Nowadays, consumers are very spoiled, and manufacturers strive to provide them with something new, non-standard, unusual, trying to charm them with design, packaging, brand design. It is necessary to produce a high-quality and interesting product that meets the needs of the buyer. How can you expand the range and improve the quality of chocolate?

It is necessary to expand the range of chocolate for children and diet food, increase the amount of protein and reduce the carbohydrate content in the product, and produce fortified types of chocolate.

Products for children should not contain preservatives, artificial colors, flavors, stabilizers, etc. Chocolate for children should be made from biologically complete products (for example, milk, with the addition of nuts, dried fruits).

Also in the assortment of chocolate for children, you can include chocolate with the addition of phosphatides. Phosphatide favorably affects the growth and development of a young organism. With the addition of phosphatides, it is necessary to develop dietary varieties of chocolate.

Recently, sweeteners, sweeteners, such as sorbitol, xylitol, fructose, are most often used in production, the sweetness of which is close to that of sugar. In the production of chocolate for children, it is preferable to use fructose, because. xylitol and sorbitol have toxic properties. In metabolism, fructose, along with sucrose, is a source of energy. It is effectively absorbed and can be consumed by diabetics as a daily food component.

The assortment of chocolate will expand due to the introduction of advanced technologies and the acquisition of modern packaging equipment. This will save time and expand production.

Packaging and positioning of chocolate products play a significant role. Regular updating of design and modernization of already known products is necessary. This will keep the interest of consumers in the products of this company.

The assortment of chocolate products can be expanded by introducing new methods of product molding (standard chocolate is produced in a rectangular shape, it can be molded in the form of hearts, stars, medallions, etc.). You can also come up with new ways of arranging fillings and fillers.

One of the largest Austrian chocolate producers has developed a technology for making a new type of chocolate. In it, the main component will be camel milk.

Austrian chocolate makers have signed a contract with an Arab camel farm to supply milk for the production of a new sweet delicacy. Camel milk is a good alternative to cow's milk. it contains less fat and sugar. Therefore, specialists in the process of manufacturing a product can use additional sweet additives, including honey, resulting in a tasty, high-quality and healthy delicacy.

You can also conduct a survey or questionnaire to identify consumer preferences, find out what types of chocolate they prefer, their wishes and suggestions.

Product quality can be improved by using high quality raw materials, using innovative technologies, etc. Product quality must meet quality standards. The enterprise must have certificates confirming compliance with the requirements of quality standards. Also, product quality can be improved in research and development.

In most cases, quality improvement stimulates the growth of consumption volumes, and, consequently, production. This is due to the fact that a new, higher quality is not only created to satisfy more high need, but also changes the nature of existing needs or generates new ones and gives impetus to the development and improvement of people's living standards.

Summarizing, we can say that quality is an integral property of the product. Consumers prefer high quality products, and manufacturers should prioritize this. The quality can be improved with the help of innovative technologies, the use of high quality raw materials. As for the range, the main ways to expand the range of chocolate products can be: the introduction of advanced technologies and the acquisition of modern packaging equipment; increase in the number of varieties, molding methods, combinations of fillers; originality of new products, their unusual packaging and positioning; identification of consumer needs and their implementation in production.

Introduction

To carry out successful activity in the market, a detailed and well-thought-out product policy is necessary. The fact is that product decisions are dominant in the development and implementation of the marketing mix.

The main objective of the commodity policy is to determine the range of goods that is most preferable for successful operation in the market and ensures the efficiency of the enterprise as a whole.

The assortment is all types of varieties and brands of goods that are produced by the enterprise. The optimal assortment usually contains products that are at different stages of the product life cycle.

A company's ability to focus on the key positions of its assortment set can be one of the significant factors in achieving its competitive market advantage.

The relevance of the chosen topic is undeniable, since any company, in order to develop and succeed, needs to correctly analyze the range of products and make a decision either to continue the production of goods, or to withdraw it from production and exclude it from the range.

At present, in a market economy, when the consumer places increased demands on the quality and assortment of goods, all the economic indicators of the organization and the market share depend on the efficiency of the enterprise with the manufactured goods.

The purpose of the study is to develop in the study of the assortment policy, as well as proposals for optimizing the assortment at the enterprise.

To achieve the main goal in the work, it is necessary to solve the following tasks;

To study the theoretical foundations of the assortment, its indicators;

· identify the features of the assortment policy;

Explore ways to expand the range.

The theoretical and methodological basis of the study are:

· works of domestic and foreign scientists;

materials of periodicals;

reference data of educational and periodicals.

1. Theoretical foundations of the formation of the assortment policy of the enterprise

1.1. The essence of the product range

When deciding on production, it is necessary to determine the composition of products by types, types, varieties, sizes and brands, i.e. assortment.

Product range - a group of products that are closely related, either because they function similarly, or because they are sold to the same groups of customers, or through the same types of outlets, or within the same range. prices.

The assortment is a set of goods intended for:

for a specific area of ​​application ( Appliances);

· for sale in a certain price range (prestigious expensive products);

· for sale in specific stores, supermarkets, boutiques, etc.;

The range of goods is specified by their types, varieties, names, etc.

Kind - a set of goods that differ in individual purpose and identification features. Quite often, the type of goods is determined by their appearance, and for food - additionally by taste, smell, texture. Although these signs are not unconditional, due to their availability and simplicity, they are most often used in practice.

Variety - a set of goods of the same type, differing in a number of particular characteristics.

Name - a set of goods of a certain type, differing from goods of the same type by their own name and individual characteristics, due to the selection of raw materials, materials, as well as the design and production technology.

Nominal name - nominal generalized name of the goods produced by different manufacturers.

Brand name - the individual name of the goods produced by a particular enterprise.

The formation of a product range is a continuous process, since market requirements always pose problems for its improvement, and their solution has an appropriate focus.

There are four main principles of assortment formation:

1. functional - by the proximity of the functions performed;

2. consumer - by consumer groups;

3. household - by types of intermediary, trade organizations or by style of sale;

4. price - according to the price level.

The formation of the assortment can be carried out:

1. creating a parametric series (productline) - a horizontal strategy;

2. product differentiation, destining each new version for a specific market segment, - concentric strategy;

3. diversification of production and development of a product mix (product mix) - a conglomerate strategy.

An important role in the product policy is played by assortment management, the main purpose of which is its optimization. In the process of optimization, managerial influences are directed to the main characteristics of the assortment: breadth, saturation, depth, harmony.

The breadth of the assortment is the sum of its constituent assortment groups. The assortment can be too narrow if profits can be increased by adding new products to it. It may be too wide for the firm if profits can be increased by excluding a number of products from it.

Downscaling - expansion of the range at the expense of goods and services of a lower level. Many firms are initially located in the upper echelon of the market and subsequently gradually expand their range to cover the lower echelons. The goal is to deter competitors, attack them or penetrate into the fastest growing market segments.

Upscaling - expanding the range of products and services of a higher level. Firms operating in the lower segments of the market usually want to penetrate the higher ones. The decision to build up can be risky. Competitors in the higher echelons can go on the counterattack, starting to penetrate into the lower echelons of the market.

Firms operating in the middle echelon of the market may decide to increase their assortment both up and down.

The saturation of the assortment is the total number of all manufactured goods. The range is replenished and updated. The systematic replenishment of the assortment can lead to its glut, which sometimes makes it difficult for the buyer to make a choice when buying a product. Therefore, when expanding the range, it is desirable to make sure that new varieties of market products differ from existing ones.

The depth of the assortment is determined by the number of assortment positions in each assortment group. This characteristic of the assortment shows the degree of product differentiation. The depth of the assortment can serve as one of the means of stimulating sales and meeting the various needs due to different tastes, habits and preferences of buyers.

The harmony of the assortment is the degree of proximity of goods of various assortment groups with respect to their end use, requirements for the organization of production, distribution channels and other indicators.

The characteristics of the range are determined by the following factors:

conditions of the competitive environment;

type of consumer behavior;

the specifics of the industry;

the ability to follow a compromise business development;

the potential of the company;

Type of company's business strategy.

Assortment groups can be classified using the Boston Matrix.

The Boston Matrix (Fig. 1.1.) is designed to help marketing in the allocation of resources relative to the product portfolio. This tool can also be used to compare different segments, markets, territories, types of businesses and even consumers. In this case, we will use it in the context of a product portfolio.

Rice. 1.1. Boston Matrix

The vertical axis measures the future growth rate of a product in the portfolio based on its position in the product's life cycle. The horizontal axis plots the market share of products, with a large share on the left and a small share on the right. Growth is an indicator of attractiveness, and share is an indicator of the strength shown in the market.

"Stars" are goods sold in conditions of rapidly growing demand, which predetermines their need for financing, which they can already partially or fully cover from the profits received from their sale.

"Dark horses" are goods that are just entering the market and need significant investment, since although their sales are growing, they do not provide the company with significant profits.

"Cash cows" are goods that are also actively sold on the market and give the company significant profits. These are goods that do not require significant investments, since the methodology for their production has been worked out and the costs of production and marketing are minimal, so sales proceeds go to finance other product groups.

The bottom right cell contains "dogs", products that should be disposed of or managed so that the effort and resources expended on them are cheap.

Ideally, a business should have products in at least the "Stars", "Problem Kids" and "Cash Cows" boxes. This is a balanced portfolio that reflects balanced investments.

1.2. The essence of the assortment policy

Assortment policy involves resolving the issue of the origin of goods - the sale of goods produced by the company or purchased by it from external sources.

The objectives of the assortment policy may be different. Among them:

The process of forming the assortment policy of an enterprise can be determined based on the following options:

Narrow commodity specialization;

commodity differentiation;

Commodity diversification;

commodity vertical integration, etc.

Narrow product specialization is determined by the work of the company in a narrow segment of the market and is associated with a limitation in the scope of sales of products for a number of reasons.

Product differentiation, or individualization, is associated with the allocation by the company of its goods and services as special, different from the goods and services of competitors, providing them with separate niches of demand. Differentiation also implies diversity and a wide range of products produced by one firm.

Product diversification involves a significant expansion of the scope of the company and the implementation of the production of a large number, as a rule, unrelated goods and services.

Product vertical integration aims to expand the company's activity vertically, when the company masters and controls the production or services in one technological chain, for example, raw materials, parts and assemblies, as well as marketing functions for one product or a small product group.

So, the main task of the assortment policy is to optimize the assortment. Assortment optimization is a continuous process of implementing a product policy, and the assortment cannot be optimized once for the entire period of the company's presence on the market. The optimal assortment usually contains products that are at different stages of the product life cycle: strategic products (introduction phase), the most profitable (growth phase), supportive (maturity phase), tactical (to stimulate the sale of new products), planned to be phased out (decline phase). ) and under development (R&D stage).

1.3.Methods of assortment analysis

1. Analysis of the profitability of the assortment group of goods

This method is the simplest and least time-consuming, it is based on the principle of profitability in different states of the commodity nomenclature and comparing them with each other.

The profitability indicator of products is the ratio between the profit received from the sale of goods and the costs of its production. Profitability is an estimated indicator, since on its basis it is possible to determine the production efficiency of each stock item and decide on the feasibility of its production. If this indicator is calculated for a group of goods, then it is possible to evaluate the effectiveness of changes taking place in the nomenclature. If the profitability of the product group increases, then assortment changes should be accepted.

2. Matrix of joint purchases

This assortment analysis method reveals the links between products that are formed as a result of their mutual complementation to satisfy the need or stable behavior of buyers who purchase these goods at the same time.

An assessment of the intensity of the relationship between products makes it possible to justify the decision to keep the product in the assortment if its sales are not effective enough, but its presence in the assortment causes joint purchases.

3. Method by turnover

This method is based on the V. Pareto rule, which in this case is interpreted: 20% of the assortment provides 80% of the turnover. The combination of these two basic indicators gives an objective idea of ​​the priorities and outsiders in the turnover of each particular group of market products.

4. Method of analysis of assortment groups based on determining the contribution of assortment groups to the total profit of the company

According to this method, you need to know what percentage of total sales and total profits are accounted for by each individual item. Let's say the first item accounts for 50% of total sales and 30% of total profit. The first two items together account for 80% of total sales and 60% of total profits; the third - 10% of total sales and 20% of total profit; the fourth - 8% of total sales and 18% of total profit; the fifth - 5% of total sales and 4% of total profit, (Fig. 1.2.)

Fig.1.2. The share of individual trade items in the volume of sales and profits of the product line.

If the first two units are suddenly forced out by competitors, the line's sales and profits will drop sharply. A high share of sales across multiple items means that the product line is vulnerable. In this regard, it is necessary to constantly monitor the main commodity units, to pay increased attention to them. In contrast, the last item accounts for only 5% of total sales and profits. In relation to this commodity unit, the manager may decide to discontinue its production, unless, of course, the product has significant growth potential.

