management elements best balances the interests of structural divisions and the bank as a whole. Decentralization of bank management depends on computerization, increasing the stability of banks, developing credit risk insurance, and qualifications of bank employees.

The introduction of new types of services, a wide diversification of banking services, access to new markets, the globalization of the banking system, at the present stage, raises the question of the forced restructuring of commercial banks. This issue is especially topical for commercial banks in countries with economies in transition. However, it is worth noting that the organizational structure cannot be modified too often. Making changes to the bank's structure is a rather complicated process that requires taking into account a number of specific factors.

A structural organization requires appropriate retraining of personnel, since almost all organizational changes are associated with an increase in the quality of customer service, market expansion, an increase in the volume of transactions and the introduction of new, more advanced technologies and methods of work.

Changes in the structure of the bank, associated with the expansion of the scope of activities and the offer of new products, are usually accompanied by the introduction of new specialists in certain branches of banking and other activities. However, any change in the staff of the bank can disrupt the established process of communications and coordination of the activities of individual services. The intensive development of new types of banking products and additional services is accompanied by an increase in the staff of banks and constantly arising problems in coordinating and managing the activities of numerous divisions of the bank.

Commercial Organizational structure commercial banks……………………………9 1.4 Functions commercial banks……………………………………………...17 2. Activities commercial banks…………………………………………..22 2.1 Passive operations commercial banks ...

Vladimir Cheremisinov

The organization and management of the commercial department is considered as part of the author's system of organization and management of sales, following the audit or diagnosis of the sales system in the company. Selection of a leader, determination of his position, setting goals, accepting responsibility and authority - the beginning of the formation of the department. An example of a job description for a commercial director is given. The following are considered: the place and role of the department in the structure of the company, the possible grouping of departments and services in the organizational and managerial structure of the commercial department, as well as the delimitation of areas of direct subordination between the general and commercial directors. The organizational and managerial structure of the sales department and its functional relationships with other divisions and services of the company are analyzed. The author shares his experience in recruitment and formation of a corporate culture, gives an application form for the selection of a candidate, outlines the essence of his concept of "Managerial pyramid", gives some sections of the lecture-training "Elements of professionalism in the work of performers of any level" and the algorithm for organizing and holding an effective meeting.

The article is aimed at young companies that want to immediately competently build their organization and management system, companies that have gone through a period of intensive and spontaneous growth and have realized the need to adjust the organization and management system, as well as companies that are in a period of restructuring.

The author does not pretend to the indisputability of the presented material for any conditions and is ready to take part in a constructive discussion of controversial issues. However, everything stated comes “from life” and has been tested by the author in modern conditions.

Place in the sales system

The issues of organization and management of the commercial department are an integral element of the author's system of organization and management of sales, which generally consists of the following blocks:

management audit, or diagnostics of the sales system;

organization and management of the commercial department;

methodological support of sales;

marketing support and sales development.

Before organizing, building or rebuilding anything, it is necessary to give an impartial answer to the question of what has been built, to assess the current level, to understand what has not been completed, what has been completely missed, what has been done incorrectly, which hinders the further development of the company. In other words, it is necessary to form an objective assessment of the state of the company in terms of its performance of the most important function - the organization and management of sales. This is an audit, or diagnostics of the sales system.

During the audit it is necessary to solve the following tasks.

1. Form or refine the functional structure of the company.

2. Display the existing organizational and managerial structure of the company and sales departments.

3. Determine the degree of conformity of the functional structure of the actual organizational and managerial.

4. Model the existing sales system in the company and analyze it in terms of compliance with the audit goal.

5. Identify and clearly formulate the problems that hinder the further development of the sales system, the growth of sales volumes and efficiency.

6. Develop proposals or a program for the development of the sales system in the company.

These goals are achieved by "immersing" the auditor in the life of the company, survey, conversations with employees of all ranks. Supervision of the work of sales managers, heads of departments and other employees. Joint visits and direct contact with clients. The study of existing organizational and reporting documents.

The objects of the audit are: top management of the company, middle management, sales managers, functions and structure of the company, the system of methodological support for sales, the availability of conditions necessary for the successful completion of work, information and analytical support, the planning system, the psychological climate and corporate culture, interaction between divisions, availability of marketing support.

Based on the results of the audit, a SWOT analysis is made and proposals or a program for the development of the sales system are developed. This is the essence of the first block of the system.

Head: position, goal setting, acceptance of responsibility and authority

The organization and management of the commercial department begins with the selection of a leader, determining his position, setting goals, accepting responsibility and authority.

The job title is not a formality. There is an essence behind the name: what the employee should do, what he should be responsible for, what powers he needs to have for this, what can and should be asked of him.

The commercial department is usually headed by a commercial director. Depending on the size and infrastructure of the company, a position similar in function may be called Sales Director, Sales and Marketing Director, Head of Sales.

