Creation of a marketing department and it’s development on the example of Kerama Marazzi company

3.2 Functions of the marketing department of Kerama-Sochi LLC

The main task of the marketing service is to determine the company's place in the market and find opportunities to take the most advantageous position in relation to competitors (Couto, 2015). In the theoretical part, the main tasks and functions of the marketing department are spelled out. Based on the articles studied and the information obtained from in-depth interviews, the following functions of the department will be described (table 12).

In order to understand how the head office of the marketing department of the Kerama Marazzi company should interact with branches, including Kerama-Sochi LLC, interviews were conducted. Based on the results described in the part “Analysis of the situation”, the interaction of the marketing service of the Sochi branch with the head office will be reported.

The main functions of the marketing department are taken from the theoretical analysis (Urbonaviиius, Dikиius, Kasnauskienл, 2017):

- Marketing planning;

- Price management;

- Product development;

- Product promotion;

- Marketing research;

- SMM.

The head office of the marketing department, which is located in Moscow, itself develops the main marketing strategy, which should be followed by all branches of the company. Respondents noted that once a year a ready guideline is sent to the branches. Guideline is a document in which certain rules are fixed, which must be followed when making decisions regarding marketing issues. The main provisions of the guideline, which is sent to the branches once a year to release a new collection of the company, include (during in-depth interviews it was clarified): criteria for using the company logo, company colors, fonts, rules for using outdoor advertising, media advertising, POS- materials (stickers), POS-materials (posters), advertising on vehicles, window dressing, promotional materials for presentations for a wide range of buyers at points of sale. Moreover, this additionally includes the conditions for placing advertising materials of necessary information in open sources. This means that all decisions made at the local level of the branches must be coordinated with the marketing department of the head office of the enterprise. Regarding the function of pricing, the head office sends information with recommendations on pricing policy, but the final price is set by the branch, depending on the situation in the market where this or that branch operates. The product development function is carried out entirely by the head office, and the branches receive finished goods for further sale. The function of product promotion can be implemented by branches independently, subject to the basic requirements of the head office. This function can be carried out on its own, because those tools that work on the Moscow market may not fully work on the market of another region (follows from in-depth interviews). The function of marketing research is completely carried out by the local office, because it includes analysis of the current market in which the branch operates. External and internal analysis of the enterprise is an important function of the marketing department (Smirnov, 2018). The SMM function is carried out by both departments. Firstly, the Sochi department has the right to create its own profiles of Kerama-Sochi LLC on the Internet, having notified the head marketing department of this decision, to independently hire a specialist who will be responsible for the work and information in these profiles. Secondly, the marketing department sends the required criteria for the design of the visual and textual format of product advertising in open sources, from which a specialist cannot depart.

The functions of the marketing department for convenience will be divided into two categories: decisions that will be taken by the head office and functions that will be taken by the Sochi branch (table 12).

Table 12. Functions of the marketing department of Kerama-Sochi LLC

Head office of Kerama Marazzi LLC	Kerama-Sochi LLC
Marketing planning
develops a marketing strategy	follows marketing strategy
Price management
recommends price for all branches	- pays attention to the recommended price - forms its own margin on products
Product development
engaged in product development	receives finished products for further sale
Product promotion
develops product promotion options	- develops effective options for promoting products - coordinates marketing decisions with the head office
Marketing research
- explores the market to improve marketing strategies - analyzes the layout decisions made by branches	- explores the market in which it operates - develops, based on the results, marketing solutions - coordinates the adopted marketing decisions with the head office
SMM
- develops a promotion strategy in social networks - prepares content for company profiles	- uses ready-made content from the head office for profiles of the branch of the company - analyzes and reports to the head office on the effectiveness of managing and promoting products on social networks

Functions of specialists in the marketing department of the Kerama-Sochi LLC

The functions that will be prescribed for each specialist are taken from the theoretical part where the analysis of articles on this topic was carried out.

Director of the Marketing Department:

- responsible for managing other employees of the department;

- approves the final versions of the solved marketing problem with the general director of the branch;

- notifies the general directorate of all developed solutions for making the final decision;

- provides the necessary documentation on the work done by the marketing department to the general directorate.

Marketing Analyst:

- analysis of the market situation and external factors that may affect the development of the branch;

- research of the competitive environment (product and pricing policies, communication policies, etc.);

- study of customers and their preferences;

- the formation of demand and sales promotion;

- study of the internal state of an organization;

- planning strategies for the implementation of marketing tasks, based on the analysis;

- develops proposals for the development and improvement of solutions to marketing problems;

- develops proposals to increase sales of services;

- collects, generates and submits to the General Directorate summary reports on the results of the department;

- providing a report on ongoing activities.

Public Relations Specialist:

- plans and carries out advertising and PR activities of the branch;

- develops and agrees with the director of the marketing department of Kerama-Sochi LLC solutions for the promotion of products;

- develops and agrees with the director of the marketing department of Kerama-Sochi LLC advertising and information materials;

- analyzes the system of relationships with customers;

-develops proposals to improve communication with customers through communication channels;

- negotiate on the organization of cooperation partnerships with external specialists in the implementation of the marketing plan of the branch;

- organization and coordination of activities (aimed, for example, on advertising products, training industry personnel);

- attend seminars for continuing education at the head office of the marketing department (information received during the interview with the director of the head marketing department);

- SMM functions (publication of high-quality content, analysis of statistics and dynamics of the audience of users and profiles on social platforms, expanding the reach of the audience of users, working with targeted advertising);

- providing a report on current activities to the director of the department.

The work of the department can be used as their own employees and as hired specialists. This moment is best decided by the branch itself, but the recommendations of this study are advised to hire permanent specialists for 3 positions so that the results of the work are as productive as possible and without missing out on the necessary nuances.

