Work to expand sales markets. Development of measures to expand the sales market for the products of the Balezinsky foundry and mechanical plant
24.10.14Sooner or later, in every business, sales growth peaks and begins to decline. Why is this situation happening? The fact is that the sales market has its own border and someday the sales volume reaches this border. This can happen if long time Sales boundaries were not expanded. Business dictates its own rules, and if you don’t deal with the market, then, in the end, you can end up losing all your clients. Therefore, in order for profits to increase, one should deliberately expand the market.
Increasing the sales market area is one of the main areas of business, allowing you to receive good profits from marketing moves. It is necessary to constantly look for new markets, since the market tends to shrink.
It is impossible to expand the sales area without using special techniques. First, you need to study the structure and essence of the market.
— Attracting new consumers. In the market for any goods and services there are those consumers who previously did not know or did not use this product. In this case, an advertising campaign should be carried out to familiarize consumers with the product. Moreover, advertising must be carried out not in this region, but in neighboring ones, and if financial possibilities allow, advertising is carried out in other countries. As a result, a large number of people will receive information about the product and some of them will want to purchase it.
— Invention of new methods of using products. If a product regularly has at least one new method its application, the number of clients will steadily increase. As an example, we can cite the products of the Du Point company, which represented nylon. Due to the wide range of applications of nylon, this product is still in incredible demand, despite the emergence of new materials.
— Expansion of the sales market by intensifying the use of the proposed product. This strategy involves influencing the psychology of the client, who is reassured that increasing consumption of the product increases the benefits that the product brings and increases its effectiveness. If potential client convince that the proposed product, for example, coffee, will make it lose weight, acquire excellent shape and become irresistible, then the level of coffee sales will increase to incredible volumes.
Using all of the above techniques, you can achieve amazing results in expanding the sales market in any area of business.
Sales is just one of many marketing functions, and often not the most significant one. If the marketer has worked well on such areas of marketing as identifying consumer needs, developing suitable products and setting appropriate prices for them, establishing a system for their distribution and effective promotion, then the goods will certainly sell easily.
the main objective, which is put before marketing, is to help increase the company's profits. Studying sales markets, determining the range of manufactured products, setting prices and other issues of marketing research are aimed at finding optimal (from the point of view of obtaining maximum profit) sales conditions commercial products.
The fact that profits are ultimately realized in the distribution sphere explains the close attention that each company pays to organizing and improving its sales operations.
The study of the main forms and methods of sales is aimed at identifying promising means of promoting goods from the manufacturer to the final consumer and organizing their retail sales based on a comprehensive analysis and assessment of the effectiveness of the channels and methods of distribution and sales used or planned for use, including those used by competitors .
The criteria for the effectiveness of choice in this case are: the speed of product movement, the level of distribution costs and volumes of product sales. It is believed that the effectiveness of the forms and methods of distribution and sales chosen by the company is higher, the shorter the period of time spent on bringing goods from the place of production to the place of sale and on their sale to the final consumer; lower costs for their organization; greater sales volumes and resulting net profit. The main goal is to reduce the total value of sales costs, which largely, if not mainly, depends on the level of commercial work and the sales service. If we consider that for many capitalist enterprises the costs of selling and marketing products reach approximately 40% of the total level of production costs, then the importance of this area of marketing research becomes obvious.
In our country there is a misconception that in leading foreign countries Products are sold by the manufacturing companies themselves. In reality this is not the case. In the overwhelming majority, even the largest companies offer their goods to the market through intermediaries. Each of them strives to form its own sales channel.