What are the priorities for a commercial director? Build or debug a sales system. Increase sales, say, by 40% or 2 times. Optimize distribution channels. Develop a regional network. Other tasks. The answers to these questions should be formulated by the head of the company and perceived by the commercial director as a task brought to him. The second option is possible, which is more appealing to the author. The commercial director conducts an independent audit (diagnostics) of the sales system, develops proposals for the development of sales and the company as a whole, discusses them with the general director or at the board of directors, and only after that a decision is made to set a goal collectively. The goal is concretized into priority and long-term tasks.

An example of one of the possible solutions to the above questions on setting goals and objectives for the position of the head of the commercial department, determining the system of subordination and interaction in the company, criteria for evaluating work and a list of the main functional tasks is given in the job description of the commercial director. (Not abridged.)

Place and role in the structure of the company

Organizational structure. Many companies do not have a well-designed and approved organizational and management structure. Neither the company as a whole, nor its most important business structure - the commercial department. They believe that this is a formality, a bureaucracy. However, under the guise of a fight against bureaucracy, the path to anarchy, disorder and disorganization is automatically opened. If the old employees of the company themselves come to an understanding of who actually reports to whom and to whom on what issues they need to contact, then for new employees this becomes a problem. Such a “system” is beneficial to the type of middle managers that are encountered, who are trying to lock on themselves the main intra-company decisions, regardless of their officially held position and the corresponding powers. This leads to the emergence of "grey cardinals" in the company, occupying an incomprehensible position, but having a certain "weight" in the company.

The main "players" in the marketing field of the company's business

On the figure 1 the main marketing divisions (departments, services) of the wholesale company are given. The uniqueness of companies does not allow us to talk about a single or generally accepted composition and grouping of departments and services. An organizational and managerial structure acceptable for a large firm may be completely unreasonable for a small company where a combination of functions and services is required. However, the compilation of a list of possible players is a necessary initial element in the formation and subsequent refinement of the organizational and managerial structure of a particular company.

Composition of the commercial department

On the figure 2 shows the possible grouping of departments and services in the structure of the commercial department, as well as the possible delimitation of areas of direct subordination between the general and commercial directors.

Practice shows that a board of directors, consisting of the heads of the main departments of the company, is expedient for solving intersectoral issues. An open discussion of controversial issues at the board of directors allows you to look at the problem from different angles, find the best solution, avoid behind-the-scenes discussions and the personal impact of department heads on the CEO.

A possible, but controversial option is to build the organizational and managerial structure of the company, in which the marketing director is the direct or functional head of the commercial director.

The introduction of the position of an executive director and the reassignment of part of the departments to him is another option for organizational and managerial decisions for the conditions of a particular company. This option is expedient, if necessary, to relieve the general director and allow him to concentrate his efforts, for example, on the development of the company's external relations, establishing business contacts with the relevant government agencies. To do this, it is possible to delegate to the executive director the functions of supervising the work of the accounting department, the financial department or the security service.

Sales department

The sales department is the main division of a commercial firm. This thesis does not detract from the role of other divisions, especially in modern conditions, when commercial success is increasingly dependent on the results of the “team” work of the team. However, the unit that brings in the money, the “slaughtering” department, is precisely the sales department. This must not be forgotten. This leads to a variety of practical conclusions in the work of the company. In particular, the attention of the management, the organization of the system of information and analytical feedback, the motivation of employees.

On the Figure 3 the organizational and managerial structure of the sales department of a conditional company is shown. For simplicity, the heads of structural subdivisions of the department are called leading managers. This is a form. Essence - each department has its own head, responsible for the effective work of the department. Possible options in the title of the position, due to the specific conditions of the company - head of the regional department, head of the telemarketing department, senior manager of the trading floor, head of the sector for working with VIP clients (deputy head of the sales department), etc.

The functional relationships of the sales department (Table 1) show the main information and material and cash flows connecting the sales department with other divisions of the company, and confirm the thesis that the sales department is the core of the entire company.

Table 1. Sales department. Functional relationships

So who is not associated with, with whom does the sales department not interact?

Recruitment. Formation of corporate culture

The organization and management of the commercial department is, first of all and ultimately, the people and the organization of their work: the selection of sales managers and their training, the organization and management of the work of the sales department (s) and departments reporting to the commercial director, the organization of interaction between the departments involved in customer service. And almost all departments take part, as we have already seen, considering the functional connections of the sales department. Therefore, the core of the issue of organizing and managing sales has always been and remains the human factor, personnel, which, as you know, decide everything.