5. ABC - analysis. ABC analysis is a classic assortment analysis tool

It consists in identifying the proportion of covering total costs and ensuring profits by various groups of goods included in the assortment.

ABC-analysis is based on the analysis of two basic indicators - profitability and liquidity of goods and gives an objective idea of ​​the priorities in the company's turnover of each specific group of goods.

The essence of this method lies in the fact that the analyzed set of objects is divided into three categories depending on their share in the company's turnover:

· the annual volume of sales of this marketable product in value terms;

the price of a unit of goods;

The level of scarcity of marketable products;

Availability of resources for the production of this product;

the duration of the product production cycle;

· shelf life of goods, etc.

In order to assign a particular category of importance to a product, they use similar company information about the volume and structure of sales, the costs of material, labor and financial resources in the development of the analyzed groups and varieties of goods, the speed of turnover of commodity items, etc.

So, if in the total range of 20 items of goods, the first 4 give 80% of sales, the next four provide an increase of another 10%, and all the rest account for the remaining 10%, then this is a fairly typical picture characterizing the assortment blocks A, B, respectively. , C (Fig. 1.3).

FROM

IN

BUT

Fig.1.3. Three blocks of ABC assortment analysis

The application of the ABC analysis method allows answering the following questions:

· For the purchase of what goods in the first, second and last turn the financial resources of the company are spent?

Which product takes more time and human resources to sell?

· Suppliers of which goods require special relationships and for which commodity items do you need insurance in the form of an alternative source of obtaining resources in case of supply disruption?

What is the optimal storage limit that should be set for different products?

· What part of the assortment should be emphasized when promoting the brand and conducting advertising campaigns?

2. Assortment analysis and assortment policy planning

2.1. Principles of assortment formation. The structure of the optimal assortment

The optimal assortment structure should ensure maximum profitability, on the one hand, and sufficient stability of economic and marketing indicators (in particular, sales volume), on the other hand.

Achieving the highest possible profitability is ensured through constant monitoring of economic indicators and timely decision-making to adjust the range.

The stability of marketing indicators is ensured primarily through constant monitoring of the market situation and timely response to changes, and even better, taking proactive actions.

In addition, it is important that there are not too many product names. According to our experience, for the majority of Ukrainian enterprises, the main reserve for optimizing the assortment is still based on a significant reduction in the assortment range. Too large assortment has a bad effect on economic indicators - there are many positions that, in terms of sales, cannot even break even. As a result, the overall profitability falls sharply. Only the exclusion of unprofitable and low-profit items from the assortment can give the company an increase in overall profitability by 30-50%.

In addition, a large assortment disperses the strength of the company, makes it difficult to competently offer goods to customers (even sales department employees are not always able to explain the difference between one or another position or name), and disperses the attention of end consumers.

Here it would be appropriate to recall the psychology of human perception of information. The reality is that the average person is able to perceive no more than 5-7 (rarely up to 9) semantic constructs at a time. Thus, a person, making a choice, first selects these same 5-7 options based on the same number of criteria. If the seller offers more selection criteria, the buyer begins to experience discomfort and independently weeds out criteria that are insignificant, from his point of view. The same thing happens when choosing the actual product. Now imagine what happens if a person has a hundred practically indistinguishable (for him) goods in front of him, and he needs to buy one. People in such a situation behave as follows: either they refuse to buy at all, because they are not able to compare such a number of options, or they prefer what they have already taken (or what seems familiar). There is another category of people (about 7%), lovers of new products, who, on the contrary, will choose something that they have not tried yet.

Thus, from the point of view of the buyer (to ensure a calm choice from perceptible options), the assortment should consist of no more than 5-7 groups of 5-7 items, i.e. the entire assortment from the point of view of perception should optimally consist of 25 - 50 items. If there are objectively more names, then the only way out is an additional classification.

It is generally accepted that the buyer needs a wide range. This widest range is often referred to even as a competitive advantage. But in reality, it turns out that for a manufacturer, a wide range of products is hundreds of product items, and for a consumer, 7 items are already more than enough. And thus, the consumer does not need a wide assortment at all, but the variety necessary for him.

If an enterprise professes a wide range approach, then it is enough to analyze sales, look at statistics to make sure that sales leaders are 5-10, at most 15% of items, all other positions are sold very little, the demand for them is small, although the costs differ little from costs by top sellers. It turns out a situation where several items "feed" the entire wide range of the enterprise. And this is far from always justified from the point of view of ensuring the completeness of the assortment (favorite arguments of sellers), that is, the representation of various items to cover the maximum possible options for customer needs. In practice, it turns out that completeness is fully ensured, even if the existing assortment is halved or even tripled. The main thing in this case is to correctly classify all goods and ensure that the assortment includes goods from each possible group of this classification. Moreover, the more grounds for classification the company can identify, the more balanced the decision will be. So, the classification of goods can be according to the needs of customers, according to functional purpose goods to the benefit of the company.

Of particular importance in such a situation is the role played by certain positions of the assortment. For this, products can be classified into the following groups:

1. the main group of goods (which bring the main profit and are in the growth stage);

2. supporting group of products (products that stabilize sales revenue and are in the stage of maturity);

3. strategic group of goods (products designed to ensure the future profit of the company);

4. tactical group of goods (products designed to stimulate sales of the main product group and are in the stage of growth and maturity);

5. group of products under development (products not present on the market, but ready to enter the market);

6. goods leaving the market (which do not make a profit and must be removed from production, withdrawn from the market).

After that, it is necessary to determine the share of each group in the total volume of production. For a stable position of the company in the assortment structure: the group of goods and 1 and 2 must be at least 70%.

Thus, this makes it possible to evaluate the existing assortment set in the company and, correlating it with the profit received, to assess the correctness of the assortment planning, its balance.

In addition, an increase in the volume of goods of groups that bring the main income will not always contribute to an increase in the company's profit. Here it is important to pay attention to the balance of unsold goods (what increase it will give and the possibility of its further sale).

2.2. Consideration of restrictions in the formation and optimization of the assortment

As follows from the above, the basic principle of forming a balanced assortment is that the assortment structure should provide the maximum possible overall profitability(therefore, it is necessary to strive to increase profitability for each item).

However, as already noted, what is beneficial to the company is not always in demand by the market. Accordingly, the first restriction in the formation of the assortment is imposed by the market (the general situation in the industry, the demand for the product and its trends, the level of competition, etc.)

However, in addition to the situation in the external environment (on the market), the internal situation in the company also influences the formation of the assortment.

There are a number of internal restrictions that cannot be ignored when forming a balanced assortment:

1. Company goals

Example: The trading company set itself the goal of bringing products under its own brand to the market. Production was launched, the first sales began. The new brand was still little known, sales were low. Gradually, the new brand began to gain popularity, but 2 years after its launch, sales still accounted for only 30% of the company's turnover. The owners of the company wanted to bring sales of their own brand to at least 50%. But the commercial director was against it, he believed that it was unprofitable - demand is insufficient and grows insignificantly. And it is better to focus on well-known and well-selling brands. In this case, the company's goals came into conflict with the market situation. However, in this case, despite the lack of demand so far, the management made a management decision to continue efforts to launch their own brand. Moreover, the profitability for these products was significantly higher than for those goods that sold well and were in demand.

2. Production capacity of the company

Any equipment has its own power limit. Those. when fully loaded, it is capable of producing no more than a certain number of products. When planning an assortment, this data should always be at hand. To compare the planned output volumes with the maximum capacity of the equipment. It happens that the demand for a product is so great that it significantly exceeds the capabilities of the equipment. In this case, it is advisable not to reduce the plans for the production of this product, but to consider purchasing additional pieces of equipment or placing an order with a third-party enterprise.

3. Restrictions on other resources (human, material, financial)

In addition to production constraints, any company may have a shortage of other resources to produce the planned volume of output.

The production of goods and services, depending on what resources it needs to a greater extent, can be, in particular:

Labor-intensive (high share of labor costs)

Material-intensive (a large share of the cost of purchasing raw materials and materials)

· capital-intensive (large financial resources are needed to carry out the work), etc.

Those. it is necessary to take into account the specifics of production, since the lack (or the inability to quickly replenish) the necessary resources can lead to the fact that the planned production volumes, taking into account the maximum benefit and taking into account demand, simply cannot be achieved. That is why, when the production (sales) plan is ready, it is important to check it for each item of possible restrictions, and determine if there is one among them that will not allow you to achieve what was planned.

2.3. Technology for analyzing the assortment of an enterprise

The assortment policy of the company must necessarily include technology and the frequency of analysis and adjustment of the assortment. Each company has the right to independently decide which technology to take as a basis. You can limit yourself to the annual meeting on the range, where you listen to all opinions and make a decision. And you can conduct regular monitoring of all components (economic and marketing indicators for each position, taking into account all possible restrictions) and make decisions based on objective data. Or choose one of the intermediate options, depending on the specifics of the company.

Consider the technology of carrying out the analysis of the assortment in general terms. This technology can be both reduced and expanded, made more detailed, depending on the specific situation.

1. Marketing analysis

Marketing analysis is the collection, study and analysis of information about the market. Market information implies the general state and development trends of the industry, the balance of power among competing companies, changes in consumer preferences and expectations.

Accordingly, marketing analysis is carried out on the following grounds:

Let's give an example of conducting a marketing analysis for the market of river fish

· What is the overall demand for the industry's products: stable, falling, growing.

The overall demand for the industry's products (river fish) is gradually growing due to the general recovery in the economy, as well as due to the fashion for healthy lifestyle life (as you know, fish is better absorbed than meat, river fish is less high in calories). However, the demand for river fish is less than for sea fish. The analysis revealed several reasons: the habit of consumers (historically, river fish is not widely available for sale); more complex preparation and consumption; the stereotype that sea ​​fish more useful. Based on this, when forming the assortment, it is important to provide for the expansion of names and a greater emphasis on semi-finished products that are easier to cook and eat.

· How demand develops within the industry: for which goods the demand is growing, for which it is falling, what is fashionable.

The structure of demand in the river fish market is practically absent, due to the fact that the entire range consists of live fish. The demand for semi-finished products, stuffed fish, portioned pieces is growing, but weakly, since these products are very little represented. Growth in demand is predicted with the expansion of the range. Therefore, it makes sense to expand the production of semi-finished products, ready-to-cook fish.

What price level exists for each group of goods

For example, 1 kg of ordinary river fish costs in the range of 20 - 50 hryvnia, so if your price does not fit into this level, you need an additional justification (the best appearance, larger size, better quality due to special feeding, etc.).

· In what competitive advantages company and its products

For example, your company produces semi-finished products for public catering establishments (restaurants, cafes). Your customers buy semi-finished products from you (both portioned fish parts and stuffed fish). It is important for them to buy all the items, but the most demanded are “carp stuffed with mushrooms and cheese, without bones”, as your technology ensures very high quality and freshness of the products. For you, this is not particularly beneficial precisely because of the technology (a lot of manual work). But you cannot refuse this position, otherwise customers will not buy everything else, because it is more convenient for them to make a purchase in one place. You also cannot raise prices due to the fact that your price is already the highest on the market (at the same time, customers continue to choose you, and you cannot abuse their trust). Therefore, the only way out is to continue issuing a position that is not particularly profitable, but to get the overall profitability at the expense of other positions.

How do competitors behave, what is their assortment policy.

Other companies offer mostly live fish and cleaned, chilled fish. There are practically no ready-made frozen products from river fish on the market, which only need to be reheated, and there are also few semi-finished products - stuffed fish and ready-made portioned cuts in the package. That is, these niches are underfilled and there is potential unsatisfied demand. Therefore, it makes sense to introduce such positions and expand the existing assortment.

Therefore, from this marketing analysis in relation to the assortment, the following conclusions can be drawn:

Consider the issue of expanding the range at the expense of semi-finished products

Consider the introduction of semi-finished products in individual packaging

Consider introducing ready-made frozen meals to the range

Introduce inexpensive but tasty fillings into the “stuffed fish” group (to increase the profitability of this group)

Having carried out a marketing analysis at stage 1, the company already understands approximately in which direction it makes sense for it to move. However, it may have goals that do not quite coincide with the situation on the market, moreover, the company may set the task of changing the situation on the market, setting a new trend in the development of the industry, setting a fashion, etc. Therefore, before accurately defining goals, it is necessary to understand what kind of marketing strategy the company will follow. The decision depends both on the capabilities and on the desire of the company.

As part of the assortment policy, several strategies are usually distinguished:

1. narrow product specialization (determined by the work of the company in a narrow segment of the market and is associated with a limitation in the scope of sales of products for a number of reasons);

2. product differentiation (individualization) (associated with the allocation by the company of its goods and services as special, distinctive from the goods and services of competitors, providing them with separate niches of demand).