3.3 Budget planning for the implementation of the project

For convenience, all estimated resources will be listed in the common table (table 13).

Table 13. The budget for the implementation of the project for Kerama-Sochi LLC

№	Name	Price (rubles)	Cost (rubles)
1	Organization of the workplace:
	computer (3)	65 000*	195 000
	office furniture	35 000*	35 000
	presentation projector (1)	40 000*	40 000
	presentation Screen (1)	12 000*	12 000
Total:	282 000
2	Salary for specialists:
	Director of the Marketing Department	60 000**	720 000
	Marketing Analyst	40 000**	480 000
	Public Relations Specialist	40 000**	480 000
	Total		1 680 000
Total:	1 962 000

*Source: Federal State Statistics Service. Average consumer prices for certain types of goods by organizational technique.

**Source: Sochi.hh.ru/. The average salary of marketing specialists.

The planned costs, which were described in table 13, account for 10% of the profit of Kerama-Sochi LLC for 2018. The implemented activities of the marketing department will increase the organization's profit at least twice (according to the results of the questionnaire). Consequently, the planned costs in relation to profit will be up to 5% a year after the implementation of the project.

Table 14. List of stable expenses of the marketing department

№	Name	Price (rubles)	Cost (rubles)
1	Advertising:
	Radio advertising (once a month**)	50 000*	600 000
	Website promotion (once a month**)	30 000* (Yandex Direct**) 30 000* (Google AdWords**)	720 000
	Magazine advertising (twice a year**)	25 000*	50 000
	Banner advertising: - winter season - Krasnaya Polyana**	23 000*	69 000
	summer season - Center Sochi**	27 000*	81 000
	airport advertising (6 months)**	135 000**	810 000
Total:	2 330 000
2	Presentations: Presentation of a new collection of Kerama Marazzi LLC (once a year)	1 000 000**	1 000 000
3	Advertising through microbloggers	from 5 000 and more***	60 000
4	Targeted advertising	from 5 000 and more****	60 000
5	Creation of the channel of the Sochi branch in telegram	-	-
6	The function of online ordering and payment for products through the website.	from 20 000 and more*	20 000
7	Information presentations for designers and developers	about 100 000**	300 000
Total:	3 770 000

*Source: average price of advertising services in Sochi.

**Source: based on the results of the interviews.

***Source: electronic resource - VC.ru. Information about the average price for advertising products through a blogger.

****Source: A. Dyrza, 2018. Information about the average cost for targeted advertising.

The annual costs of the planned activities will be about 3 770 000 rubles (table 14), which is 20, 8% of the actual profit for 2018. Implementation of the planned activities will contribute to a profit increase of at least 2 times (according to the results of the survey), that is, up to 36 200 000 rubles relative to 2018. The percentage of costs for the implementation of marketing decisions will decrease by 10% of the expected profit after a year of activity of the marketing department.

3.1. Development of recommendations and measures for the creation and functioning of the marketing department of Kerama-Sochi LLC

According to the results of the questionnaire, where in the last block there were questions regarding marketing tools for the development of the marketing department.

1. Hold regular meetings in the marketing department to discuss current issues.

The results of the questionnaire showed that among the answers of the respondents, the most popular answer to the question “Does your marketing department hold meetings to discuss current issues?” were:

- yes, meetings are held as necessary (16 out of 40 managers);

- yes, meetings take place every week (13 out of 40 managers);

- yes, meetings are held every month (8 out of 40 managers);

- no, meetings are not held (2 managers);

- yes, meetings take place every day (1 manager).

2. Use such channels of communication with customers as the official website of the company, profiles on social networks, banners, print mass-media, radio, advertising with the help of bloggers, newsletter by mail.

The recommendation is based on the results of the questionnaire.

3. The following social platforms will be useful for socializing with clients: Instagram, a channel on Telegram and Facebook are the most popular among the respondents' answers in the questionnaire. However, such social networks as Tik Tok, Twitter and VK were also selected.

To the question "In your opinion, which social networks are most suitable for advertising a product / service?" the most popular answers were:

- Instagram (34 managers);

- Telegram channel (15 managers);

- Facebook (12);

- Tik Tok (7);

- Twitter (3);

- VK (2).

4. Advertising of the product with the help of bloggers.

The results of the questionnaire showed that, according to managers of marketing departments, the use of such an advertising tool would be effective (31 out of 40 respondents answered - yes).

Organize customer acquisition events in a variety of formats. The outcomes of the inquirer showed that the following are effective:

- participation in exhibitions (20 managers);

- presentations (19 managers);

- entertaining events (15 managers);

- contests and quizzes in the organization (10 managers);

- sampling (6 managers);

- flash mobs (3 managers);

- webinars (2 managers).

Only 34 people passed this question, because the remaining 6 managers answered that their marketing department does not conduct any events that are organized to expand the client base / for existing partners, for regular customers.

5. In preparation for the event, search for partners.

Among the respondents, the most frequently selected answer to the question "Is your marketing department searching for partners when is it going to hold any event?" was:

- yes (23 managers);

- if necessary (9 managers);

- no (6 managers)

6. Make the online shopping function available through the official website of Kerama-Sochi LLC.

According to the results of the questionnaire, 26 out of 40 respondents answered “yes” to the question “Are customers actively using the online shopping function?”.