Recruitment

Recruitment is made taking into account the characteristics of the company and the specifics of the promoted product or service. Behind this phrase, dear colleagues, is a huge and important work for the company. For successful selection, it is necessary to take into account not only the level of wages that the company can currently pay to the employee, not only the professional qualifications and psychological characteristics of the candidate, but also the complexity of the product, and the characteristics of the team (the level of goodwill, etc.), and the charisma of the leader . By the last parameter, I mean the style, methods and features of the founder’s work, if he is a “playing coach” in the team. Or another leader - the first person of the company. For example, if a leader starts his working day, say, at 6 pm or prefers to work on Saturday and Sunday, then not everyone is able to realize their professional and other qualities in such conditions. There are other features of the company that must be considered when selecting personnel. For example, the prestige of the company, the geographical location, the level of necessary material support for work, the prevailing psychological climate in the team.

I don’t want to take away “bread” from fellow psychologists who comprehensively study the subject of recruitment. If there is an opportunity to work together with psychologists - excellent. If not, the commercial director, or the sales director, or the head of the sales department needs to resolve these issues on their own. However, in any case, there is work that only they must do - clearly determine which sales managers are needed, organize their search, and take a decisive part in the selection of candidates. Next - to provide them with methodological "weapons" and a system of control over their activities.

For a successful search by the personnel department of candidates, it is advisable to carefully consider, formulate and approve an application for a candidate with the head of the enterprise, which provides a detailed description of the requirements of the head of the unit to the future employee.

During the formation of the sales department, the author considers it appropriate to explain and introduce the concept of "Management pyramid" into the minds of employees, as well as to conduct a training lecture "Elements of professionalism in the work of performers of any level." As a result, it is possible to lay the foundation for the further formation of a corporate culture in the company.

Basic provisions of the concept "Management Pyramid" shown schematically in figure 4 and are as follows. The organization of management in a team is based on a hierarchical multi-level principle: top management, middle management, etc., taking into account the size and characteristics of the company. Each level is headed by a leader. He receives the task and the corresponding authority from the manager of a higher level and organizes the work of himself and his subordinates in such a way as to ensure the solution of the problem or offer options for solving it. Tasks are assigned to employees only through the heads of departments, who are personally responsible for their solution by the forces of the teams entrusted to them. The principle of leadership "over the head" is excluded.

In order to avoid excessive concentration of power and abuse of it, each division is open to contact with managers and employees of any level and the necessary checks.

Such a situation is unacceptable when, instead of solving the problem, that is, helping his boss, the manager of a lower level in a non-constructive way brings up the problems of his level and justifications why the task cannot be solved. In this case, the boss will be forced to solve the problems of his subordinate himself, to do his work. The pyramid occupies an unstable position. Possible reasons for bringing problems of a lower level to the top are the inability or unwillingness of the corresponding leader to "work his bread" or inadequate setting of the task.

Lecture-training "Elements of professionalism in the work of performers of any level" is a set of rules, principles, methods, algorithms for the professional work of the team, formed by the author from his professional experience in organizing and managing sales. At the same time, the goal is to bring to the attention of employees and discuss with them the principles of effective organization of work in the unit, to form a team of like-minded people. This is the second element of the practical formation of the corporate culture of the company.

Some of the issues discussed.

1. We are all PERFORMERS.

2. Team. Teamwork.

3. Money. What are we doing here. Why are we here.

4. Problem is good. Formulation of the problem.

5. Management pyramid. Help concept.

6. Collective intelligence.

7. Effective meeting: organization and conduct.

8. Attitude to the "requests" of the leadership.

9. Attitude to orders and requests from top management.

10. "Mark" on performance.

11. "External" communications of the structural unit.

12. Trial period.

13. Dismissal in a professional company.

14. Plans and reports.

15. Discipline.

16. Business writing style.

17. Positive/optimistic approach.

18. "Aggressive" approach to sales.

19. "I" and "We" in work with clients.

20. When you can "not think" when performing a task.

21. "Make me beautiful, then I will work."

22. Attitude to changes in the structure of reporting information.

23. Advice to managers from Lazarev S.N.

Effective meeting: organizing and conducting

An important element of corporate culture is also the organization and holding of effective meetings. The mottos “Time is money” and “We are all managers” have already gained great relevance in modern companies, and a meeting is a manager’s working tool. And in this sense, an effective meeting becomes a factor in saving the company money in the literal sense of the word.

This is a proven algorithm. Of course, it requires careful preparation by the meeting organizer, but for the meeting participants it is a significant saving of time and effort. In the same vein, it is advisable for a commercial director to prepare and hold working meetings, for example, with his general director or founder. Advantage: it is prescribed in advance what to discuss, what is required to get “at the end”, factual material is attached for familiarization and comprehension, an estimate of the time spent is given.

The sales organization and management system is further developed in the following two sections: methodological support for sales and marketing support and sales development.

Under the methodological support of sales is meant the development and implementation of work algorithms and organizational and reporting documents, conventionally divided into the following elements.

Sales manager weapons system.

Demand system from managers or manager reporting system.