These strategies are mainly characteristic of small companies.

The advantages of these strategies are: full coverage of the selected segment, a complete analysis of the client's preferences, capabilities, analysis of external factors.

Disadvantages: the risk of not covering losses due to the impossibility of expanding the segment or restrictions in the formation of the assortment.

With such strategies, it is necessary to clearly know:

Who is your client (market segment);

What do you sell (want or plan);

Where do you sell (sales channels).

Example: The director of a small shoe company with several stores in different parts of the city decided to expand his business and opened another store (in the building of a shopping center).

Based on the results of six months of work (2 seasons), it became obvious that this store does not bring the expected income. An analysis of the assortment was carried out (formed on the basis of a single level of quality for all stores of the company), which showed the principle of "random purchase". And the analysis of consumer behavior showed that the formed assortment does not satisfy the tastes and capabilities of customers. Moreover, the client does not feel the difference in the quality of this product with the cheaper one, which almost 90% formed the assortment of the shopping center.

Thus, the reason for the decrease in the profitability of the store was initially wrong choice Locations: The choice of location for this store was determined by the size of the rental payments, leaving out the information about the customer who visits this mall.

The company's management was faced with a choice:

Or change the place of the store (which incurs additional considerable costs);

or create an assortment of this store for this client (which may adversely affect the image of the company due to a decrease in the quality of goods);

· or, having saved the place and assortment, to carry out an active advertising policy to attract your client to this store (and it does not matter that the store is located in a place where this client would not otherwise come).

After weighing all the "pros" and "cons" (the ratio of costs and the expected result), the management preferred the latter option.

This example shows that specialization is not such a simple strategy as it seems at first glance. Although a company has the opportunity to focus on one thing, sometimes it may turn out that the capacity of the chosen niche is clearly insufficient, and in order to expand it, certain actions must be taken, often accompanied by additional costs.

commodity diversification (a significant expansion of the company's activities and the production of a large number of unrelated goods and services);

commodity integration (expansion of activity not horizontally, but vertically: the company masters or joins itself and controls production (services) along one technological chain (- connections with suppliers), as well as marketing functions for one product or product group (- connections with intermediaries).

The choice of these two strategies dictates a systematic approach to the analysis of the assortment, its capabilities and environmental conditions; and inherent in larger companies with a large and diverse assortment.

Often, the choice of strategy is determined precisely by the company's capabilities, including established connections, the ability to access limited resources, and other opportunities that are stupid not to use if the company already owns them.

Example: The company started as a small section of plastic tableware (sourced from Southeast Asia) in a hardware store. The business went well, at first several more similar departments were opened in other stores. Then the production of similar dishes was organized in the Moscow region. Opened several branded stores. For the store, only plastic utensils were not enough, the assortment was supplemented with other plastic products. For this, they used the established contacts in Southeast Asia.

Most often, an assortment audit can pursue the following goals:

1. justification for the introduction of new positions

2. rationale for the need to reduce the range

3. the need to adjust production volumes for each item

4. the need to adjust the price for each item

The task of evaluating the range may also be the need to increase the profitability of sales as a whole by increasing the profitability of each item separately.

For example, a change in the company's marketing strategy, for example, reorientation to a different target audience, should lead to the need to introduce new product lines. And changes in the market, for example, the emergence of a new fashion, should lead to the replacement of a tired assortment with an updated one. The improvement of equipment, technologies and the emergence of other achievements of scientific and technical progress can make it possible to introduce those assortment items that have not yet been produced due to technical limitations and to exclude more labor-intensive and undemanded items.

After the assortment optimization goals are clear, it is necessary to calculate economic indicators: revenue, cost, profitability, break-even point, coverage contribution ratio, operating leverage, financial safety margin for each item. This work does not fall within the competence of marketers and sales specialists, therefore, it will not be considered within the framework of the article. However, in general terms, you need to understand by what indicators to request financiers to carry out calculations. The depth of calculations will depend on the purpose of the assortment analysis.

If the goal is to increase the overall profitability by optimizing the assortment, then a full economic analysis is indispensable. But in any case, indicators such as marginal profit, break-even point and cost for individual positions will be needed.

After the calculations are made, there is a comparison of all product names with each other according to the calculated indicators. As a result of the analysis, the most profitable and disadvantageous positions from an economic point of view are singled out.

5. Comparison of economic analysis with marketing. Making decisions on assortment optimization

Comparing the results of economic and marketing analysis for each position is a rather laborious task, it requires thoroughness, attention and the ability to consider the situation as a whole.

As a result of this analysis, the following possible decisions are made for each position of the existing assortment:

1. what positions it makes sense to remove from the assortment

2. for which positions to increase the volume of production (sales), and for which to reduce

3. for which positions to increase the price, and for which to reduce

In addition, the prospects for the introduction of new positions are evaluated, their planned sales volumes and prices are determined.

When making decisions, you can focus on the following basic principles:

It is necessary to reduce positions (names of products):

· with negative profitability and low or falling demand;

· with negative profitability and stable demand, if it is not possible to increase the price or sales volume to the level of the break-even point.

Increase planned sales volumes by positions:

· having negative profitability and growing demand (as well as fluctuating demand, which can be influenced using sales promotion methods) to the level of the break-even point;

· having a positive profitability and stable demand up to the maximum possible level determined by demand.

Reduce production volumes for items:

· with a clear trend towards a drop in demand to the level of average profitability;

· with a profitability significantly below average to a level that provides the minimum required representation of the position in the assortment (for the completeness of the assortment);

· with profitability significantly below average and low turnover to a level that provides an average level of turnover.

· Increase the price of items:

· with negative profitability and growing demand until the break-even point is reached;

Having a negative price elasticity of demand (when the price decreases, demand decreases) in the presence of growing demand.

Reduce price by item

· having a positive profitability and a good level of demand with a downward trend in the presence of a stable price elasticity of demand (price rises - demand decreases).

3. Ways to expand the range

The assortment change policy can be based on three approaches:

1. Vertical change. This process is an integral part of the vertical diversification of the company's activities and is aimed at expanding / narrowing production associated with the independent production of those components that were previously purchased from third-party suppliers, as well as creating our own distribution network to promote our products.

2. Horizontal change. One of the components of the policy of horizontal diversification. It represents a change in the assortment within the framework of an already ongoing activity or in similar directions or entering new markets without moving to adjacent levels within the framework of cooperation.

3. Complex change. Diversification in both directions.

Evaluation of the effectiveness of one or another approach to building an assortment strategy should be based, first of all, on the calculation of a possible increase in profit (ΔPr) received in connection with a change in the range of products sold.

ΔPr = ΔD - ΔR,

where ΔPr is the change in profit, ΔD is the change in income, ΔP is the change in costs caused by the expansion / narrowing of the range.

In accordance with this, the expansion of the range can occur at several levels:

The pressing question for the manufacturer is whether it is necessary to develop a standard product suitable for all selected markets, or to adapt it to the specific requirements and characteristics of each individual segment, creating for this a certain number of modifications of the base product. Both cases have their pros and cons.

Thus, although it is very tempting to create a standard product that is the same for all markets, it is often impracticable. At the same time, the policy of differentiation does not justify itself economically where market conditions allow for partial or complete standardization (universalization) of the product.

The benefits of this kind of product standardization include: reducing the cost of production, distribution, marketing and service; unification of the elements of the marketing mix; acceleration of return on investment, etc. Incomplete use (in comparison with differentiation) of potential market opportunities, insufficiently flexible response of marketing to changing market conditions in this case hold back innovation.

Differentiation, or modification, of a product allows you to more fully use the "absorbing" capabilities of markets, taking into account the specifics of their requirements in certain regions of the country and foreign countries, to fill those product niches where there is no competition or it is insignificant. However, the definition of such a direction in the assortment strategy is an expensive undertaking, associated with the need to modernize and expand production capacities, diversify and restructure the sales network and, of course, expand the marketing mix. Ultimately, the use of standardization, differentiation, or a combination of both depends on the specific conditions of the manufacturer's activities and is determined end result- the level of economic efficiency of sales and its volume, achieved using these methods.

Another important element in improving the assortment and overall product policy is the removal of inefficient goods from the program. Goods that are morally obsolete and economically inefficient, although possibly in some demand, can be withdrawn. The decision to withdraw or leave the product in the program of the enterprise is preceded by an assessment of the quality of the indicators of each product on the market. At the same time, it is necessary to take into account the combined information from all markets where they are sold in order to establish the real sales volume and the level of profitability (profitability) in dynamics that each of its products provides the manufacturer.

The main conclusion from what has been said regarding the timely withdrawal of goods from the assortment is that the manufacturer must organize systematic monitoring of the behavior of the goods on the market, of its life cycle. Only under this condition will complete and reliable information be obtained, allowing you to make the right decisions. To facilitate the solution of the problem, one should have a methodology for assessing the position of the product in the various markets where the enterprise operates.

The final decision to withdraw a product from the program or to continue its sale can be simplified if, already at the product development stage, quantitative requirements are set for it: the level (standard) of payback, sales volume and / or profit (taking into account the full cost of resources). If the product ceases to meet these criteria, then the nature of the decision to withdraw it is predetermined.

A product that has exhausted its market opportunities and is not withdrawn from the production program in time brings great losses, requiring funds, efforts and time disproportionately to the results obtained. Therefore, if the manufacturer does not have a clear system of criteria for withdrawing goods from the production and marketing program, and does not systematically analyze the manufactured and sold goods, then its assortment will inevitably be “overloaded” with inefficient products, with all the ensuing negative consequences for the manufacturer.

Conclusion

Assortment policy involves resolving the issue of the origin of goods - the sale of goods produced by the company or purchased by it from external sources.

The objectives of the assortment policy are:

Satisfying the needs of consumers;

optimal use of the company's technological knowledge and experience;

optimization of the financial results of the company - the formation of the assortment is based on the expected profitability and profit volume;

· win new customers by expanding the scope of the existing production program.

The basic principle of forming a balanced assortment is that the assortment structure should provide the highest possible overall profitability (hence, one should strive to increase profitability for each item).

The assortment policy of the company must necessarily include technology and the frequency of analysis and adjustment of the assortment. Each company has the right to independently decide which technology to take as a basis.

The technology consists of several stages:

1. Marketing analysis

2. Defining company goals and choosing a marketing strategy

3. Setting tasks for evaluating the assortment based on marketing analysis and in accordance with the goals of the company

4. Conducting economic calculations and economic analysis

5. Comparison of economic analysis with marketing. Making decisions on assortment optimization.

The expansion of the range can occur at several levels:

· Increasing the positions of homogeneous goods: the production of new varieties, changing the packaging, packaging, configuration, etc. of already mastered products;

· Introduction of heterogeneous products: development of new product lines: diversification;

· Promotion of absolutely new (unparalleled) products;

· Combination of actions: carrying out assortment changes at two or three levels at the same time.

The characteristics of the expediency of entering one or another level of expanding the range must be considered from the standpoint of the need for a) new research developments; b) additional financing.

How to increase sales by changing the assortment.

Initial statement of the problem.

On one of round tables When discussing issues related to the possibility of increasing sales, a question was asked by one of the participants - how can sales be increased by changing the assortment?

It was a regional distributor of household chemicals, hygiene products, cosmetics, perfumes, household goods, which sold both wholesale and retail customers in the city and region. He explained that the issue of assortment is one of the areas for increasing sales that they are considering in their company.

As a result, based on the answer to his question, this article was born. The complexity of this issue is that the assortment specialist is responsible for increasing sales only in the retail segment, and for other types of business it is far from being so obvious.

Therefore, within the framework of this material, we have tried to simultaneously combine two different points of view of specialists who consider this problem from different positions. From the position of a specialist in assortment management and from the position of a specialist in sales management.

Arthur: expert in analysis and inventory management, analyst.

Nicholas: expert in complex projects to increase sales.

How to build a product line to increase sales?

Nicholas : It is better to consider this separately: the task of increasing sales for the company and the task of assortment analysis and its capabilities for solving this problem.

Another factor we need to consider is what kind of business we are considering this task for.

The possibilities of using assortment analysis to improve business and sales efficiency depend on what we are considering:

An industrial company that manufactures,

A trading company that resells goods,

Retail trade (network companies).

In all these cases, the task of increasing the efficiency of assortment management and the formation of an optimal “product line” will differ.

Arthur: I would also add the question of how we formulate the goal of increasing sales efficiency. We want to increase the turnover or profitability of sales and the entire company. These are somewhat different tasks, although the analysis tools can be very similar. There are nuances that must be taken into account depending on the goal.

Nicholas : In this case, we consider a typical set of problems of a trading (distribution) company and opportunities to increase its sales.