To summarize, on the basis of all the analyzes and results, the following recommendations were developed for the creation and development of a marketing department for Kerama-Sochi LLC:

Firstly, the linear structure of the organization of the future department was developed, a ready-made scheme (figure 20) of this structure was provided for a better understanding and the optimal number of specialists for the Sochi branch was determined (based on the results of the questionnaire). Secondly, the functions were determined for the marketing department, as well as for each individual specialist. Moreover, thanks to the outcomes of the interviews, the functions that are carried out by the head office have been identified. In addition, the table (table 12) was created, which describes the functions that should be performed by the head marketing department and the local department, as well as communication between them. Thirdly, a detailed budget plan was developed, where the author prescribed average values ??relative to the price parameter for each item (table 14 and table 15). In addition, detailed recommendations were written for possible ways of developing the department's activities, where various effective marketing tools were proposed (based on the results of the questionnaire and interviews).

The developed recommendations are based on all previously performed analyzes, which were fully described in the previous parts of this study. The results will be provided in the form of the developed project to Kerama-Sochi LLC, which sent request to conduct the project-analytical research.



Conclusion

The purpose of this project was to respond to the request from Kerama-Sochi LLC by developing recommendations for the creation and development of a marketing department in this branch. Analysis of previous works and scientific articles on marketing and marketing services has shown that little attention is paid to the study of marketing processes for relatively small enterprises in the construction industry, as well as the demand for creating such services on the territory of branches of any company. Consequently, the results of this project can supplement the research in this area. Regarding the objectives of the thesis, the following results were obtained.

Firstly, strategic analysis was carried out during which it turned out that external and internal factors contribute to the development of the construction industry, and therefore, the growth of the Sochi branch. Moreover, an expert assessment showed that the technological factor was the most influential factor from the PESTEL analysis, which after calculating the average value received 5 points (5 points is the most significant). In second place were political, economic and legal factors.

Secondly, the financial analysis of Kerama-Sochi LLC for the study period (based on financial statements (based on the financial statements provided by the Sochi branch) showed that the company is developing steadily. In 2014 and 2015, some financial indicators did not correspond to the normal value, but by 2018, many of them had reached optimality. In addition to the internal mechanisms implemented by Kerama-Sochi LLC during the analyzed period, another trend may be the instability of the ruble exchange rate throughout the country over the years (this information is taken from the records of the Central Bank of the Russian Federation). Moreover, financial analysis showed that the organization has large inventories (73% at the end of 2018), that is, goods that are stored in a warehouse. These findings confirm the need to create a marketing department to increase and stimulate sales, reduce inventory and enlarge the assets of this enterprise, including highly liquid ones.

Thirdly, in order to better understand the structure of marketing departments, their functions and specialists, the survey was conducted, which was agreed to pass 40 marketing managers who work in construction companies. The results of the questionnaire helped to understand the main functions, demanded specialties and their tasks within the department, effective marketing tools, social platforms, as well as the necessary measures to increase the number of product buyers.

Fourth, the results of 10 interviews with specialists who occupy leading positions in Kerama Marazzi LLC made it clear how the marketing services of the head office and branches interact. Based on the information received, recommendations were developed, where the functions of departments were implemented, which are executed at the local and head levels.

The results obtained after this study can be useful as new knowledge and help small businesses make their activities more efficient using the results of this study. This work has implications for companies where the number of employees varies from 16 to 100 inclusive, that is, for medium-sized organizations that are related to the construction industry, because in this study all analyzes are related to the construction sphere, the questionnaire and interviews were also conducted with specialists who work in this environment.

In order to achieve the goal and complete the project, a number of analysis methods were used. Consequently, certain limitations form, which led to the formulation of recommendations for future research. First, the respondents for the conducted questionnaire and interviews were selected using the snowball method, where the contacts of the specialist were able to find out through another specialist, which could adversely affect the objectivity of the sample. Secondly, the small sample may be a limitation. However, due to the sudden pandemic, it was difficult to establish a connection with larger number of respondents. Thirdly, the narrow focus of this study can also serve as a limiter, because the project was created for the specific organization, therefore, the analysis was carried out with those factors that are important for the results regarding the construction industry and small enterprises. Moreover, due to the fact that recommendations are being developed for the Sochi branch, given the market situation in the Krasnodar region, the outputs of this thesis may not be acceptable to other regions of Russia. Regarding recommendations for future research, it would be interesting to analyze the need to create marketing departments in different branches, but for companies that operate not in the construction industry, but in some other. In addition, further research may include the study of the importance of the marketing departments and their activities in the coronavirus and after the pandemic. Taking into account the high level of popularity of marketing tools for increasing competitiveness, this bachelor's work may find further application in the following studies. The developed recommendations have practical application and can be used by small enterprises whose activities are related to the construction industry, in particular the production and sale of ceramic products.



Reference list

6. Berg, S. (1988). Snowball sampling. Encyclopaedia of Statistical Sciences, 8, 12-15.

7. Lin, C.A., Rauschnabel, P.A. (2015). Social Media Marketing: Psychological Insights, Managerial Importance, and Future Research Directions. Encyclopedia of E-Commerce Development, Implementation, and Management, IGI Global. Forthcoming, 4-5.

8. Murphy, D. (2005). The Click in the Bricks. Research World, 29-30.

9. Ries, A.,Trout, J. (1989). Bottom-up Marketing. McGraw-Hill, 97-98.

10. Suslova, Y.Y., Shcherbenko, E.V., Veremeenko, O.S., Alyoshina, O.G. (2018). Marketing. Krasnoyarsk: Siberian Federal University, 380-381.

11. Anpilov, S.M. (2017). Analysis of factors affecting the level of sustainable development of the construction industry in the Russian Federation. Samara State University of Economics, 55-58.

12. Anokhin, A.N. (2014). Methods of expert judgment. Obninsk: IATE, 110-111.

13. Berezin, I.S. (2004). Marketing analysis: principles and practice, Russian experience. M.: Eksmo, 280-281.

14. Bevers, S., Waller, M. (2017). Developing a Marketing Plan. Produced by AgriLife Communications, The Texas A&M System, 2-3.