The system of methodological support for the work of the sales department.

For example, such methodological developments as the job description of a sales manager, the work program of a new manager for a trial period and the conditions for certification, sales technology, competitive advantages of the company and product, features of working with clients, client databases, forms of reporting documents for operational reporting and reporting on performance, sales budget, etc.

1 -1

The commercial intermediary network, in order to increase the effectiveness of its activities, must be competitive in the system of all links in the sphere of commodity circulation. It needs to widely use modern management and marketing principles, constantly introduce the latest forms and methods of wholesale trade, using the best world experience in this area, and actively develop services based on the latest principles of market interaction.

Often one has to deal with a very simplified idea of ​​the organizational forms and management structure as an established set of management bodies and business units with their inherent functions for each type of commercial and intermediary activity. With this approach, the existing composition of line and functional services is often mechanically transferred to the structure of new organizations, regardless of their specifics and tasks, without analyzing their suitability and necessity in new conditions, without a thorough justification of all elements of the management system.

The adaptability of the structure to changing operating conditions is closely related to such parameters of the organizational structure as the level of management structuring (centralization of management and standardization, the level of concentration of powers, the level of use of linear management methods), the level of auxiliary functions that are not related to direct management - transport support , catering and travel of workers, etc.

Organizational forms of management and their structures are a category as dynamic as the currently developing market in Russia. The newest and one of the most profitable elements of commercial and intermediary activity, as noted above, is the sphere of services provided to the clientele, which has actively entered into it. It is this area that initiated the emergence of new forms of business management in modern conditions.

When developing organizational forms of managing a commercial-intermediary system, all the conditions and factors for its effective functioning in the economic mechanism should be taken into account. This, in turn, requires the multivariance and heterogeneity of organizational and structural decisions in the field of managing this system, as well as the most complete typification of organizational forms of management. However, typification is expedient only when it relies not on past, obsolete forms of management, but on progressive organizational forms that have a high prospect for the future. This requires not only a competent analysis of the existing structures and the performance indicators of commercial links in the sphere of circulation arising from them, but also predictive modeling.

In the current conditions of market development, the creation of business management structures should be carried out taking into account timely restructuring.

The restructuring of a firm is defined as "a purposeful transformation of technology and management based on the choice of its competitive strategy in changing conditions and leading to a change in its production, organizational and information structure, and, if necessary, its organizational and legal status."

Restructuring requires the creation of such flexible organizational structures that could maximize the use of all aggregate opportunities to provide a wide range of services in accordance with the change in the structure of requests.

The most efficient of the entire range of wholesale and commercial enterprises were firms with a mixed form of ownership.

Due to the ongoing process of concentration of commercial and intermediary activities in the system of larger wholesale enterprises of mixed ownership and further consolidation of such enterprises in the sphere of circulation, their number will increase, the decline in sales will stop, and warehouse sales should increase.

In accordance with this forecast, conditions will be created for expanding the range of functions performed by commercial structures in the sphere of circulation, and in particular leasing and other services. Naturally, they directly influence the solution of the problems of developing organizational forms and building organizational structures for managing commercial and intermediary activities.

The organizational structure of the management of the wholesale and intermediary link is a set of interrelated and interdependent elements, functioning as a single dynamic system and aimed at satisfying the multiple needs of the market while obtaining the intended income and fulfilling the social mission to society.

The main constituent elements of any organizational structure are the governing bodies, internal structural units with performers, which give the formal structure a mobile character. It is important to constantly follow the basic principles of their construction when creating and developing organizational structures. At the same time, all links of the structure, the number of performers should be optimal, excluding parallel duplication, and the created structures should be flexible, mobile with operational adaptation to numerous unpredictable market changes, and most importantly, function rhythmically without failures to achieve the goals set for the company. At the same time, it is necessary to observe such principles as the correspondence of rights and obligations between executors and managers at all levels of the management hierarchy, personal responsibility and constant monitoring of the timing and quality of the tasks performed.

The construction of organizational structures should be carried out taking into account the following factors: the total number of AUP and workers, the type of commercial and intermediary activity; ranking product markets for effective participation; the volume and range of products sold or purchased; the number of possible and actual suppliers, consumers; the most optimal form of wholesale trade and effective methods of cargo delivery; the most acceptable for consumers norms of shipment of products and goods; types of current and potential commercial services provided; availability of basic elements of market infrastructure, including transport, communications; customer service and quality assurance, etc.

When evaluating the effectiveness of the functioning of organizational structures for building wholesale and intermediary organizations, it is necessary to take into account classification factors, the determining ones of which are:

1. Type of activity, i.e. the main function performed in the field of sale and purchase of goods, as well as the implementation of a complex of commercial and service services to customers. This factor must be considered taking into account the influence of the territorial feature. Thus, wholesale enterprises located near the manufacturer, i.e., in the zone of production, are called output bases and, as a rule, carry out marketing trade with the simultaneous provision of a set of production services for the selection, sorting, and packaging of products according to consumer orders. The functioning of such output bases allows manufacturers to be released from the performance of marketing functions within a certain territory.