First, in order to increase the sales volume of a trading company, you can consider using a whole set of sequential algorithms, the effectiveness of which depends on the specific situation.

In most cases, the solution to this problem is complex in nature ...

In the most generalized form, they can be reduced to:

Improving the efficiency of the existing sales system,

Attracting new clients

Improving the efficiency of working with existing customers,

Expanding the geography of sales,

Expansion or narrowing of the product range.

Secondly, in this case we will consider only those issues that are related to the analysis of the assortment and product line and how the results obtained can be used for the task.

So given: a trading company,

a) local distribution - geography of sales city and region,

b) clients - retail companies, small and medium wholesale,

c) range, sales matrix: household chemicals, hygiene products, cosmetics, perfumes, household goods

Arthur: First, we need to agree on the basic terminology so that we do not have differences in their understanding.

The first concept is assortment policy". This is a document that reflects what we consider our assortment, where and what kind of assortment we take, how and to whom we sell it.

Ideally, the "assortment policy" defines long-term objectives and specifies the general rules and principles of assortment management. As a rule, "assortment policy" is one of the sections of the company's strategy.

The second concept is assortment matrix. It includes a listing and description of the entire nomenclature with which the company works. This matrix reflects the division of the assortment into groups, subgroups, categories, etc. It describes the important characteristics and properties of goods, their roles, input and output prices, and much more. A well-formed matrix will allow the use of modern analysis tools, such as OLAP cubes and Data Mining.

The assortment matrix is ​​the very working tool with which we can change and manage the composition and behavior of the assortment. The more complete (more informative) and more rigidly it is built into the company's business processes, the more effective the analysis and management of the product line. Based on the information contained in the matrix, we can analyze various sections of the data. Usually, the matrix indicates whether the assortment belongs to one or another product groups, subgroups and categories, suppliers, the start date of sales of the assortment, seasonality, minimum order, etc.

The third concept is business processes of assortment management. They can be different in the company - it depends on the corporate culture of the company and the distribution of responsibility within it. Business processes include the following: "input-output of the assortment into the assortment matrix", "purchases and returns", "pricing", "analysis of sales and balances", "promotions", etc.

Nicholas: If there is a company development strategy, then there is a sales development strategy, which in turn determines the assortment management strategy, which actually leads to the development of an “assortment policy”. I think that no one argues with this.

How to check, or rather to make a diagnosis: how effectively does the company manage the assortment?

Arthur: There are two sub-points to this question: is the assortment managed at all, and if so, how effectively?

In order to understand for yourself about assortment management, you need to ask a few questions within the company.

Who in the company is responsible for inventory management?

If so, how and in what way??

How often is the issue of withdrawing or introducing new suppliers or commodity items raised/discussed?

How often does this happen?

Are there any "rules" for such meetings?

How many (how many) factors are analyzed to prepare a decision on the withdrawal / entry of a supplier or commodity items?

... The list of questions can be continued ... But the answers to them allow us to make an assessment of how the company relates to solving this problem.

Comments on possible answers to these questions.

No. 2. Allows you to evaluate the main algorithms for working with the assortment, which are accepted in the company.

No. 3. If the answer is “as needed”, then this means that the company does not systematically deal with this issue.

No. 4. The clarifying question to No. 3 allows you to evaluate: when and in what cases the company becomes interested in improving the effectiveness of the assortment.

No. 5. Basically, this is a simplified estimate. existing business the process of "input-output of the assortment in the assortment matrix".

No. 6. This allows you to evaluate the key factors that guide the company in addressing issues related to the range.

Nicholas: What practical techniques can be used to identify that there are problems in the Company's product range, other than the desire to increase sales?

Arthur: There is a certain algorithm for analyzing the available assortment. It is not the only one and is based on a systematic approach and working with numbers in the following order:

A) Analyze the sales structure.

B) Perform inventory investment analysis.

C) Study the distribution of indicators.

I will show the application of this algorithm on a specific example of data in Table No. 1.

Table number 1. Summary data of annual sales by product categories.

	Commodity Group	Revenue t.ru	Margin t.rub	Pieces sold thousand	Average commodity stock r/
	Cosmetics and Perfumes	59 000	16 520		5 428
	Household chemicals	75 000	9 750		3 444
	Household goods	22 000	11 000		1 408
	Other Assortment	9 000	4 500
	Total for the year	165 000	41 770	1 218	10 565

A. One of the "classic" approaches to the study of the assortment is to find out the structure of sales, for example, by conducting an ABC analysis. The allocation of categories of goods “A”, “B” and “C” allows not to deal with “everything in general”, but to concentrate efforts on significant values, usually responsible for 80% of the result - product groups “A” and “B” according to the corresponding indicators.

Usually, the following indicators (aggregated sales data) are required for ABC-analysis: sales, margin, piece volume and “average monthly” inventory in rubles. Then the group results of goods for each indicator are sorted in descending order. Groups, as an option, forming 80% of the total, starting from the largest, are assigned group “B”, the rest “C”. The group forming 80% in group "B" is assigned the attribute "A".

In ABC practice, analysis is applied at the level of subgroups or other listings with more than 10 items. However, to understand the structural relationships in the range, share ratios can be examined with fewer items. After examining the structure at a large scale, one can move on to ABC analysis on more groups.

In the form in which the data are given in Table No. 1, the structure is not obvious. To do this, it is better to divide each line into a column total (Table No. 2). To formulate our conclusions, we will consider the indicators in the order of their rating (the largest will be in 1st place, the smallest in 2nd, etc.).

Table number 2. sales structure. In parentheses, the place of the indicator in the ranking of indicators

	Product group	Share in revenue	share of margin	Share in piece turnover	Share in inventory
	Cosmetics and Perfumes	36% (2)	40%(1)	19%(3)	52%(1)
	Household chemicals	45% (1)	23% (3)	37% (2)	33% (2)
	Household goods	13% (3)	26% (2)	38% (1)	13% (3)
	Other assortment	5% (4)	11 % (4)	6% (4)	3% (4)
	Total for the year XXX	100%	100%	100%	100%

From these data, it can be seen that more than half of the volume sales are made by the 1st and 2nd groups (81%), more than half of the Margin (63%) are made by the 1st and 3rd groups. In addition, the main piece turnover, which means the greatest burden on logistics (delivery and warehouse processing), is provided by the 2nd and 3rd commodity groups. Significant logistics costs can offset high margins. The groups with the largest contribution to the corresponding indicator require priority attention, as changes in them will have a greater impact on the overall result.

A strong difference in the shares of one group in “Revenue” and “Margin” may indicate its internal imbalance: there is not enough expensive (interesting for buyers) goods, or goods with a high margin (margin), or maybe vice versa - extra expensive ones, but there is a lack of cheap ones . The figures allow us to raise the question of the quality of the existing product range. In our situation, only the Cosmetics and Perfume group looks balanced (36% in revenue and 40% in total margin). This may mean that you need to add a high-priced "household chemicals" and a more expensive product in the "household goods" group. By the way, the latter measure can reduce the percentage of logistics costs to turnover. They are more dependent on the number of transported and processed pieces than on the price of the goods.

When working with the sales structure, it is necessary to keep in mind the “Assortment Policy”. Because different products have different roles in sales.

Some products generate revenue - these products have a high share in revenue. They are usually expensive, but not necessarily.

Other products form the flow of appeals to the company - these products have high sales in units.

Third - bring margin. They have a large contribution to the overall gross margin and usually, but not necessarily, have a high markup. Margin actually forms the income on which the company lives. Therefore, it is the most important commodity role.

There are other products, the presence of which is necessary in order to show customers their leadership and uniqueness of the offer. These are products that are unique in quality or price to the company in this market segment.

In our situation, considering the sales data of Table No. 2, we can conclude that we are more of a Household Chemistry company than Cosmetics and Perfumes, because the share in sales and pieces of Household Chemistry is higher than that of Cosmetics and perfumery. If this is not the image that we want to achieve on the market, we should adjust our assortment or come to terms with how our customers perceive us, change the assortment policy and increase this particular direction.

If you pay attention to the shares of groups in the inventory, you can see that the greater its share in sales and margin, the greater the share in the inventory. This looks plausible. It would be worse if it were the other way around. But in order to make a reasonable conclusion about the correspondence of the Inventory and sales, it is required to additionally study the return on investment in the inventory.

B) Based on the available data, we calculate a special indicator: GMROI (Gross Margin return on Investment). Despite the consonance with the medical term, it characterizes the profitability of cash investments in the product range. The indicator is calculated by the formula:

(1)

This is sometimes referred to as the return on inventory. It reflects how much per annum we get from investing in inventory.

Based on the calculation according to the formula (1) of the indicator for the data from Table No. 1, we will construct Table No. 3:

	Product group	Group average markup	Turnover period	Yield % per year	Share in turnover
	Cosmetics and perfumery			304%	52% (1)
	Household chemicals			283%	33% (2)
	Household goods	100%		783%	13% (3)
	Other Assortment	100%		1556%	1% (4)
	Total year XX			395%	100%

The GMROI indicator is calculated for individual product groups, for articles and for the entire range as a whole. Its essence is that, as a first approximation, a low-turnover assortment should have a high margin, and a high-turnover assortment may have a low one. The higher this indicator, the better. By comparing the numbers with each other and the share occupied by the assortment in the inventory, you can immediately see the problem areas.

From the given data, we can say the following:

The assortment on which we make the main sales: #1 and #2 give worse than average returns: 304% and 283%, which is lower than 395% for the entire range as a whole.

A) It is possible that we have excess stock of this assortment, which leads to a lengthening of the turnover period, which leads to low profitability.

C) Perhaps we have an insufficient margin: either we buy high and / or sell low?

C) Perhaps, on the contrary, we should reduce the price (margin), then increase the speed of sales. In this case, the drop in markup will be more than compensated by the acceleration of turnover.

In any case, we see a bottleneck and can focus our attention on this particular group.

But this is only part of the findings.

It is reasonable to suggest that the expansion of the assortment of the household goods group is likely to lead to a slowdown in turnover. Because expanding the range requires additional investment in inventory. But overall sales may rise, and we will increase overall turnover and earn additional margin.

Particularly noteworthy is the "Other Assortment" - it has extreme profitability. It is 4 times more for the entire range as a whole. This usually indicates insufficient inventory of the item. There are Out-off-stocks - a situation in which buyers leave without buying, because. do not find the usual product. In any case, you can try to increase the inventory in this assortment of the species - its sales can grow by 2-3 times, increasing overall sales and margins. You can also try.

It is unlikely that an increase in sales of the "Other Assortment" group will reduce sales of other groups, if, in the product directory, there is no serious distortion and we mistakenly attributed Cosmetics or Household chemicals to the Miscellaneous Assortment.

Additional note: when we talk about investment in inventory, we can additionally study the relationship between the period of turnover of goods and the delay provided for this product.

except financial issue- "how much does the delay cost", another arises - who invests in the inventory - our Company or the Suppliers of the goods, providing us with a delay. To find out, you need to compare the inventory not in the context of product groups, but in the context of suppliers - information about them should be in the assortment matrix. It is necessary to compare the inventory turnover period with the delay provided by the supplier.

- shopping analysis,

- shopping cart analysis,

- collaborative filtering,

- frequency analysis,

- selection of shopping patterns and others.

Nicholas: From the point of view of the analysis of turnover, we can only consider and analyze only the fact of sales that have already taken place. In this sense, any analysis of the product range allows you to identify trends and possibly problem areas that need to be addressed in the future.

The assortment is always a “potential” that the Company already has, since in most cases it has already been formed, but it must be able to use and develop. Finally, this “potential” turns into income when a particular customer purchases a particular product.

In this sense, the effectiveness of any decision aimed at developing the assortment and changing the existing product line, we can understand and evaluate only on the basis of the results of a specific period, summing up.

Arthur: Here we can add that an important tool for increasing income from the existing range is its distribution. In this case, I use this term by analogy, since traditionally this term is used in the meaning of quantitative and qualitative distribution.

Let us describe a specific situation from the point of view of the distribution of sales (distribution) of goods among customers. We will consider products of one subgroup, for example "Toothpastes" or "Washing powders for colored clothes." It is important that the goods in question are similar to each other or are used for similar purposes.

Let's define two types of products in our subgroup: "Good" and "Bad". “Good” ones have high sales in the whole company and bring in a significant Margin. Usually these are “A” or “B” category products according to the results of the “ABC” analysis, or products that have high ratings in total sales and margins. "Bad", this is the category "C". They are bought in small quantities and bring a small margin. There may be other reasons why we classify goods as the first or second type: the active or passive position of the Supplier in promoting the goods, “delicious” retro, etc.

Let's assume that the rolled up sales data of "Good" and "Bad" for specific customers looks like this.