Selling through intermediaries has both positive and negative sides. On the one hand, the use of intermediaries is beneficial, since many manufacturers simply do not have enough resources to carry out direct marketing. Even if a manufacturer can afford to create its own distribution channels, in many cases it will be able to earn more if it allocates money to its core business. If production provides a profit rate of 20%, and occupation retail trade gives only 10%, the company naturally does not want to engage in retail trade itself. Because of their contacts, experience, specialization, and scope, intermediaries offer the firm more than it could do alone. Another advantage of this distribution system for the manufacturer is the ability to immediately supply to large wholesale companies large parties goods. This eliminates the need to create and finance the activities of our own sales channels. On the other hand, working through intermediaries, the manufacturer to some extent loses control over how and to whom it sells the product, and, as marketing experts note, it does not always receive the necessary and sufficiently effective information from trading companies about the market position and promotion goods. In addition, the longer the distribution route, the higher the cost of selling the product.
Analysis of sales and methods of promoting goods is an integral part of organizing product sales at enterprises.
Promotion is the activity of planning, executing and controlling the physical movement of materials and finished products from the places of their production to the places of consumption in order to satisfy the needs of consumers and benefit themselves.
The product promotion function has a number of main subfunctions:
Sales promotion;
Trade;
Sponsorship.
All these subfunctions together make up the promotion structure.
Food industry Russian Federation- one of the strategic sectors of the economy, designed to ensure a sustainable supply of the population with necessary quality products nutrition. This industry accounts for more than half of the food trade turnover. In total, it includes more than 30 sub-sectors, united in more than 18 thousand enterprises and workshops (the number of which has increased over last years 2.2 times) with a workforce of 1.4 million people. These industries produce almost all the food products needed by the population, including special products for children. The confectionery industry is one of the sub-sectors Food Industry.
The product range of the confectionery industry covers several thousand items. In planning and accounting, the so-called group product range is used. It contains sugar and flour products; The sugar group includes caramel, sweets, chocolate, chocolate products, etc., and the flour group includes cookies, waffles, cakes, and pastries.
Confectionery companies are very diverse. The most common type of confectionery factory is a universal one, producing products from both main groups of confectionery products: sugar and flour.
In the world, confectionery production is considered highly profitable. Western manufacturers saw in Russia a huge market with highly unsatisfied demand (as evidenced by the sharp increase in imports of fairly low-grade sweets immediately after the abolition of the state monopoly on foreign trade). Therefore, a number of large companies already in 1995-1996 began to buy shares of the most successful enterprises.
Research on the Russian confectionery market shows that in the structure of retail sales trading network non-chocolate products occupy approximately the same share in all regions. It is on average 20% in Russia.
Foreign companies present on the Russian market are mainly focused on the production of chocolate. This is the most expensive and profitable product in the confectionery industry. Its share in the total consumption of industry products is about 6% and is gradually growing. The share of chocolate bars accounts for 7% of the market volume (in monetary terms 12%), the share chocolates in boxes - 9% (22%). There is fierce competition in this market segment.
Confectionery products, especially chocolate, are goods of passive, often impulsive demand. Therefore, significant advertising and marketing efforts are required to increase sales. Compete with international companies in terms of advertising budgets domestic producers can not. Thus, last year Nestle spent at least $15 million on promoting its products on the Russian market, and the largest advertiser among Russian confectioners- "Red October" - no more than $1.5 million. The rest - much less. At the same time, “Red October” was forced to incur such high expenses for itself only in order to maintain sales volumes that had fallen sharply.
Many business sectors are led by generally recognized leading companies that have captured the largest pieces of the overall pie of the corresponding market. Such companies usually set an example for competitors by changing their pricing policies, introducing new products, expanding distribution channels and establishing the intensity of promotion activities. A leader may command admiration and respect, his policies may be criticized by the public and competitors, but one way or another his dominant position in the market is not questioned. Competitors focus on the leader, they challenge him, they avoid him, and they imitate him. Some of the most famous leaders in the food industry market are Nestle (chocolate), Mars, Shtolwerk Rus, Rot-Front, Red October OJSC, Coca-Cola (soft drinks), McDonald's (catering ).
However, if the dominant company does not have an absolute monopoly, then you cannot envy it: it must constantly be on guard, because competitors seek to question its leading role and take advantage of its weaknesses. The market leader can easily not “fit” into the next turn and end up in second or third place in the group. Competitors' new products can also trip them up. The leader needs to be conservative in spending, allowing for the possibility of hard times, while the contender for primacy freely uses available resources. In turn, the new leader often underestimates his competitors and lags significantly behind them.