Another type of functioning trade and intermediary structures can be attributed to bases whose activities are geographically remote from product manufacturers. Such bases in the practice of Russian entrepreneurship are called trading bases. Their functional purpose is to purchase products from manufacturers in various regions, including enterprises - output bases for the purpose of subsequent sale of goods to medium and small enterprises of the retail system. Studies have shown that in the wholesale zone of the consumer cooperation system of such trading bases is about 90%.

In general, in the logistics industry, two large groups of trading enterprises can be distinguished: supply and marketing. Supply firms and organizations account for about 90% of their total and warehouse sales volumes.

2. The next factor in the organizational construction and functioning of commercial structures is their specialization.

The practice of trade in consumer goods allows us to distinguish between mixed, universal, specialized and highly specialized firms.

In the assortment of mixed wholesale enterprises there are groups of both food and non-food products. In universal - a wide range of food or non-food types of goods. Specialized wholesale enterprises and firms trade in several or one group of goods of a certain type of industrial or non-industrial assortment.

With the development of market reforms in the sector of material and technical supply and sales, large wholesale and intermediary structures that previously functioned in the system of the USSR Gossnab stand out. Today, they operate on the commodity market as independent wholesale and intermediary firms and companies, which basically have the rights of legal entities with a mixed form of ownership, such as joint-stock companies. For the most part, they specialize in certain regions in the supply of metal, timber, building materials, machine-building and instrumentation products.

In the cities of regional subordination there are wholesale trade enterprises, wholesale trade centers, intermediary firms, mainly of a universal nature of activity.

• 3. An essential classification factor in the functioning of commercial links is the immediate area of ​​activity, i.e., the differentiation of commercial structures in the territory of customer service - from federal wholesale enterprises, republican, regional to regional, interdistrict and district.
• 4. The factor of departmental affiliation also differentiates commercial structures in the sphere of commodity circulation, depending on their subordination to individual ministries, departments, state federal, republican and local authorities. In accordance with this factor, powerful departmental commercial structures operate in transport, industry, trade, agriculture and other especially important sectors of the economy.
• 5. It is quite obvious that any formation of a wholesale and intermediary link begins with a consideration of the property factor, which at the legislative level has many forms in Russia, including private, state, municipal, mixed, etc.

The organizational and legal forms of enterprises are determined by the Civil Code of the Russian Federation. Features of the mode of action of enterprises (organizations) of various organizational and legal forms are established by federal laws of December 26, 1995 No. 208-FZ

"On Joint Stock Companies", dated December 31, 1998 No. 193-FZ "On Limited Liability Companies", dated July 19, 1998 No. 115-FZ "On the Peculiarities of the Legal Status of Joint-Stock Companies of Employees (People's Enterprises)", dated 14 November 2002 No. 161-FZ "On State and Municipal Unitary Enterprises", dated June 14, 1995 No. 88-FZ "On State Support for Small Business in the Russian Federation", dated August 8, 2001 No. 129-FZ "On state registration of legal entities" and so on.

Legal entity, according to Art. 48 of the Civil Code of the Russian Federation, an organization is recognized that has separate property in ownership, economic management or operational management, is liable for its obligations with this property and can, on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and defendant in court.

Commercial organizations are created to conduct business and, accordingly, make a profit. When creating a commercial organization for conducting trading activities, an entrepreneur must take into account the features that each organizational and legal form has, and choose the most optimal of the firms in terms of strategy and tactics of doing business, the type of business activity, their financial capabilities, the specifics of the market, the availability of partners and etc.

According to the legal form, the following types of commercial organizations are determined:

• o general partnership;
• o limited partnership (limited partnership);
• o production cooperative (artel);
• o limited liability company;
• o additional liability company;
• o closed joint stock company;
• o open joint stock company;
• o joint-stock company of workers (people's enterprise);
• o unitary enterprise.

A general partnership is an organization whose participants (general partners), in accordance with the agreement concluded between them, are engaged in entrepreneurial activities on behalf of the partnership and are liable for its obligations with their property (Article 69 of the Civil Code of the Russian Federation). The need to attract borrowed funds to general partnerships allows them to be re-registered as limited partnerships.

A limited partnership is one in which, along with the participants who carry out entrepreneurial activities on behalf of the partnership and are liable for the obligations of the partnership with their property, there are one or more contributors (limited partners) who bear the risk of losses associated with the activities of the partnership, within the limits of the amounts of their contributions. and do not take part in the implementation of entrepreneurial activities by the partnership (Article 82 of the Civil Code of the Russian Federation).