15. Brown, S.W. (2015). Marketing Renaissance: Opportunities and Imperatives for Improving Mareting Thought, Practice, and Infrastructure. Journal of Marketing, 22-24.

16. Bakanov, M.I., Melnik, M.V., Sheremet, A.D. (2010). Theory of Economic Analysis. Finance and Statistics, 536-537.

17. Brei, M., Gambacorta, L. (2014). The leverage ratio over the cycle. BIS Working Papers, 469-470.

18. Blazhevich, O.G., Suleymanova, A.L. (2015). Profitability of the enterprise is the most important indicator of the effectiveness of the enterprise. Journal of Investment and Business, 71-72.

19. Breuer, A., Frumusanu, M.L., Manciu, A. (2018). Cash and Liquidity Ratio. Constantin Brвncuєi” University of Tвrgu Jiu, Economy Series, 33-34

20. Bondarev, S.A. (2018). Theoretical and methodological foundations of marketing and its impact on management systems. Journal of Current Issues of Economic Sciences, 4-5.

21. Cook, V.J., Page, J.R. (1987). Assessing Marketing Risk. Elsevier Science Publishing, 521-524.

22. Couto, J. P. (2015). Determinants of the establishment of marketing activities by subsidiaries. Journal of American Academy of Business, 307-310.

23. Cooper, C. (2017). SWOT analysis. John Wiley & Sons, 1-3.

24. Creswell, J.W. (2012). Educational research: Planning, conducting, and evaluating quantitative and qualitative research (4th ed.). Upper Saddle River, NJ: Pearson Education, 20-23.

25. Dukes, S. (1984). Phenomenological methodology in the human sciences. Journal of Religion and Health, 23, 199-200.

26. Edler, J., Fagerberg, J. (2017). Innovation policy: what, why, and how. Oxford Rev. Econ. Policy 33(1), 11-16.

27. Fox, K.A. (2015). The Renaissance of Marketing. Business & Economic Review, 25-26.

28. Fiyaksel, E.A., Ermakova, E.A. (2018). Innovative Economics. Organization of R & D systems in Russian corporations. Scientific Journal of Innovation, 31-33.

29. Frolova, I.I., Abrymsky, A.A. (2018). Improving the organization of selection and placement of personnel in the enterprise. Kazan Innovation University named after V.G. Timiryasova, 200-201.

30. Garrow, L. (2016). Expert opinions: Current pricing and revenue manage-ment practice across U.S. industries. Journal of Revenue and Pricing Management, 5, 3, 240-243.

31. Grishin, N.V. (2016). Social factors of electronic geography. Astrahanskiy state university, 19-20.

32. Grunig, J.E. (2014). The relationship between public relations and marketing in excellent organizations. Journal of marketing communications, 140-145.

33. Gubanova, E., Khromyleva, T., S. (2016). Analysis of investment potential using SPACE analysis. Financial University under the Government of the Russian Federation, 4-6.

34. Gombola, M., J., Ketz, J., E. (1983). Financial Ratio Patterns in Retail and Manufacturing Organizations. Financial Management, 12, 43-44.

35. Gupta,M., C., Huefner, R., J. (1972). A Cluster Analysis Study of Financial Ratios and Industry Characteristics. Journal of Accounting Research, 10, 76-77.

36. Glazunov, M.I. (2009). Disclosure of the economic nature of the current ratio. Journal of Russian Entrepreneurship, 89-90.

37. Geamanu, M. (2016). Economic Efficiency and Profitability. Seria StiinNe Economice Anul 21/2011 Partea, 117-118.

38. Goel, S., Hofman, J. M., Sirer, M.I. (2017). Studying web browsing behavior at scale. In Proc. 6th International Conference on Weblogs and Social Media, 23-25.

39. Homburg, Ch., Workman, J. P., Krohmer, H. J. (2016). Marketing's influence within the firm. Journal of Marketing, 63, 14-16.

40. Huber, J., Whelan, K. (1999). A marginal story as a place of possibility: Negotiating self on the professional knowledge landscape. Teaching and Teacher Education, 15, 391-393.

41. Howorth, C.,Westhead, P. (2015). The Focus of Working Capital Management in UK Small Firms. Management Accounting Research, 14, 94-111.

42. Hill, S., Provost, F., Volinsky, C. (2016). Network-based marketing: Identifying likely adopters via consumer networks. Statistical Science, 21 (2), 262-269.

43. Heinonen, K. (2011). Consumer activity in social media: Managerial approaches to consumers' social media behavior. Journal of Consumer Behaviour, 10(6), 361-364.

44. Jagdish, N.S, Sisodia, R.S. (2016). Marketing Productivity: Issues and Analysis. Journal of Business Research, 55 (5), 348-350.

45. Kogotkova, I.Z., Mehdiyeva, A.Yu. (2017). Improving marketing activities in the construction organization. Journal of the University Herald, 2 -3.

46. Karyakina, I.E. (2019). Analysis of the current state of the construction industry of the Russian Federation, problems and prospects of its development. Sakhalin state university, 63-66.

47. Korol, T.O. (2017). The role of environmental factors in the implementation of green building technologies in Russia. Journal of Ecology and Life Safety, 159-162.

48. Koshelev, V.A. (2018). Sources of risks in construction. Science, 7, 7-10.

49. Koshevoi, O.S., Golosova, E.S., Seidov, Sh. G. (2017). Organization of an expert survey with the involvement of specialists from government. Social Research, 98-100.