Table number 4. Distribution of goods to customers

The light cells indicate the volume of goods sold in pieces, and the criterion for classifying goods as good and bad is the margin. Without much change, our analysis will fit: “Revenue per customer”, “Margin”, “Sales in pieces”. In our situation, 3 out of 4 customers take “Good” goods from us and 2 take “Bad” goods.

Consider a few questions:

Which one should be offered to a new client?

It is logical to assume that "Good". After all, in this way we will improve the distribution of the "Good" product - it will be sold more. The total margin will increase more than if we sold "Bad" (we took "margin" as the criterion). The volume of purchases of this product from the Supplier will increase, which means that it will be easier for us to achieve good delivery prices and volume performance bonuses. A “good” product will become even better.

The question rightly arises: why do we need a "Bad" product. It takes up space in the warehouse and the store shelf. Makes the already large price list of sales representatives even more. And most importantly - it "eats off" sales from the "Good" product.

We now have two alternatives:

1. In general, refuse the “Bad” product, but there is a risk that we will lose Client No. 3, because he only takes "Bad" goods from us. So first you need to offer him a “Good” product on good conditions(that I could not refuse). Those. try to increase the distribution of "Good" products.

or

2. Or increase the distribution of the “Bad” product. It is possible that our Clients will have buyers who were not satisfied with our “Good” product and they will buy our “Bad” one. After all, it is bad for us - “brings little margin”, for the buyer it can be “what it needs”. There is a risk that in our sales, the "Bad" product will partially crowd out the sales of the "Good". This phenomenon is called "cannibalization", but usually a new assortment can attract new customers, provide additional revenue and margin.

By increasing the distribution of a "Bad" product, it is quite possible to make it "Good". For example, if we compare how many customers are offered a particular product from category "A" and "C" (according to the results of the ABC analysis), then it may well turn out that almost no one is offered a product of category "C".

If instead of "Bad" we mean "New", unknown to the client, the strategy becomes clear - as a new product, offer a product that has proven itself with other customers and offer it to as many customers as possible. In short, this is the logic of victory in the war: "it is necessary to strengthen the strong." Increase the distribution of “Good” products, and reduce “Bad” products to “0”, making room for new products.

Nicholas: If we return to the initial description of the Company's task, then the following matrix of clients will be typical for it:

The criteria for developing such a classifier may be different. Based on the developed classifier, it is necessary to determine their “commodity” specialization, taking into account the Company's product range.

As a result, we can combine the results of customer analysis and assortment development tasks, taking into account the developed customer segmentation. For each customer segment, we can develop a targeted program for the development of “our own” product range, taking into account the existing customer structure.

Ultimately, this is the implementation of an algorithm to increase the efficiency of sales based on existing customers, taking into account the tasks of developing the assortment for “our” Company.

Summarizing the results of the article, we can draw the following conclusions.

a request to expand or narrow the product range for a trading company, this is a tactical issue that is based on the company's implemented strategy.

5. The increase in sales for the Trading Company is a consequence of a number of complex solutions, and not just a change in the range of products sold.

In the event that you have any questions related to the assortment analysis in the Company and the choice of assortment for your company, or you want to increase sales or profitability, most likely we will be useful to you.

1. Literature review

1.1 Technological properties of meat

Meat is a collection of tissues that make up the carcass or half carcass obtained from the slaughter of animals. Meat is a significant source of animal fats, mineral and extractive substances, which are presented in it in an optimal quantitative and qualitative ratio and are easily absorbed by the body. The chemical composition of meat, its nutritional value and technological properties are directly dependent on the ratio of its constituent tissues. In turn, the ratio of tissues in meat is influenced by the type, breed, gender, age, fatness, the nature of the fattening of the animal and a number of other factors.

Under quality or it nutritional value mean the chemical composition of the pulpy part, which includes muscle, fat and connective tissue. Chemical composition, energy value, digestibility, taste qualities, culinary and other properties of meat mainly depend on the ratio of these tissues. Average data on the chemical composition of the fleshy part of meat, depending on the type and fatness of the animals, are shown in Table 1.

Moisture and fat are the most dynamic components of meat. As meat increases in fat content, there is a decrease in the amount of water and, to a lesser extent, proteins and minerals. The meat of less well-fed young animals contains more water and proteins, but less fat than the meat of older animals.

Water in meat is the medium where all biochemical processes take place: it is in a free and bound state. The content of free water is determined by the osmotic pressure and the adsorption capacity of cellular elements. It can be removed by drying, heating, pressing. The property of meat to retain water, and when added and absorb, has a significant impact on its quality. The higher the moisture-binding and moisture-absorbing capacity of meat, the juicier and more tender the resulting products, the greater the yield of finished meat products.

Table 1. Chemical composition of meat

Type and category of fatness of meat Content,% Energy value of 100 g. ?67,718,912,41,0187782 Beef ??71.720.27.01.1144602 Veal78.019.71.21.190377 Lamb ?67,616,315,30,8203849 Lamb ??69,320,89,00,9164686 Pork ? (bacon)54,816,427,80,83161322 Pork ?? (meat)51,614,633,00,63551485 Pork ??? (fatty) 38.711.449.30.84892046 Horse meat ?69.619.59.91.1167699 Horse meat ??73,920,94,11,1120502 Venison ?71.019.58.51.2135649 Venison ??73.321.04.51.0125523 Rabbit meat65.320.712.91.1199833

The relative content of total protein in meat is subject to relatively small changes. The bulk of meat proteins has a high biological value. 100 g of meat contains 30-40% of the daily protein requirement for an adult. The ratio of the most important essential amino acids, tryptophan, methionine and lysine, in meat meets the requirements of a balanced diet. According to the absolute number of essential amino acids, animal meat proteins different types differ significantly, beef in this indicator is somewhat superior to lamb, and the latter is pork (per 100 g of meat).

Lean meats contain more complete proteins than fatty ones. It has been established that there are more complete proteins in the whole carcass of pigs (90%) than in beef and mutton (75 - 85%). With an increase in the fatness of animals in meat, the relative content of high-grade proteins increases.

The biological value of meat depends on many factors. Protein Utilization Ratio (PCF) for lean pork and veal is 90%, beef - 75, lamb - 70, rabbit - 65%. The meat of beef cattle breeds is of greater biological value than the meat of animals of other areas of productivity. When calves are castrated, the value of meat decreases, the fat content in the muscles (marbling) increases due to the more intensive development of adipose tissue.

Lipids in meat are represented by neutral fat, phospholipids and cholesterol, the content of which depends on many factors. Fat has a great influence on the quality of meat. Meat without fat or with a low content of it is a product of low quality, it is not juicy enough, tender and tasty. Excessively fatty meat, causing its high energy value, reduces taste and digestibility. Differences in fatness of animals do not have a noticeable effect on the composition of fatty acids. In lamb fat, unsaturated fatty acids are 48%, in beef - 53, in pork - 62%.

Lamb and beef fats have more high temperature melting. They are stable during storage. Lamb fat contains a lot of stearic acid and less palmitic and polyunsaturated fatty acids than beef fat. The fat of the meat of young animals contains less saturated and almost twice as much polyunsaturated fatty acids compared to the fat of adult cattle, so its biological value is higher. There are more oleic, linoleic and polyunsaturated acids in pork fat than in lamb and beef.

Meat contains a small amount of carbohydrates (1 - 2%), which are mainly represented by glycogen. When meat is stored, the amount of carbohydrates decreases several times, therefore, from a nutritional point of view, their importance is small, but they play a large role in post-slaughter processes.

The meat of slaughtered animals is rich in extractive substances (nitrogen and nitrogen-free), which have no nutritional value, have a positive effect on taste, stimulate appetite, activate the glands of the gastrointestinal tract, increase its digestibility, etc. The meat of different animal species differs in the content of these substances, which provides each of them with a specific taste and smell. The meat of old animals has more extractive substances, therefore it is distinguished by an intense taste and smell. Extractive substances are intermediate and final products of metabolism.

Meat is an important source of calcium, phosphorus, iron, zinc, manganese, copper, iodine, magnesium and other minerals (Table 2). Meat contains B vitamins, biotin, choline and others. There are few vitamins A and C in meat (Table 3).

Table 2. The content of mineral substances in the meat of animals of different species

ElementSvininaGovyadinaBaraninaMyaso telyatMyaso krolikovZola% 0,910,91,11,15Kaliy316355329345335Kaltsiy810,29,812,519,5Magniy272225,123,725Natriy64,87310110857Sera220230165213225Fosfor170188168206190Zhelezo19402900209029203300Yod6,67,22,72,75,0Kobalt876516,2Marganets28,5353533,913Med96182238228130Molibden1311,69-4,5Tsink20703240282031702310 Table 3. The content of vitamins in meat

Vitamins, mgBeefLambPorkAC traces .14.1 Choline 709075

1.2 Main nutrients and energy value of semi-finished products and minced meat (per 100 g of product)

Table 4. Main nutrients and energy value of semi-finished products and minced meat (per 100 g of product)

Semi-finished productProtein, gFat, gEnergy value, kcalNatural large-sized meat Beef: Tenderloin - Longissimus muscle - Dorsal part - Lumbar part - Hip part - Top piece - Inner piece - Side piece - Outer piece - Shoulder part - Subscapular part - Breast part Pork hem Cutlet meat Pork: Loin Brisket Hip part Shoulder part Cutlet meat Lamb: Loin Brisket Hip part Shoulder part Cutlet meat 20.2 20.5 20 20.4 20.3 20 20.3 19.4 17.8 16.3 17.6 17.8 13.7 8 15 14.7 11.4 15.9 14 17 16.1 16 2.8 2.9 3.3 2.5 2.6 2.3 2.6 3.7 6.5 18.7 14 10 36.5 63.3 27.2 29.4 41.7 21.5 25.8 14.4 14.9 19.3 106 108 110 104 105 101 105 111 130 234 196 161 383 602 305 323 421 25 288 198 198 238 Natural poultry meat Chicken fillet Chicken fillet with bone Chicken breast Chicken leg Boneless meat Sets: - for chicken broth - for stewing chicken23.6 22.5 22.6 24.4 23.4 16.5 16.61.9 1.9 13.3 15.9 14.4 12.6 11.2113 1 06 210 240 223 181 167 Chopped semi-finished productsCutlets: Moscow Homemade Kiev Rumpsteak Beefsteak Dumplings: Russian Siberian Irkutsk Snack Bars Capital Ostankino Peasant Meat and Potato Minced meat: Beef Pork Homemade Lamb Special 14 8 12 14 12 12.1 14 .5 14 14.3 8.1 11 17 11 16 16 16 18 26 26 22 20 18.7 19.6 16.8 12.1 14.5 20 20 15.3 6 17 50 33.5 20 30 226, 2 275.4 291.4 263.3 236.4 344.3 359.9 327 284.5 312 342 339 255 181.4 225 515 366 238 178.4

2. Goals and objectives of the study

.1 Goals and objectives of the study

aim term paper is to study ways to expand the range of quick-frozen semi-finished meat products. Objectives of the course work:

Explore ways to expand the range of quick-frozen semi-finished meat products.

To study new assortments of natural and chopped semi-finished meat products in stores and wholesale depots in Yakutsk.

Analysis of the Russian semi-finished products market and study of new documentation from various information sources.

3. Research results

.1 Natural semi-finished products from beef, pork and lamb

Meat semi-finished products are divided into natural (large-sized, portioned, portioned breaded, small-sized), chopped, in dough, the main of which are dumplings, minced meat.

Natural semi-finished products from beef, pork and lamb are produced in accordance with OST 49 208 - 84 and TU, chopped semi-finished products, in dough and from poultry meat, as well as minced meat - according to TU. For semi-finished products baby food(chopped, dumplings, minced meat) GOST R 51187 - 98 applies.

For portioned breaded semi-finished products, pieces of meat are lightly beaten to loosen the tissues and rolled in finely crushed breadcrumbs from white bread to preserve meat juice. Semi-finished products are produced chilled (according to OST 49208 - 84), as well as chilled and frozen (according to TU). For the production of semi-finished products, beef, lamb, pork in a chilled and frozen state are used.

Natural semi-finished products produced according to OST.Large-sized semi-finished products. Meat pulp or a layer of meat removed from a certain part of the carcass in the form of large pieces, protected from tendons and rough surface films; a thin surface film is left, the edges are cut evenly, and stamp imprints are also removed. Depending on the type of meat, large-piece semi-finished products are divided into four groups.

The first group: from beef - tenderloin, longissimus muscle, hip part; from pork - tenderloin, loin; from lamb - the hip part.

The second group: from beef - scapular, subscapular, chest parts; from pork - cervical, hip, scapular parts; from lamb - the shoulder part of the loin.

The third group: from beef - cutlet meat and beef trimmings of II category; from pork - brisket; from lamb - brisket, cutlet meat.

The fourth group: from pork - cutlet meat.