A production cooperative (artel) is a voluntary association of citizens on the basis of membership for joint production and other economic activities based on their personal labor and other participation and the association of property shares by its members (participants) (Article 1 of the Law of May 8, 1996 No. 41-FZ "On production cooperatives").

Business companies (limited liability company and additional liability company; closed and open joint-stock companies; people's enterprise) are commercial organizations created by one or more persons by combining (separating) their property for doing business.

A limited liability company is a company established by one or more persons, the authorized capital of which is divided into shares of the sizes determined by the constituent documents (Article 87 of the Civil Code of the Russian Federation, Article 2 of the Law of February 8, 1998 No. 14-FZ "On Limited Liability Companies" ).

An additional liability company is a company established by one or more persons, the authorized capital of which is divided into shares of the sizes determined by the constituent documents. Its main difference from a limited liability company is that here the participants jointly and severally bear subsidiary liability for its obligations with their property in the same multiple for all of the value of their contributions specified in the constituent documents (Article 95 of the Civil Code of the Russian Federation).

A joint-stock company is a commercial organization, the authorized capital of which is divided into a certain number of shares, certifying the obligations of shareholders in relation to the company.

Joint-stock companies can exist in two organizational and legal forms: open and closed. They differ from each other in that the shares of an open joint stock company are distributed by free subscription, and in a closed joint stock company - only among its founders or other, predetermined circle of persons. In addition, the number of participants in a closed joint-stock company, according to the law, should not exceed 50. If this number is exceeded, a CJSC must be transformed into an OJSC (open joint stock company). The minimum authorized capital determined by law is also different for joint-stock companies. For a closed joint-stock company, it is set at 100 minimum wages, and for an open joint-stock company - 1,000 minimum wages.

Unitary enterprise, in accordance with paragraph 1 of Art. 113 of the Civil Code of the Russian Federation,

a commercial organization established by the state or a local government body for entrepreneurial purposes or for the purpose of producing especially significant goods (producing works or rendering services), not endowed with the right of ownership of the property assigned to it by the owner, is recognized. In relation to this property, they have a limited property right - economic management or operational management. The owner of the property of a unitary enterprise is its founder.

The main tasks in the activities of commercial structures in the sphere of commodity circulation are the integrated use of economic, organizational and legal levers for the purpose of a high level of customer service, as well as the provision of commercial, industrial and service services to them while making a profit and the necessary image in society.

An exemplary organizational structure of a wholesale intermediary firm is shown in fig. 6.3.

Rice. 6.3.

When organizing wholesale and intermediary activities, commercial structures perform, as a rule, the following functions:

• o study the supply and demand for goods and services while simultaneously identifying sources of covering needs in society;
• o carry out purchases in accordance with the concluded agreements, contracts and orders;
• o participate in the organization and conduct of foreign economic activity at all the numerous stages of the movement of goods from manufacturers to the final consumer;
• o organize commercial relations using various forms and methods, including the public relations system on parity and mutually beneficial conditions for all business participants.

A flexible strategy, a constant search for new methods of work, serious market research provide commercial structures with a strong position in the commodity markets in the face of intense competition.

The most important sign of the successful functioning of organizational forms of management in modern market conditions of management is their diversification orientation.

The diversification of commercial activities is an objective phenomenon that occurs at a certain stage in the development of the reproduction process due to the penetration of wholesale and intermediary structures into new industries for themselves in order to ensure a stable position in the market and maximize the satisfaction of the total needs in society.

Wholesale-commercial firms should form in advance the necessary size of the diversification fund, which would allow timely restructuring of the company's commercial orientation, taking into account market requirements.

On fig. 6.4 the main directions of use of diversification fund are offered.

Rice. 6.4.

Diversification has become widespread in trading houses.

Trading houses in the sphere of commodity circulation represent a special form of commercial activity. The legal basis for their creation was the Decrees of the Council of Ministers of the USSR of July 29, 1990 No. 712 "On improving retail trade and the provision of services in foreign currency on the territory of the USSR" and of June 19, 1990 No. 590 "On approval of the Regulations on joint-stock companies and Limited Liability Companies and Securities Regulations".

It is known that a trading house is a free associative union of like-minded people on a voluntary basis with the inclusion of trade, manufacturing, transport, construction enterprises and organizations, as well as banks and insurance companies. As a rule, trading houses are created in the form of a joint-stock company.

Trading houses direct significant efforts to attract foreign investment in the domestic industry. For example, the activity of the international trading house "RIKO" in Moscow is not only an expression of trade functions for buying and selling within the country and abroad. The scope of its activities is much wider. Through the efforts of RICO, foreign investments were attracted to various industries: oil production and refining, aviation and mechanical engineering, non-ferrous metal processing, information technology, ecology and medicine. With the participation of the trading house, the following were created: a medical rehabilitation center in Russia, a Russian-American center in Chicago. The forces of MTD "RIKO" carried out the reconstruction of the Gagarin Square in Moscow, organized the production of mobile complexes for lifting sunken timber, and also carried out the development of the unique Novomikhailovskoye oil and gas field in Khakassia.