50. Louw, L., Radder, L., (1998). SPACE Matrix: A tool for calibrating competition. Social sciences, 549-559.

51. Laguta, I.V., Korotich, I.O. (2016). The specifics of marketing in construction. Implementation of marketing activities. Journal Regional Development: Electronic Scientific and Practical Journal, 2-3.

52. Luenendonk, M. (2016). Marketing Department: Organization, Tools & Responsibilities. Proceedings of 25th European Conference on Information Systems, 5-8.

53. Laskina, L.Y. (2018). Expanding analytical capabilities of the ratio analysis of entities' solvency through cash flows. Digest Finance, 23, 16-28.

54. McGovern, G.J., Court, D., Quelch, J.A., Crawford, B. (2004). Bringing Customers Back into the Boardroom. Harvard Business Review, 82 (11), 70-80.

55. Morgan, R. E. (2015). The contribution of marketing to business strategy formation: a perspective on business performance gains. Journal of Strategic Marketing, 8, 342-346.

56. Moorman, C., Rust, R.T. (2018).The Role of Marketing. Journal of Marketing, 63, 191-193.

57. Moyer, R.C., McGuigan, J.R., Kretlow, W.J. (2015). Contemporary Financial Management. South-Western College Publication, 67-68.

58. Mathews, Dr. S., Ohajionu, U.C., (2015). Advertising on social media and benefits to brands. Social Sciences and Humanities, 335-351.

59. Milutina, L.A. (2017). The financial stability of the enterprise as a key characteristic of the financial condition. University Herald, 2-3.

60. Mechikova, M.N. (2017). Marketing activities of industrial enterprises in Russia in the context of import substitution. Vestnik of the Siberian Institute of Business and Information Technology, 3-4.

61. Nasution, A. E., Putri, L. P., Dungga, S. (2019). The Effect of Debt to Equity Ratio and Total Asset Turnover on Return on Equity in Automotive Companies. Advances in Economics, Business and Management Research, 92, 184-185.

62. Naderifar, M., Goli, H., Ghaljaie, F. (2017). Snowball Sampling: A Purposeful Method of Sampling in Qualitative Research. Strides Dev Med Educ, 14(3), 3-4.

63. Napalkova, E.V. (2017). Management of the development of competencies of the personnel of the organization. Mordovian State University N.P. Ogaryova, 4-5.

64. Oborina, A.B. (2018). The analysis of the major factors influencing the development of the construction complex of Russia. Perm National Research Polytechnic University, 123-124.

65. Puschmann, C. (2016). Blogging. Heinrich Heine University of Dusseldorf Angemelde, 85-86.

66. Pankrukhin, A.P. (1999). Marketing. Institute of International Law and Economics named after A.S. Griboedova, 24-25.

67. Pakhomov, E.V., Ovchinnikova, M.S. (2019). The current state of the construction industry of the Russian Federation. Young scientist, 2, 255-256.

68. Rust, R.T. (2014). Measuring Marketing Productivity: Current Knowledge and Future Directions. Journal of Marketing, 68, 77-81.

69. Rouzies, D. (2015). Sales and marketing integration: a proposed framework. Journal of Personal Selling, 115-119.

70. Robinson, T.R., Wendy, H.E., Broihah, L. (2016). International Financial Statement Analysis. CFA Institute Investment Series, 260-265.

71. Ryabkov, O.A. (2015). Typology of marketing strategies. Bulletin of the University of the Russian Academy of Education, 119-120.

72. Razovsky, I.V., Kuliev, R.T. (2019). Improving the competitiveness of the company using reputation management methods. Economics and Business: Theory and Practice, 4-5.

73. Sheth, J. N. (2015). Efficacy of financial measures of marketing: It depends on markets and marketing strategies. Journal of Targeting, Measurement and Analysis for Marketing, 9, 350-353.

74. Song, X.M. (2017). The Role of Marketing in Developing Successful New Products in South Korea and Taiwan. International Marketing,51-59.

75. Savchuk, G.A., Mokerova, Yu.V. (2014). Enterprise marketing management. Concept, 112-113.

76. Smirnov, A.A. (2018). Marketing management system. Practical Marketing. 6-7.

77. Spillard, P., Moriarty, M. (2017). The role matrix: a diagnostic test of marketing health. European Journal of Marketing, 28, 56-75.

78. Urbonavicius, S., Dikcius, V., Kasnauskiene, G. (2017). Importance of Marketing Functions in a Company. Engineering Economics, 73-75.

79. Uzelac, N. (2016). Strengthening the link between marketing strategy and financial performance. Journal of Financial Services Marketing, 11, 2, 143-145.

80. Utkin, E.A. (2003). Marketing. Eksmo, 67-97.

81. Vuong Quoc Duy (2016). Possible marketing solutions to attract the customers. Advanced Engineering Technology and Innovative Science, 10-13.

82. Verkhorubov, S.A., Ryabtsev, S.N. (2018). Agronomy. Proceedings of the St. Petersburg State Agrarian University, 5-7.

83. Weinzimmer, L.G. (2013). Relating marketing expertise on the top management team and strategic market aggressiveness to financial performance and shareholder value. Strategic Marketing, 11, 144-148.

84. Webster, F.E. (2017). A perspective on the evolution of marketing management. Journal of Public Policy & Marketing, 24 (1), 123-125.

85. Zhemchugov, A.M., Zhemchugov, M.K. (2016). Strategy of Enterprise's Development. Economics and Management, 6-8.

86. Central Bank of Russia. [Electronic source]. Information about economic indicators.

87. Retrieved from https://cbr.ru/key-indicators/

88. Federal Tax Service of the Russian Federation. [Electronic source]. Information about economic indicators.

89. Retrieved from https://egrul.nalog.ru

90. Federal State Statistic Service. [Electronic source]. Information about economic indicators.

91. Retrieved from https://eng.gks.ru/

92. Ministry of Construction and Housing and Communal Services of Russia. [Electronic source]. Strategy for innovative development of the construction industry Russian Federation until 2030.