Natural semi-finished products produced according to specifications. In accordance with the specifications, semi-finished products are produced not only in a chilled, but also in a frozen state. Specifications set the shelf life for chilled and frozen semi-finished products in vacuum packaging. The range of products has been expanded due to the use of salting and massaging. The composition of the brine includes salt, phosphates, sugar - sand. The brine is introduced into the raw material by injection or added to it during massaging. Semi-finished products are produced with and without breading, as well as sprinkled with spices and spices.

3.2 Natural semi-finished products from poultry meat in stores in Yakutsk

Many chicken semi-finished products have the same name as parts of poultry carcasses. For semi-finished products, a high quality of processing is established: hemp and hair-like feathers are not allowed in them.

In the stores of Yakutsk, the assortment is mainly represented by semi-finished products from chicken meat of OJSC Neryungri Poultry Farm and OJSC Yakutsk Poultry Farm.

Depending on the thermal state, natural semi-finished products are divided into chilled and frozen.

The raw material for the production of semi-finished chicken products are chilled and frozen gutted poultry carcasses. Carcasses with discolored muscle and adipose tissue, bruises, hemorrhages, frozen more than once, poorly bled, and lean are not allowed.

Natural semi-finished products from chicken meat include fillet and fillet with bone, breast, leg, boneless meat, sets for stewing and broth.

To semi-finished products from turkey meat - turkey drumstick, turkey quarter, turkey wing, shoulder part of the wing, elbow part of the turkey wing. These semi-finished products are 100% produced outside the republic and can be said abroad (CIS countries, Brazil, Argentina, USA).

3.3 Semi-finished products in dough from meat of slaughtered animals in Yakutsk

Local production of semi-finished products in dough from meat of slaughtered animals in the shops of Yakutsk is represented mainly by dumplings produced by OAO Siberian Delicatessen, LLC MPC Skif, LLC Hotu-As, LLC MPC Rus. For the production of pelmeni, local producers use large quantities of pork, beef and, to a lesser extent, venison and horse meat (foal meat).

At present, the assortment of dumplings can be presented in wholesale bases up to 40 items. Products for a buyer with a high level of income are characterized by an original recipe, high quality minced meat made from several types of meat: beef, veal, lamb, venison. The products of Darya LLC, Sam Samych LLC, Smak OJSC, Omich LLC, and others prevail there.

Semi-finished products in dough from meat of slaughtered animals.They belong to the traditional foodstuffs of many peoples; widely distributed and loved in Russia.

The All-Russian Scientific Research Institute of the Meat Industry has developed TU 9214-554-0041979-00, the main provisions of which can be used to characterize the range of other types of semi-finished products in the test.

Semi-finished products in the test, produced from the meat of slaughtered animals, include dumplings; meat sticks; manti; khinkali.

Dumplings. Frozen semi-finished dough products, stuffed minced meat.

Dumplings are formed on automatic machines on trays or on a moving conveyor belt. The shape of dumplings can be varied, including those imitating hand-made molding. Formed dumplings are frozen; they should not be at room temperature for more than 20 minutes.

Assortment of dumplings.

Dumplings are distinguished mainly by the composition of minced meat.

· Minced Russian dumplings are made from 1st grade beef (10%) and bold pork (45%); another recipe - beef of the 1st grade (37%) and fatty pork (20%).

· For minced Siberian dumplings, unlike Russian ones, they use beef of the 1st grade (26%), fatty pork (10%) and bold (20%).

· Pork dumplings are cooked with semi-fat pork mince (56%).

· Minced beef dumplings consist of beef of the 1st grade (47%) and fatty pork (7%).

· For minced lamb dumplings, lamb is used (54%).

· In the minced meats of the Irkutsk dumplings, unlike the Russian ones, raw beef fat is added.

· For the preparation of minced meat for Stolichny dumplings, trimmed beef of the 1st grade and bold pork in equal quantities (18% each), fatty pork (20%) are used.

· Minced snack dumplings are prepared from the meat of pork heads, pikal meat, tripes, boiled pork stomachs, blood plasma or light food whey and protein stabilizer (crushed pork skin).

· In the minced Peasant dumplings, in addition to trimmed beef of the 1st grade, bold and fatty pork, white cabbage is added.

Meat sticks. They have a cylindrical or rectangular shape, up to 10 cm long. When they are molded manually, the prepared dough is rolled out into a layer no more than 2 mm thick, a layer is cut out of it with side dimensions 7×10 cm, on the edge of which prepared minced meat is placed, the layer is rolled up. Minced meat for capital sticks is prepared from top-grade beef, semi-fat pork with the addition of onions, salt, pepper. In rural sticks, minced meat includes beef, fatty raw materials, vegetables, egg products, milk powder, onions, salt, and pepper.

Manti. They are steamed in a special dish - manti-kaskan. This makes it possible to keep the shape of the products and give the dish a different taste than dumplings. The test pieces are made in the form of a figure-eight with three tucks. The mass of one product is about 70 g. The dough is prepared by hand, after it is shaped into a loaf, from which pieces weighing 35 g are separated, rolled into balls, then rolled into a thin circle, minced meat is placed, the edges are pinched. Minced meat of southern manti consists of lamb, raw fat and a large amount of onion (20.9%). The raw material of Caspian manti includes beef.

Khinkali. Khinkali is boiled in water like dumplings. The mass of the product is about 50 g. The minced meat contains a high content of onions (16-17%).

The mass fraction of minced meat to the mass of all semi-finished products in the test is 50%, except for Danilov dumplings (40%).

Semi-finished products in poultry meat dough.The range of semi-finished products of this group includes Vyatka, homemade dumplings; manty Anjian, Atbasar; Turin ravioli.

3.4 Chopped semi-finished products from meat of slaughter animals and poultry

A new range of chopped semi-finished products from poultry meat.

In the stores of Yakutsk, I noted the products chicken cutlets MPTS Skif LLC, Siberian Delicacy LLC, Hotu-As LLC and Kurykan cutlets from Yakutsk Poultry Farm OJSC.

The assortment is represented by the following items: Slavic cutlets, capital cutlets, old Russian cutlets, homemade cutlets, rural style cutlets, Nezhinsky cutlets; homemade, hunting, Cossack, Siberian meatballs; schnitzel Borodinsky, rural, suburban, embassy, ​​peasant with greens, with onions and eggs, Kurykan cutlets.

The recipe of half of the item includes hand-boned poultry meat, in most items - meat of slaughtered animals. Most meat binding products use soy, milk, and animal proteins instead of wheat flour bread. All semi-finished products are breaded.

In addition, stuffed products, zrazy with fillings, Gordon blue cutlets, semi-finished products with spices and breaded breaded with spices are in great demand among the population.

Onion with egg, liver with buckwheat porridge, mushrooms, herbs, cheese, cabbage, beans with nuts, ham with horseradish, carrots with nuts, potatoes, rice, prunes and dried apricots are used as fillings.

Zrazy with fillings are made from lumpy poultry meat, minced meat, mechanically deboned poultry meat.

Gordon blue cutlets are made from hand and mechanically deboned minced meat. Minced meat is rolled out, two thin cakes are cut out. Pieces of ham and cheese are placed on the first cake. The second cake is placed on top, the semi-finished product is given an oval shape, dipped in dough or breaded with wheat flour.

When preparing semi-finished products with spices, flavoring and aromatic mixtures are added, for example, Zurnal.

When preparing semi-finished products breaded with spices, the Kurmin breading is added, consisting of two equal parts of breadcrumbs and a mixture of spices of different colors.

Chopped semi-finished products from the meat of slaughtered animals.

All local producers have a traditional assortment of chopped semi-finished products, which include gourmet, Moscow, homemade, Kiev cutlets, rump steak, beef steak, etc.

At the end of the 1990s, the demand for semi-finished products for the mass consumer increased for semi-finished products, therefore, regulatory and technical documentation was developed for chopped semi-finished products, the raw materials of which include soy protein preparations, mainly textured soy flour, mechanically deboned poultry meat. The specified raw material in the products is up to 80%, and the meat of slaughtered animals and raw fat are added in a small amount. To improve the taste and aromatic properties of products, dill and other spicy vegetables, mushrooms, cheese, and spices are added to the recipe.

Semi-finished products for baby food.For baby food, chopped semi-finished meat products, dumplings, minced meat are produced (GOST R 51187 - 98). Depending on the age of children, semi-finished products are divided into the following types: for early (1.5 ... 3 years), preschool (up to 6 years), and school (over 6 years) age. For children early age produce cutlets, meatballs, meatballs, minced meat; preschool and school - rump steaks, schnitzels, rolls, steaks, zrazy, as well as dumplings.

.5 Packaging, marking, transportation and storage of meat products

Frozen products are packaged in various packaging materials. The main packaging materials used are plastic containers and bags, as well as combined

packaging materials (including packaging based on paper and foil, for example, for ice cream). However, with all the variety available, the main packaging material for packaging frozen products are film polymeric materials. What are the main requirements for packaging for frozen products and what are the features.

In the recent past, the main functions that packaging performed were storage and transportation; now the functions of packaging have expanded significantly. For example, according to statistics, 67% of consumers make their choice in the store in favor of a particular product or article, primarily considering the attractiveness and quality of the packaging. Of course, it is impossible to say that the packaging is more important than the contents of the product in it. However, packaging, being a link between the buyer and the manufacturer, forms a certain image of the product and encourages the purchase of goods.

Product packaging can be compared to clothing for a person. This is a necessity, but at the same time it allows you to stand out. As you know, fashion is changeable, it is constantly changing, moving forward. Frozen products (popularly known as "freezing") are relatively young and one of the most dynamically developing segments in the Russian market. Therefore, the packaging market for this segment is developing vigorously. Currently, many frozen food packaging companies are looking for new solutions, introducing innovative materials, and conducting research.

Due to the specific nature of frozen food storage, the choice of materials is quite limited, as only some packaging materials can withstand low temperatures. A high degree of frost resistance of films, as well as their welds, is one of the main qualities required for packaging for deep-frozen products. Most frozen foods have sharp edges, which is why great attention is paid to such a packaging property as high puncture resistance. Film packaging, which is made of multilayer polyethylene or materials based on different polymer layers, meets these requirements. Some frozen products are subsequently reheated directly in the package, which is why the packaging material must withstand both temperature differences and exposure to microwaves.

The most widely used for packaging frozen products are the following flexible packaging materials:

PET / RE - Berries, vegetables, fish, mushrooms, french fries, meatballs, seafood;

PE - Vegetables, berries, mushrooms, french fries, dumplings, meatballs;

BORR/PE - Dumplings, semi-finished products for baking, dough, dumplings;

OPP matte, OPP pearl - Ice cream.

Polyethylene

Modern technologies for the manufacture of polyethylene enable it to compete with packaging materials for frozen products, which are produced by lamination. However, only modern high-tech extrusion equipment makes it possible to produce multilayer polyethylene films with desired properties for each of the layers and, accordingly, to obtain packaging with the required characteristics (tear and abrasion resistance, high processability, high weldability, etc.). In this way, it is possible to achieve the desired combination of characteristics of the packaging material for the customer. Polyethylene packaging for frozen products should be made from high quality film with the use of additives that improve the characteristics of strength, frost resistance and slip, which is important when it is used on packaging equipment for packaging at high speed. These films, in addition, must have excellent ink retention, even when exposed to condensation that forms when the product is thawed. Polyethylene packaging can be flexographically printed. Multi-layer packaging for frozen products provides for the possibility of interlayer (rotogravure or flexographic) printing.

The emergence of packaging materials with unique characteristics that allow to extend the shelf life of products, as well as provide for the possibility of colorful decoration, allow manufacturers of frozen products to distinguish the product from competing products.

The labeling of consumer packaging, in addition to information, must contain the following information: the thermal state of the semi-finished product, the dates of manufacture and packaging, for chilled especially perishable products - the end time of the technological process; cooking method.

Transport containers for semi-finished products are reusable boxes, containers-equipment, designed for a net weight of products not exceeding 250 kg.

Transport marking for frozen semi-finished products for non-resident delivery for information that is mandatory for everyone food products, must have handling signs: “Compliance with the temperature range” or “Perishable goods”.

Table 5. Shelf life of frozen semi-finished meat products at (4±2)°C.

Name of semi-finished products Expiration date, hours Natural portioned breaded (rump steak, natural lamb and pork cutlet, schnitzel)…………………………… Natural small-sized pieces (beef stroganoff, azu, roast, goulash, beef for stewing, etc.…………………… …………………………… Natural small-sized marinated, with sauces…………………… Chopped molded, including breaded, stuffed……… Minced meat (beef, pork from meat of other slaughter animals, combined: - produced by meat processing enterprises…………….. - produced by trade and public catering enterprises…. Semi-finished meat and bone products (large and small pieces, portions)… 48 36 36 24 24 24 12 36

Meat semi-finished products are transported by refrigerated and isothermal automobile and refrigerated rail transport. Particularly perishable semi-finished products (with a shelf life of up to 72 hours) are transported in summer by isothermal vehicles with ice in the back for 3 hours, without ice - 1 hour.