The activities of MTD "RICO" for the implementation of attractive projects are ensured by:

• o the implementation of the examination of projects, on the basis of which the feasibility of their financing is considered;
• o selection of partners interested in the implementation of a particular profitable project with the possible creation of a target financial and industrial group for a comprehensive solution of the tasks of project implementation - from financing to the supply of raw materials and marketing of finished products;
• o a preliminary study of a possible market for new products with the simultaneous identification of demand for it and the approximate level of the sale price of products;
• o preparation of a comprehensive business plan for submission to government agencies and potential investors in order to attract investment and receive profitable subsidies and subsidies.

Foreign economic relations allow trading houses to quickly respond to the changing conditions of world commodity markets, organize the production and sale of competitive goods, and also reduce distribution costs due to favorable conditions for functioning in the foreign market.

The main goals of trading houses are:

• o the unity of the strategy and tactics of behavior in order to actively adapt to the changing needs of customers while influencing the formation of demand and its stimulation;
• o prompt response to the changing conditions of the national and world commodity markets;
• o activation of domestic and foreign economic activity due to the diversification of commercial activities, the search for new segments of product markets while maintaining the same market share;
• o concentration of efforts to reduce total costs, ensure a decent quality of customer service and create a high image in the eyes of society, and primarily through sponsorship and patronage of socially oriented projects.

On the Russian market, trading houses are representatives of small and medium-sized businesses with a fairly wide range of activities - from highly specialized to universal.

Among the main features of the classification of their construction and functioning, the following should be distinguished:

• 1. According to the degree of integration into production:
  • o trading houses with a weak connection with the production of products, which are mainly engaged in purchasing and wholesale and retail sales. An example of this type of activity can be the trading house "Uzbekistan", created as a joint venture, the founders of which were FKK "Roskontrakt" and the Uzbek state-joint-stock association for contracts and trade "Uzkontraktorg";
  • o trading houses operating directly at plants, factories and selling domestic products of these industrial structures. An example is OJSC Confectionery Concern "Babaevsky", which includes: OJSC "Babaevskoye", OJSC "Rot-Front",

OJSC "Yuzhuralkonditer", CJSC "Sormovskaya Confectionery Factory", CJSC "Chocolate Factory Novosibirsk", a network of trading houses in Murmansk, Orenburg, Smolensk, Kazan, Omsk, Tambov, Krasnoyarsk, as well as in Belarus. It is known that the toughest struggle in the confectionery market is with the Western companies Nestle, Mars, Cadbury, which have already bought a number of enterprises in Russia, have adapted to Russian tastes and are releasing new brands of chocolate. Therefore, the emergence of a new powerful network of trading houses will seriously compete with Western firms inside Russia. More than 40% of sales go through this own network of trading houses. In the future, it is planned to increase this volume to 70%, the rest of the sale will be carried out through a distribution network and direct retail;

• o The rarest type of trading houses are wholesale and intermediary firms deeply integrated into production, which take part both in placing new orders and in forming a production program with an attractive product range for the market.
• 2. By the nature of the activity:
  • o trading houses that perform purely intermediary functions by the type of activity of brokerage houses;
  • o trading houses that act as dealers in the market, i.e. the company is aimed exclusively at its own trading activities on its own behalf and at its own expense;
  • o the company operates as commercial centers by creating an information bank and selling commercial information about the state of markets, competitors, and also provides advertising services;
  • o trading houses that are fully integrated into production and perform supply and marketing functions in accordance with the needs and strategy for the development of industrial production.

Trading houses, as already noted, are, as a rule, joint-stock companies headed by a board of directors with a chairman, a company president, vice presidents and an executive directorate that performs operational management and control over the activities of the company, its branches, including foreign ones.

The governing bodies carry out their activities in two directions:

• - firstly, they deal with general problems of corporate governance, i.e. they solve issues of marketing activities, investment policy, planning, both strategic and operational in general for the trading house, financing and personnel management;
• - secondly, they directly manage the product divisions, in which each department is responsible for its own group.

The organizational structure of trading houses is flexible and dynamic, it is constantly changing in accordance with market requirements, as well as with the development of new activities, goods and services.

Japanese companies had a significant influence on the formation of the established Russian models of the organizational structure of trading houses. These trading houses represent a trading monopoly in Japan, selling everything from needles to space rockets, and for the most part function as multinational companies that operate through officially registered branches around the world. Moreover, the Japanese company "Mitsui Bussan" is the third largest exporter of goods from the United States.

An approximate organizational structure of a trading house is shown in fig. 6.5.