93. Retrieved from stroi.mos.ru

94. Scapp, Sochi. [Electronic source]

95. Retrieved from https://sochi.scapp.ru/

96. Kerama Marazzi LLC. [Electronic source]. Information about the company.

97. Retrieved from https://spb.kerama-marazzi.com/ru/

98. School of Targetologists. [Electronic source]. Information about the specialty - blogger.

99. Retrieved from https://dyrza.ru/shop

100. Work in Sochi. [Electronic source]. Official average salaries for specialists in Sochi.

101. Retrieved from https://sochi.hh.ru/

102. VC. [Electronic source]. Information about the average salary for the services of bloggers.

103. Retrieved from https://vc.ru/marketing



Appendices

Appendix 1

Guide of the questionnaire for three experts for PESTEL analysis

Hello, I am a student of the Higher School of Economics of St. Petersburg, Anna Volodina. My thesis is devoted to the topic of creating a marketing department in an organization that works in the Russian market of ceramic decorative materials. To do this, I need to conduct a qualitative and quantitative PESTEL analysis of the current market situation in order to understand what factors can more and less affect the development of Kerama-Sochi LLC. I ask you to answer a number of questions by listing for each factor from the PESTEL analysis several parameters and then evaluate each of the parameters according to the degree of significance for the Sochi branch (significance from 1 to 5, where 1 is the least significance, 5 is the most significant). I also ask you to answer exactly how these parameters of each factor influence the development of the branch.

Please name your:

1. Full name, surname and patronymic;

2. Position in the company / academic title;

3. Your work experience in this position (number of years)

Political factors:

1. State regulation through the formation of a regulatory framework (for example, established standards in the construction industry, prescribed obligations of participants in the construction industry and interaction with each other);

2. Centralized administrative influence (regulation of production activities, setting standards for production costs, regulation of individual monopolized sectors);

3. Market mechanisms (antitrust policy of the state, creation of a healthy competitive environment, state depreciation policy, state participation in the ownership and financing of companies);

4. International relations of Russia with other countries.

Economic factors:

1. State policy in relation to the economy;

2. The level of taxes;

3. Competition;

4. Interest rate;

5. Inflation;

6. The unemployment rate;

7. Investment situation.

Social factors:

1. The standard of living of the population;

2. Social guarantees;

3. The demographic situation;

4. The level of education and qualifications of employees.

Technological factors:

1. New products on the market;

2. Automation;

3. Increasing the role of innovation in the activities of enterprises;

4. R&D (research and technological development (RTD);

5. Lower production costs.

Environmental factors:

1. Certification;

2. Minimization of harmful effects on human life and the environment;

3. Climate.

Legal factors:

1. Legislative acts adopted by the government regulating the activities of business entities;

2. Conditions for grants, subsidies and support of the state budget.



Appendix 2

Questionnaire with expert opinions.

The first expert - Novikova Larisa Vitalevna.

Должность: Генеральный директор ООО Керама- Центр.

Опыт работы в строительной сфере: 25 лет.

Политические факторы:

1. Государственное регулирование посредством формирования нормативно-правовой базы (например, установленные стандарты в строительной отрасли, прописанные обязательства участников строительной отрасли и взаимодействия друг с другом). 4 балла

2. Централизованное административное влияние (регулирование производственной деятельности, установка стандартов по производственным издержкам, регулирование отдельных монополизированных секторов). 2 балла

3. Рыночные механизмы (антимонопольная политика государства, создание здоровой конкурентной среды, государственная амортизационная политика, государственное участие в собственности и финансировании компаний). 5 баллов

4. Международные отношения России с другими странами. 5 баллов

По значимости: 4+2+5+5=16/4=4 балла за политический фактор.

Экономические факторы:

1. Государственная политика в отношении экономики; 3 балла

2. Уровень налогов; 3 балла

3. Конкуренция; 4 балла

4. Процентная ставка; 3 балла

5. Инфляция; 5 баллов

6. Уровень безработицы; 2 балла

7. Инвестиционное положение; 3 балла

По значимости: 3+3+4+3+5+2+3 = 23/7=3,3 балла за экономический фактор.

Социальные факторы:

1. Уровень жизни населения; 5 баллов

2. Социальные гарантии; 3 балла

3. Демографическая ситуация; 2 балла

4. Уровень образования и квалификации работников; 4 балла

По значимости: 5+3+2+ 4= 14/4=3,5 балла за социальный фактор.

Технологические факторы:

1. Новые продукты на рынке; 5 баллов

2. Автоматизация; 4 балла

3. Повышение роли инноваций в деятельности предприятий; 5 баллов

4. НИОКР; 3 балла

5. Снижение издержек производства; 5 баллов

По значимости: 5+4+5+3+5= 22/5=4,4 балла за технологический фактор.

Экологические факторы:

1. Сертификация; 4 балла

2.Минимизация вредного воздействия на жизнь человека и окружающую среду; 2 балла

3. Климат; 0 баллов

По значимости: 4+2+0=6/3=2 балла за экологический фактор.

Правовые факторы:

1. Принятые правительством законодательные акты, регулирующие деятельность субъектов хозяйствования; 5 баллов

2. Условия для грантов, субсидий и поддержки государственного бюджета. 2 балла

По значимости: 5, 2=7/2=3,5 балла за правовой фактор.

The second expert - Nina Aleksandrovna Bukhareva.

Должность: Генеральный директор ООО Керама-Сочи.