3.6 Russian semi-finished products market

Frozen semi-finished products - trends in the Russian market in a crisis.

Stefano Vlahovich, President of the largest Russian manufacturer of frozen semi-finished products under the trademarks Zolotoy Petushok and Domashnaya Skazka, Produkty Pitania, spoke at the VIII annual forum of the Adam Smith Institute "Agribusiness and Food Industry of the Russian Federation", November 19, 2009.

Analytical data provided by the marketing research agency AMI VETRA-marketing.

During the crisis, the market for frozen semi-finished products shows steady growth. Despite the slowdown in growth rates in 2009 (in real terms - at the level of up to 1%, in monetary terms - at the level of 3%), the market, according to analysts' forecasts, will maintain its positive dynamics in the next two years, which is explained by the availability of raw materials, a decrease in inflation, rising incomes of the population and, as a result, an increase in demand.

The main market share of frozen semi-finished products is still occupied by meat semi-finished products (almost 45% of the market share of ZPF). At the same time, the most promising market segment in the near future will be traditional semi-finished meat products and products of medium and low price levels.

The growth of the semi-finished meat segment, as the most capacious segment of the ZPF market, is primarily due to the growing demand for semi-finished poultry meat products, which are the fastest growing market segment over the past 2 years. According to analysts' preliminary estimates, the market for frozen semi-finished poultry meat grew in 2009 by 10-17% in real terms, and for the period up to 2011, the average annual growth rate of this market will be from 6 to 8%.

The share of frozen semi-finished products from poultry meat is already 48% of the total volume of semi-finished meat products. Semi-finished poultry products remain the most accessible category. Their consumption is growing 2 times faster than beef products, and 2.5 times faster than pork products (according to the Meat Union, 2008). Company President Stefano Vlahovic notes that consumption trends in 2009 show that demand for poultry FFP is outpacing demand for other types of processed meats due to affordability and increased supply, a situation that could provide additional impetus.

In general, the impact of the crisis on the Russian food market was moderate. The crisis did not lead to a significant reduction in the consumption of ZPF. Today, about 70% of the population of the Russian Federation are consumers of frozen semi-finished products. Although the frequency of purchases of ZPF has somewhat decreased, consumers no longer refuse these products, while trust in the brand, manufacturer, quality and taste of products remain one of the key factors when choosing semi-finished products. It is obvious that along with quality, the importance of price as a determining factor when choosing a ZPF increases, especially in regions where, under the influence of the crisis, competition from local brands has intensified and there is an increase in the use of cheaper non-branded products.

Analysts predict that the share of active buyers (frequency of consumption several times a month or more) of semi-finished products in the period from 2009 to 2011. will grow from 49% to 53% due to an increase in the frequency of consumption of traditional convenience foods.

Retail continues to be the main distribution channel for convenience foods. The winners were discounters and economy format stores, their share exceeded 12%, while sales revenue increased by 32%. There is a tendency to increase the share of private labels. Traditional retail channels (markets and convenience stores) are the most relevant for the regional market and their share is estimated at 13.5%.

The HoReCa segment suffered the most (-3%) due to a sharp decrease in restaurant attendance. According to the Komcon study (March 2009), about 20% of the residents of megacities refused to eat out.

The development of the market for frozen semi-finished products in the next two years will depend on the level of purchasing power of the population, expanding the supply of affordable products good quality, dependence on imports, the growth of the overall level of distribution and the further development of modern retail formats. The crisis will most affect the segments of the ZPF market with a large share of imports due to a significant increase in prices.

In a more advantageous position will be producers who provide acceptable product quality, an ideal price / quality ratio and a good level of distribution of their products, as well as those producers that are focused on the processing of chicken and pork meat. We should expect further growth in demand for traditional semi-finished products and products in the middle and economy price segments.

If we consider the volume of consumption of frozen semi-finished products in Russia and compare with consumption in other countries of the world, then in Russia this figure is approximately 13 kg / person. per year, which is significantly lower than in the US and Europe. According to the consumption model, Russia is more of a northern country, so consumption growth can be predicted. Despite the crisis, the Russian market has great potential for further development and growth.

Stefano Vlahovic, President of Produkty Pitania, concluded his speech at the Forum by summing up that in 2010-2011. analysts still predict an improvement in the economic environment, which will further stimulate the demand for frozen semi-finished products, especially from poultry meat, as affordable and promising for further growth in consumption.

The market for frozen semi-finished meat products covers the following food products: dumplings, dumplings, pancakes, cutlets, minced meat, pizzas, semi-finished poultry meat products, etc.

In terms of weight, the pelmeni segment occupies about 80% of the market, the remaining 20% ​​falls on cutlet products. The production of the pelmeni segment has outstripped in its development all other frozen semi-finished meat products not only quantitatively, but also qualitatively. In general, in all cities, the largest market share in terms of value - about 60% is occupied by dumplings. Various semi-finished meat products, although they occupy the second position in the market structure, own only 20%, and pancakes - only about 10%.

Both large meat processing plants and small state of emergency are now engaged in the manufacture of "quick different meats". The flagships of the industry have long had a permanent clientele, and small firms strive to "take" the buyer with the home-made products, quality at the lowest price. The dumplings market is characterized by low concentration: large companies and numerous medium and small enterprises find a place on it. Consumers in most cities prefer local products.

Among current trends In the market, one can also single out an increase in demand for expensive products, a decrease in price factors of competition, an increase in the value of branding, and an expansion of the range.

3.7 New meat documentation for meat and meat-containing chopped semi-finished products

Semi-finished products from chickens with the use of antimicrobial agents.The film-forming composition or preparation "Bombal" and the addition of black and red ground pepper allow extending the shelf life of semi-finished products in a chilled state up to 5 days. These semi-finished products include amateur chicken, back quarter and spiced chicken leg.

Semi-finished products from boneless meat. This is a fillet of white red meat of chickens and turkeys, boneless chicken and turkey meat, etc. To produce a fillet of white meat, the muscle tissue separated from the chest part of the carcass is beaten off, giving the piece a flat shape, then the edges are leveled with a knife. Red meat fillet is obtained from a whole piece of the muscle part of the thigh. Boneless chicken and turkey meat is made from large pieces of meat with skin, cut into pieces with side sizes of 15…30 mm.

Shawarma. Wine vinegar or a 3% solution of citric acid is added to the chicken shawarma brine.

Marinated barbecue. During its manufacture, prepared pieces of meat are mixed with salt, finely chopped onions, herbs, wine vinegar and a 3% solution of citric or acetic acid, placed in stainless steel containers and kept for 8-12 hours.

In connection with the introduction in 2007 of GOST 52675-2006 “Meat and meat-containing semi-finished products”, it became necessary to revise the previously existing regulatory documentation for chopped semi-finished products of all types. This is explained by the fact that the specified standard provides a fundamentally new classification of semi-finished meat products, according to which semi-finished products are divided into:

groups: semi-finished meat products (containing at least 60% meat ingredients) and meat-containing products (having less than 60% meat ingredients in the recipe);

types: semi-finished products lumpy, chopped, in dough;

subspecies: molded, unshaped, breaded, non-breaded, weight, packaged, etc.;

by thermal state: chilled, frostbitten, frozen.

According to GOST R 52675 - 2006, changes were made to the names normative documents, which is due to the inclusion of the term "meat-containing semi-finished products".

In addition, when reviewing the previously existing technical documentation, changes were taken into account related to the design, coordination and approval specifications, renaming of coordinating organizations, introduction of new regulatory and technical documents in the last three years.

Semi-finished meat and meat-containing chopped in casings and breaded, depending on the raw materials and materials used, technology and manufacturing, as well as the thermal state and materials, are produced chilled and frozen in the assortment given below.

Conclusion

One of the ways to reduce the loss of raw materials and increase the output of food products is to develop the production of ready-made semi-finished products and quick-frozen ready-made meals.

According to my observations in the shops of Yakutsk, the sales volumes of frozen semi-finished products significantly exceed the sales volumes of fresh and chilled meat. This trend is not at all difficult to explain. Frozen meat is more profitable to buy than chilled or steamed.

Frozen meat is cheaper than chilled meat, it no longer needs to be frozen for long-term storage - this was done at a meat processing plant, and such a mode was chosen to save as many valuable vitamins and nutrients as possible. In industrial conditions, meat is frozen in special chambers at a temperature of minus 30-40 degrees, which cannot be repeated in freezer home refrigerator. Frozen convenience foods prepared in a meat processing plant will have a long shelf life, and after defrosting, they will turn out to be tasty, nutritious and healthy meals.

Natural semi-finished products produced according to specifications. In accordance with the specifications, semi-finished products are produced not only in a chilled, but also in a frozen state. Specifications set the shelf life for chilled and frozen semi-finished products in vacuum packaging. The range of products has been expanded due to the use of salting and massaging.

The All-Russian Research Institute of the Poultry Processing Industry has developed scientific documentation for the range of natural semi-finished products from poultry meat. They differ from semi-finished products produced by traditional technology in that seasonings, food additives and spices are added to the raw materials during their manufacture.

The range of semi-finished products in the test is represented by a large number of products. The All-Russian Scientific Research Institute of the Meat Industry has developed TU 9214-554-0041979-00, the main provisions of which can be used to characterize the range of other types of semi-finished products in the test.

At the Department of Biotechnology, Commodity Science and Expertise of Food Products of the Kemerovo Technological Institute of the Food Industry, the possibility of replacing part of the main raw material with protein of microbial origin was determined and semi-finished meat products for therapeutic and prophylactic and dietary purposes, enriched with biologically active additives, were developed.

A new range of chopped semi-finished products from the meat of slaughter animals. In accordance with the regulatory and technical documentation developed by VNIIMP, chopped semi-finished products of the following types are produced: from beef - special beef steak, peasant meatballs, extra kebab, homemade kupaty, hunting cutlets; from pork - homemade rural cabbage rolls, city meatballs, special cutlets, kebab, summer kupaty.

Semi-finished products can be produced for the rational nutrition of healthy children, as well as for preventive and medical nutrition. Depending on the raw materials used, semi-finished products of three classes are produced: A, B, C. Mass fraction (%) of trimmed meat in semi-finished products of class A - at least 72, class B - 55, class B -45; eggs and products of their processing - no more than 3; milk hydrated proteins of class A - no more than 18, no more than 30, class B no more than 15; vegetable components (vegetables, cereals) no more than 30.

Meat raw materials are subject to more stringent safety requirements. For the production of semi-finished products for baby food, meat is used from livestock grown in ecologically clean areas, without the use of growth stimulants, hormonal drugs, feed antibiotics and other non-traditional feed additives.

The new technical documentation (TU 9214-039-52924334-09, TU 9214-040-529244334-09) was put into effect in 2009 to replace the previously existing one, fully complies with the requirements of GOST R 52675-2006, has no expiration date and is intended for meat processing enterprises in Russia.

conclusions

1)One of the ways to reduce the loss of raw materials and increase the output of food products is to develop the production of ready-made semi-finished products and quick-frozen ready-made meals.

)The meat of slaughtered animals is rich in extractive substances (nitrogen and nitrogen-free), which have no nutritional value, have a positive effect on taste, stimulate appetite, activate the glands of the gastrointestinal tract, increase its digestibility, etc.

)Among the current market trends, one can also single out the expansion of the assortment, an increase in demand for expensive products, a decrease in price factors of competition, and an increase in the importance of branding.

)The range of semi-finished products in the test is represented by a large number of products. The All-Russian Scientific Research Institute of the Meat Industry has developed TU 9214-554-0041979-00, the main provisions of which can be used to characterize the range of other types of semi-finished products in the test.