To carry out and implement the main areas of activity, a team of like-minded people is created, which includes experienced businessmen, merchandisers, planners, technical specialists, marketers and service personnel.

Rice. 6.5.

Among the internal divisions, the most important links are:

• o marketing and sales department. It is advisable to include groups (sectors) for marketing research, planning and strategic forecasting, for communications with advertising media and public relations, as well as a sector that solves the issues of logistical support for customers and the provision of services related to the preparation of products for industrial consumption and after-sales service. ;
• o department of organization of trade and services, in which it is advisable to include such groups (sectors) as the group responsible for organizing the sale of goods; a group for organizing trades, fairs, exhibitions, auctions, closed and open tenders; a group for the provision of organizational, methodological, information, commercial and consulting services;
• o the planning and economic department includes: a group of strategic and operational intra-company planning; a group of economic analysis and long-term forecasting of the development of production, trade and other profitable areas of commercial activity; a group for monitoring and evaluating the implementation of commercial activities;
• o the legal service is designed to resolve and ensure the legal and legal execution of contracts, agreements and orders with clients, arbitration issues and the whole range of claims, and also, if necessary, act as a defendant or plaintiff in the state arbitration court and other legal authorities under the general director. In small trading houses, it is advisable to resolve these issues through a legal adviser invited under an employment agreement;
• o the finance and investment department monitors the redistribution of the company's internal cash flow, including the timely formation of an investment portfolio with the subsequent redistribution of finances for the acquisition and investment of direct and portfolio investments, the search for a profitable circle of investors in order to effectively implement the financial policy of the trading house and gain a solid places in the market.

A major role in organizing the effective commercial activities of a trading house is played by departments that manage the material flow.

Warehouse, transport and wholesale trade divisions carry out complex activities, including the entire set of operations related to warehousing, loading and unloading, as well as the physical movement of goods to end consumers.

The results of the trading house's performance of the entire set of business operations and the quality of customer support largely depend on the efficiency of these divisions.

An important role is played by the speed of order fulfillment, which directly depends on the correct choice of the optimal forms of wholesale trade and cargo delivery routes, the rational use of mobile transport, the trouble-free operation of warehouse handling equipment and the network of repair and maintenance services.

MTD "Rossiya" with an extensive agency network enjoys fame among trading houses in Russia. The trading house mainly serves the needs of firms and small and medium-sized businesses, i.e. organizations that do not have the opportunity to purchase large wholesale lots of goods. Trading House "Russia" provides numerous services, including those related to the purchase, sale and promotion of goods, as well as the provision of commercial intermediary and production services. Services provided by MTD "Russia" are cheaper for customers than other trade and intermediary organizations.

MTD "Russia" is directly subordinated to the Government of Moscow. The effectiveness of MTD "Russia" depends on the great efforts of the company in the field of market research, search for a product niche both domestically and abroad, organizing and holding international fairs, exhibitions and providing consulting, advertising and service services at the request of numerous partners . Trading houses in their economic and commercial activities have certain advantages, primarily due to:

• o integration of production, trade, financial and other activities, which creates an opportunity to form a sufficiently flexible and optimal structure that effectively solves the main tasks facing the workforce;
• o the presence of a warehouse base, transport facilities, means of communication, which makes it possible to create mobile transport terminals that promote the use of progressive forms of commodity circulation;
• o the formation of a sufficiently strong financial base through close internal interaction with banks, financial and credit institutions, which allows to strengthen and develop the market infrastructure of the trading house, as well as to implement a profitable investment policy. The specifics of the functioning of trading houses is the active penetration into the sphere of material production of goods. On the Russian market, they do not limit their activities to one product group and one commercial area, but are multi-purpose entities, as they carry out not only commercial activities, but also production, research and financial and credit.

As you know, the organizational structure is an important strategic tool designed to effectively implement the strategic, tactical and functional strategies of the company. The construction of a particular organizational structure of the management system depends on a number of factors (Fig. 5. 1) The main ones are: the place of the enterprise in the marketing channel system, the degree of its dependence on general suppliers; requirements of regional suppliers and consumers of the enterprise's products; internal features of the production process (intra-production factors) and management systems (management factors).

The influence of these factors on the organizational structure occurs as a result of their impact on the characteristics of the control object and, as a result, on the goals and functions of the control system. Influencing the production process (its specialization, type of production, structure, parameters, etc.), these factors change the characteristics of the enterprise and its elements, the goals and functions of the management system, the degree of work automation, and the activities of managerial personnel. This allows you to choose the optimal type of organizational management structure for certain conditions and its quantitative characteristics: the amount of work to perform management functions, their distribution by hierarchy levels, the composition and number of personnel by departments, the relationship of departments of the management system.

ENVIRONMENTAL FACTORS

INDUSTRY REGIONAL,

INTER-INDUSTRIAL