Опыт работы в строительной сфере: 16 лет.

Политические факторы:

1. Государственное регулирование посредством формирования нормативно-правовой базы (например, установленные стандарты в строительной отрасли, прописанные обязательства участников строительной отрасли и взаимодействия друг с другом). 4 балла

2. Централизованное административное влияние (регулирование производственной деятельности, установка стандартов по производственным издержкам, регулирование отдельных монополизированных секторов). 3 балла

3. Рыночные механизмы (антимонопольная политика государства, создание здоровой конкурентной среды, государственная амортизационная политика, государственное участие в собственности и финансировании компаний). 5 баллов

4. Международные отношения России с другими странами. 5 баллов

По значимости: 4+3+5+5=17/4=4,3 балла за политический фактор.

Экономические факторы:

1. Государственная политика в отношении экономики; 3 балла

2. Уровень налогов; 4 балла

3. Конкуренция; 4 балла

4. Процентная ставка; 5 баллов

5. Инфляция; 5 баллов

6. Уровень безработицы; 4 балла

7. Инвестиционное положение; 3 балла

По значимости: 3+4+4+5+5+4+3= 28/7=4 балла за экономический фактор.

Социальные факторы:

1. Уровень жизни населения; 5 баллов

2. Социальные гарантии; 3 балла

3. Демографическая ситуация; 3 балла

4. Уровень образования и квалификации работников; 4 балла

По значимости: 5+3+3+4= 15/4=3,8 балла за социальный фактор.

Технологические факторы:

1. Новые продукты на рынке; 5 баллов

2. Автоматизация; 5 баллов

3. Повышение роли инноваций в деятельности предприятий; 4 балла

4. НИОКР; 4 балла

5. Снижение издержек производства; 5 баллов

По значимости: 5+5+4+4+5= 23/5=4,6 балла за технологический фактор.

Экологические факторы:

1. Сертификация; 3 балла

2.Минимизация вредного воздействия на жизнь человека и окружающую среду; 2 балла

3. Климат; 1 балл

По значимости: 3+2+1=6/3=2 балла за экологический фактор.

Правовые факторы:

1. Принятые правительством законодательные акты, регулирующие деятельность субъектов хозяйствования; 5 баллов

2. Условия для грантов, субсидий и поддержки государственного бюджета. 3 балла

По значимости: 5+3=8/2=4 балла за правовой фактор.

The third expert is Myagkova Victoria Yurievna.

Должность: Коммерческий директор ООО Керама-Сочи.

Опыт работы в строительной сфере: 17 лет.

1. Государственное регулирование посредством формирования нормативно-правовой базы (например, установленные стандарты в строительной отрасли, прописанные обязательства участников строительной отрасли и взаимодействия друг с другом). 3 балла

2. Централизованное административное влияние (регулирование производственной деятельности, установка стандартов по производственным издержкам, регулирование отдельных монополизированных секторов). 2 балла

3. Рыночные механизмы (антимонопольная политика государства, создание здоровой конкурентной среды, государственная амортизационная политика, государственное участие в собственности и финансировании компаний). 5 баллов

4. Международные отношения России с другими странами. 4 балла

По значимости: 3+2+5+ 4=14/4=3,5 балла за политический фактор.

Экономические факторы:

1. Государственная политика в отношении экономики; 3 балла

2. Уровень налогов; 4 балла

3. Конкуренция; 4 балла

4. Процентная ставка; 4 балла

5. Инфляция; 5 баллов

6. Уровень безработицы; 3 балла

7. Инвестиционное положение; 4 балла

По значимости: 3+4+4+4+5+3+4 = 27/7=3,9 балла за экономический фактор.

Социальные факторы:

1. Уровень жизни населения; 4 балла

2. Социальные гарантии; 2 балла

3. Демографическая ситуация; 2 балла

4. Уровень образования и квалификации работников; 3 балла

По значимости: 4+2+2+3= 11/4=2,8 балла за социальный фактор.

Технологические факторы:

1. Новые продукты на рынке; 4 балла

2. Автоматизация; 4 балла

3. Повышение роли инноваций в деятельности предприятий; 5 баллов

4. НИОКР; 4 балла

5. Снижение издержек производства; 5 баллов

По значимости: 4+4+5+4+5= 22/5=4,4 балла за технологический фактор.

Экологические факторы:

1. Сертификация; 3 балла

2.Минимизация вредного воздействия на жизнь человека и окружающую среду; 2 балла

3. Климат; 0 баллов

По значимости: 3+2+0= 1,7 балла за экологический фактор.

Правовые факторы:

1. Принятые правительством законодательные акты, регулирующие деятельность субъектов хозяйствования; 5 баллов

2. Условия для грантов, субсидий и поддержки государственного бюджета. 3 балла

По значимости: 5+3=8/2=4 балла за правовой фактор.

General ratings for PESTEL analysis:

Political sphere: 4.

Economic factor: 4

Social factor: 3.

Technological factor: 5.

Ecological: 2.

Legal: 4



Appendix 3

Guide of the questionnaire of 40 managers of marketing departments.

Здравствуйте!

Меня зовут Володина Анна, я студентка 4 курса НИУ ВШЭ. Данный опрос создан с целью узнать профессиональный взгляд про структуру работы маркетингового отдела. Прохождение займет 5-7 минут. Благодарю Вас за внимание к данному опросу и его прохождение. Опрос является анонимным, не содержит персональных данных. Все данные будут использованы только в обобщенном виде.

1 блок.

1) Укажите Ваш возраст:

- 18-25

- 26-35

- 36-46

- 46-55

- старше 55

2) Укажите Ваш пол:

- мужчина

- женщина

3) Укажите Ваш стаж работы:

- менее года

- от 1- 5 лет

- более 5 лет

2 блок.