)The share of ZPF from poultry meat is already 48% of the total volume of semi-finished meat products. Semi-finished poultry products remain the most accessible category. Their consumption is growing 2 times faster than beef products, and 2.5 times faster than pork products (according to the Meat Union, 2008). Consequently, the demand for FFP from poultry meat outstrips the demand for other types of meat preparations due to affordability and increased supply - this emerging situation may provide additional impetus.

minced meat semi-finished product shop

Bibliography

1. Andreenkov V.A. Natural semi-finished products from poultry meat / Meat industry 2009 No. 1;

Andreenkov V.A. New documentation for semi-finished meat products and fillings. / Meat industry. 2009 No. 11;

Boravsky V.A. Encyclopedia of meat processing in farms and small businesses. M.: SOLON - Press, 2002;

Kozlova G.V. Features of the use of complex preparations and natural additives and the production of semi-finished products. / Meat industry. 2009 No. 11;

Kospyreva L.M. Commodity science and examination of meat and meat products: a textbook for students of a higher educational institution. - 2nd ed., M .: Publishing Center "Academy", 2006;

Kuzmicheva M.B. The Russian market of semi-finished products in a crisis / Meat industry. 2009 #5;

Negreeva A.N. Production and processing of pork: Tutorial- M.:, 2008;

Makhonina V.N. Sausages and semi-finished products / Meat industry. 2009 No. 6;

Rodionov G.V. Technology of production and processing of livestock products. - M.: KolosS, 2005;

Serpova O.S. Experience in deep processing of livestock products. 062 Analytical review. - M.: FGNU "Rosinmagrotech", 2008;

Shugurova G.B. Innovation in the field of heat treatment of meat products, semi-finished products and ready meals / Meat industry. 2009 №3.

Tutoring

Need help learning a topic?

Our experts will advise or provide tutoring services on topics of interest to you.
Send a request indicating the topic right now to find out about the possibility of obtaining a consultation.

Range expansion is:

– vertical;

– horizontal

Vertical expansion occurs when a company expands its product range beyond its current price range. The company can expand its product range down (to start producing cheaper models of goods), up (to produce better and expensive models goods) or in both directions at the same time.

Downscaling occurs when a company located in the upper segment of the market gradually expands its product range into lower segments. For example, the Gomel plant "Yuvelir" in addition to expensive jewelry made of platinum, gold and precious stones, launched the production of cheaper products from semi-precious stones (fionite, zircon) and diamond chips.

Reasons for going down:

1) at first, the company can enter the upper segment of the market in order to create an image of quality for its products, and only then expand its activities to the lower segment;

2) expansion of the range down may be a response to an attack on the upper segment, expressed in the expansion of influence in the lower segment;

3) the company can produce products intended for the lower sector of the market in order to occupy a niche that competitors might otherwise fill;

4) focusing on the lower market segment can provide the company with faster growth.

Increasing down the range of its products, the company risks facing several problems:

1) the offer of goods in the lower segment can provoke competitors to move up;

2) company dealers may not want to work with low-quality goods;

3) customer confusion can be caused (Parker introduced disposable pens in 1976 to compete with Japanese competitors in the lower market segment. Consumers decided that the quality of all the company's products had declined and began to refuse the company's products);

4) A new product for the lower market segment is able to absorb sales (cannibalize) high-quality products, leaving the company in a much worse position. Upscaling is the production of high quality goods at high prices. For example, OJSC Gomelsteklo, in addition to cheap types of glass (window glass), included in its assortment expensive matte polished glass produced on the basis of FLOAT technology, which allowed the company to strengthen its position in the European market.

Reasons that may prompt you to build up:

1) higher growth rates in the upper segment;

2) higher profits;

3) the desire to position itself as a manufacturer of a full range of goods;

4) increasing the prestige of existing products (Chrysler acquired Lamborgini, which produced exotic hand-built sports cars).

Problems:

1) competitors of the upper segment can go on the counterattack, breaking down;

2) potential consumers may not believe that the company is capable of producing high quality goods;

3) sales representatives and distributors may lack the skills and knowledge to serve the upper market segment.

A mid-market company may choose to scale up and down. Walkman is a mid-range competitor in the cassette player business. Sony launched a low end attack to protect its product. Today Sony sells audio players from $20 (playback) to $350 (high quality recording + playback).

Instead of spreading to the lower or upper segment, the company can expand the range with new products, within the existing price range - a strategy of horizontal expansion.

1) the desire for additional profit;

2) the desire to use excess capacity;

3) an attempt to become a leading company with an exhaustive range;

4) the desire to eliminate gaps in the assortment in order to restrain the onslaught of competitors.

Sony, in addition to conventional players, produces players in a waterproof design, with solar panels, ultralight model, etc.

Problems:

1) oversaturation of the assortment leads to the “eating” of some goods by others;

2) may confuse the buyer (there must be a significant difference from the existing product).

3.4. Range analysis methods .

The assortment analysis includes the following. directions:

1. Analysis of assortment indicators.

It is necessary to choose a method for dividing the assortment into assortment groups:

Simple

cascading

matrix

If the enterprise has 1 assortment. group accounts for 95% of sales, then this enterprise is considered a single-product.

If the sales volume for 1 group is from 70 to 95% - this is an enterprise with a dominant product.

2. Analysis of sales volume and profitability.

Analysis of the structure of manufactured products (the share of each assortment group in the total volume)

Profitability analysis

Profitability \u003d profit from sales / cost

ABC analysis:

By sales volume

By profit

multifactorial

Essence: assortment positions are ranked in descending order of their share

In sales volume

In profit

Pareto Chart:

If ABC analysis is carried out by sales volume, it is necessary to check the trace. condition: 20% of positions must fall into zone A. If hits 2 or< товаров, ассортимент нерационален с т. зр. устойчивости позиции на рынке. АВС-анализ продаж должен всегда сопровождаться анализом продаж по доли прибыли.

Rank analysis.

Ranking analysis uses:

Ranking by sales volume

Ranking by profit volume

For each assortment position, the difference value is determined:

Positive and deny.

essential and non-essential

Optimal assortment:

The correlation coefficient is calculated:

In our case .

If R x, y<0,4, то структура ассортимента нерациональна.

3. Analysis of the market profile of the product line.

To analyze the market profile, a product map is built. Product specifications are used as the x and y axes.

Segments that use our product, our range and the range of competitors, are also identified as "white holes" - these are segments in the cat. there are no products in this market. An enterprise can occupy a market niche, start producing such goods. Also, “black holes” are defined by mb - these are characteristics that the market does not need.

4. Matrix portfolio analysis.

5. Analysis with t. sp. needs

The process of optimizing the product range with t. sp. needs is based on positioning and differentiation of brands.

The company has in its assortment:

- "correct" brands that most accurately cover the requirements of consumers of the corresponding segment

- "wrong" brands, which are poorly differentiated, and therefore they are subject to the effect of cannibalism. They need to be removed from the range.

Market niches are segments that do not have products that would currently satisfy them.

6. Analysis with t. sp. J C

Assortment management

The formation of the assortment is preceded by the development of an assortment concept by the enterprise, which is a directed construction of the optimal assortment structure of the product offer, while taking as a basis, on the one hand, the consumer requirements of certain groups (market segments), and on the other, the need to ensure the most efficient use of raw materials, technical , financial and other resources (in order to produce a product with minimal costs).

The assortment concept is expressed in the form of a system of indicators: a variety of types and varieties of goods, taking into account the typology of consumers; the level and frequency of updating the assortment;

the level and ratio of prices for goods of this type, etc.

The purpose of the formation of assortment concepts is to orient the enterprise towards the production of goods that are most appropriate to the structure and diversity of the demand of specific customers.

Achieving a correspondence between the structural assortment of goods and the demand for them is associated with the definition and forecasting of the structure of the assortment. Forecasting the structure of the assortment for a long-term period, which would take into account such important features of the product for the consumer as aesthetic characteristics, exact dimensions, and a specific price, is unlikely. It's not a matter of detailing the assortment by consumer properties (by color), but, for example, in the optimal variety according to certain characteristics (types of TVs) with the expectation of specific consumer groups. Only a trend in the development of the assortment is predicted (what types, but not how many). These forecasts, taking into account the influence of the factor of substitutability of goods, must be considered in conjunction.

The essence of the assortment formation problem lies in the planning of virtually all types of activities aimed at selecting products for future production and sale on the market, as well as bringing the characteristics of these products in line with consumer requirements. Formation based on the planning of the product range is a continuous process that continues throughout the entire life cycle of the product, from the moment the concept of its creation was born and ending with the withdrawal from the product program.

The assortment formation system includes the following main elements:

1. Determining the current and future needs of buyers, analyzing how these products are used and the characteristics of consumer behavior in the relevant markets.

2. Evaluation of existing analogues of competitors in the same areas.

3. Critical assessment of products manufactured by the enterprise from the standpoint of the buyer.

4. Solving issues:

– which products should be added to the assortment and which should be excluded from it due to changes in the level of competitiveness;

- whether it is necessary to diversify products at the expense of other areas of production of the enterprise that go beyond its established profile.

5. Consideration of proposals for the creation of new products, improvement of existing ones, as well as new ways and areas of application of goods.

6. Developing new or improved products according to buyers' requirements.

7. Explore the possibilities of producing new or improved products, including issues of price, cost and profitability.

8. Conducting tests (testing) of products, taking into account the opinions of potential consumers in order to clarify their applicability in terms of the main indicators.

9. Development of special recommendations for the production departments of the enterprise regarding quality, style, price, name, packaging, service in accordance with the results of marketing research and testing, confirming the acceptability of product characteristics or predetermining the need to change them.

10. Evaluation and revision of the entire range.

Chapter 4. PORTFOLIO ANALYSIS

Fundamentals of Portfolio Analysis

In the 1960s, analysts began to develop methods for portfolio analysis. The purpose of a.a. – visual representation of the initial situation, its analysis and formulation of alternative strategies. Matrix analysis is used for diversified companies that have several unrelated different activities in their portfolio. These areas are called strategic economics. units (SHE) A certain household. ed-tsa is organizational. unit of a company that serves its market. SHE produces its own products, different from others, and has its own circle of competitors. There is the concept of a "profit center", according to which every strategic business owner must live by means. Matrix analysis locates the SHE in a two-dimensional space (1st axis - an external factor that does not depend on the activities of the company (y-axis) 2nd axis - an internal factor (x-axis)). Depending on the location of the SHE, it determines the regulatory strategies that are used to allocate the company's resources. The theoretical basis of matrix analysis is the law of experience (learning curve) and the impact of investment on the retained market share in a given market. The law of experience. It is assumed that with an increase in the volume of production, the cost of resources per unit of production is reduced. The potential for cost reduction for various industries with a doubling of production volumes ranges from 20 to 30%.

Factors that determine cost reduction:

1. with an increase in production volumes. A block of fixed costs that does not change is distributed among an increasing number of goods, which means that the share of fixed costs decreases (scale effect)

2. With an increase in production volumes due to the repeated repetition of technological processes, experience and work productivity increase

3. Due to large volumes of orders, the company may require discounts from suppliers

4. from a certain volume of production, the use of more productive and economical technologies becomes justified

Two recommendations follow from the concept of the law of experience:

1. it is advisable to increase the market share

2. it is necessary to choose markets with high growth rates

Limitation of the law of experience:

1. we are talking about the potential for cost reduction, the realization of which depends on the art of management

2. The market must be price sensitive

3. Increasing production volumes reduces the firm's flexibility in adapting to the market

BCG matrix

The BCG matrix allows a business to classify each product by its market share relative to competitive peers and sales growth rates. The external factor is growth rates. Domestic - relative market share.

The diameter of the circle is the share of profit.

Arrows are what you need to strive for.

Dotted arrows - how the movement is going.

"milk cows". They have a large share in a slow growing market. Such products are the main source of income from production and sales, which can be used to support other products: “stars” and “dark horses”. "Cash cows" are called cash generators. The life cycle stage that characterizes the state of this sector is maturity. In the upper left sector are the "stars". These are goods that occupy a significant market share, and the demand for them is growing at a high rate, which is typical for the stage of the life cycle - growth. They require costs to ensure continued growth and promise to be "cash cows" in the future. Dark horses have little market impact in an emerging industry. Support from consumers is insignificant, distinctive advantages are unclear, the leading position in the market is occupied by competitive analogues, since the product is at the stage of introduction. Significant funds are needed to maintain or increase market share in a highly competitive environment. The company must decide whether to increase promotional spending, actively seek new distribution channels, improve product features, or withdraw from the market. Consequently, in the future, such products may become "stars" or disappear from the market. Finally, in the lower right sector are "dogs". These are limited-sell products in a mature or declining industry. Despite a fairly long presence in the market, they failed to attract a sufficient number of consumers.

and they lag far behind their competitors in terms of sales volume. These products are in decline. It is necessary to get rid of these products as quickly as possible, since it is extremely unprofitable to keep a “sick” product on the market. Moreover, their presence in the market can damage the reputation of the enterprise.

Key strategic objectives:

1. market share expansion

2. Maintaining the level of sales of dairy cows

3. max “milking out” of profit: withdrawal of financial resources, regardless of long-term consequences

Disadvantages of the model:

1. The boundaries between large and small values ​​of shares are not clearly drawn. If you hit any boundary, it's hard to suggest a strategy

2. The 2 factors used in the matrix provide too little information base for formulating strategies

3. the matrix practically does not take into account competition

4. This model assumes that strategic units are completely autonomous, but if the axes are interconnected, then the elimination of the "dogs" can lead to a weakening of the position of the "star".