1) Ваша организация является:

- микропредприятие (до 15 человек, максимальная выручка в год 60 млн. руб.)

- малым предприятием (от 16 до 100 человек включительно для малых предприятий, максимальная выручка в год 400 млн. рублей)

- средним предприятием (от 101 до 250 человек включительно для средних предприятий, максимальная выручка в год 1 млн. рублей)

- крупным предприятием (выше 250 человек, максимальная выручка в год 2000 млн. рублей)

2) Ваша организация является российской или международной?

- российской

- международной

3) Есть ли у вашей организации филиал/филиалы?

- да

- нет

4) В какой отрасли ваше предприятие осуществляет свою деятельность?

Открытое поле

5) Маркетинговый отдел, в котором Вы работаете, функционирует в головном офисе или в филиале организации?

- головной офис

- филиал

6) Через год после начала деятельности маркетингового отдела, прибыль компании увеличилась или уменьшилась?

- увеличилась

- уменьшилась

- осталась неизменной

7) Во сколько раз увеличилась/ уменьшилась прибыль вашей организации с появлением маркетингового отдела (спустя год деятельности после его создания)?

- до 50%

- 50-100%

- более 100%

- другое

8) Сколько специалистов входит в маркетинговый отдел вашей организации?

- пустое поле

9) Выберите из перечисленных специалистов тех, которые работают в маркетинговом отделе вашей организации? (ориентируйтесь, пожалуйста, не на название должности, а на функции должности)

- Менеджер по маркетингу;

- Аналитик по маркетингу;

- Сотрудник по связям с общественностью;

-SMM специалист;

- Координатор по маркетингу;

- Ассистент по маркетингу;

- Другое

10) Какое количество менеджеров по маркетингу (управляют другими сотрудниками отдела, утверждает конечные варианты решенной задачи, выбирает способы отображения сообщений, которые могут быть опубликованы) работает в вашем отделе?

- пустое поле

11) Какое количество аналитиков работают в вашем отделе?

- пустое поле

12) Какое количество сотрудников по связям с общественностью работают в вашем отделе?

- пустое поле

13) Какое количество сотрудников экспертов по социальным медиа работают в вашем отделе?

- пустое поле

14) Какое количество координаторов по маркетингу работают в вашем отделе?

- пустое поле

15) Какое количество ассистентов по маркетингу работают в вашем отделе?

- пустое поле

16) Какие из перечисленных специальностей, на Ваш взгляд, больше всего нужны маркетинговому отделу? (ориентируйтесь, пожалуйста, не на название должности, а на описание)

- Менеджер по маркетингу;

- Аналитик по маркетингу;

- Сотрудник по связям с общественностью;

- Эксперт по социальным медиа;

- Координатор по маркетингу;

- Ассистент по маркетингу;

- Другой ответ

17) На Ваш взгляд, нужно ли создавать маркетинговый отдел в филиалах компании (если потребности клиентов филиалов отличаются)?

- да

- нет

18) Проводит ли ваш маркетинговый отдел встречи для обсуждения текущих задач?

- да, проходят каждую неделю

- да, проходят каждый месяц

- да, проходят по необходимости

- нет, не проходят

19) Через какие каналы связи ваш клиент может узнать о продуктах или услугах, которые предоставляет ваша организация? (тут можно будет выбрать несколько вариантов)

- официальный веб-сайт компании;

- профили в социальных сетях;

- рассылка по почте;

- печатные СМИ;

- реклама на радио;

- реклама на телевидении;

- баннеры в городе;

- реклама с помощью блогеров

- другой ответ

3 блок.

1) Есть ли у вашей организации собственный официальный веб-сайт?

- да

- нет

2) Если есть веб-сайт, то осуществляются ли через него онлайн покупки?

- да

- нет

3) Является ли, на ваш взгляд, веб-сайт организации востребованным среди покупателей? (просмотр веб-сайта, покупка товара через веб-сайт, оформление доставки через веб-сайт и тд.)

- да

- нет

4 блок.

1) Есть ли у Вашей организации собственный профиль в Инстаграм?

- да

- нет

2) Занимается ли ваш маркетинговый отдел развитием и продвижением продукта/услуги с помощью данного профиля?

- да

- нет

3) Какие инструменты использует ваш маркетинговый отдел для продвижения продукции? (тут можно будет выбрать несколько вариантов)

- проведение конкурсов в профиле организации

- выкладывание stories

- выкладывание постов

- периодическое проведение рубрик

- проведение прямых эфиров

- принятие заказов

- консультация клиентов по возникшим вопросам

- другой ответ

4) Привлекает ли ваш маркетинговый отдел блогеров к рекламированию вашего продукта/услуги с помощью социальных сетей (Инстаграм, Фейсбук, Твиттер, канал в Телеграмме)?

- да

- нет

10) На Ваш взгляд, какие социальные сети подходят для рекламы продукта/услуги? (тут можно будет выбрать несколько вариантов)

- Инстаграм

- канал в Телеграмме

- Фейсбук

- Твиттер

- Тик Ток

- другой ответ

5 блок.

1. Ваш маркетинговый отдел проводит мероприятия, которые организовываются для расширение клиентской базы и для уже имеющихся партнеров, для постоянных покупателей и заказчиков?

- да, проходят каждую неделю

- да, проходят каждый месяц

- да, проходят каждый год

- да, проходят по необходимости

- нет, не проходят

- другой ответ

2. Если ваш маркетинговый отдел проводит мероприятия, то какого именно формата?

- презентации (презентация продукции компании, нововведений, новых возможностей фирмы и тд)

...