Every dominant company in a market would like to secure first place forever, which means it needs to find ways to expand overall demand, protect its market segment through well-planned offensive and defensive actions, and try to expand its market share.
Market expansion.
When the market as a whole expands, the dominant company usually benefits first. The market leader must tirelessly search for new consumers, new ways of consumption and strive for intensive use of its products.
Let's take a look at these basic marketing strategies.
New users
Each class of products has the potential to attract new customers: people who did not have information about the properties of the goods, were not able to purchase them due to high prices, and did not want to buy a product whose characteristics did not satisfy their existing needs. For example, a candy manufacturer seeks to persuade non-candy eaters to at least try new flavors (market penetration strategy) or to begin exporting its products (geographic expansion strategy).
New ways to use the product
Market expansion is facilitated by the discovery and promotion of new ways to use products. For example, the average American eats porridge for breakfast three days a week. Undoubtedly, cereal manufacturers will benefit if they can convince consumers that their product is good not only in the morning, but also in the afternoon or evening.
In many cases, the priority for discovering new ways to use a product lies with consumers. Vaseline cream was originally sold as a lubricant for various mechanisms, but over time, buyers have discovered many other areas of its use - from skin cream to hair styling product.
Arm & Hammer company - manufacturer baking soda- produced a product whose sales volumes have been steadily declining over the past 125 years. Although baking soda has many different uses, none of them have been advertised. When the company learned that some consumers were using baking soda as a refrigerator freshener, it began a widespread advertising campaign, which led to half of American housewives keeping an open pack of soda in their refrigerators. A few years later, Arm & Hammer promoted its product as excellent remedy to remove greasy stains.
Increasing intensity of product use
A third market expansion strategy is to try to persuade consumers to increase their use of the company's products. If a candy manufacturer can convince customers that they will get great satisfaction if they eat not half but a whole box of its product in a day, its sales will undoubtedly increase.
Calculation of reserves for increasing production and sales of products
The main ways to increase production and sales of products are to open extensive and intensive reserves, as well as to improve warehousing and rational use production areas; changing technology and transferring part of the work to less loaded equipment groups in the workshop; the development of rational cooperation between factories, workshops and sections, and in raising the general educational and technical level of workers.
Extensive reserves find their concrete expression in the following:
In increasing the number of units of installed and actually operating equipment;
In improving the organization of equipment repair;
In increasing the shift work of workshops and sections;
In reducing production cycles.
Extensive reserves for improving the use of equipment should be used first, since their involvement in production does not require large capital investments. After all, these reserves are the specific content of such a factor for increasing the economic efficiency of production as improving the organization of production, labor and management. It is necessary to reduce, first of all, the amount of idle equipment, introduce a well-thought-out system of plans - preventive maintenance equipment, increase work shifts, especially high-performance equipment, increase the level of mechanization of work, improve the organization of work in auxiliary and service departments of the enterprise, increase specific gravity production area in total area enterprises, increase the utilization rate of production capacity by expanding cooperative ties, both intra-industry and inter-industry.
All these measures can lead to an increase in capital productivity, production efficiency, they are easily implemented in production and economic activity enterprises.
The second direction for increasing production and sales of products is intensive reserves. If extensive reserves have their natural boundaries, then intensive reserves are practically inexhaustible. Intensive reserves find their concrete expression in the following:
In improving the formulations of manufactured products;
In deepening the specialization of workshops in order to increase the shift
production and implementation of advanced technology;
In updating and modernizing equipment;
In improving the technical equipment of production;
In the introduction of scientific organization of labor in the workplace.
Increasing production and sales of products is a complex problem. It covers not only issues of capital investments (investments) and the use of equipment, but is also closely related to issues of organization, planning, technical training and production management, as well as increasing the enterprise’s interest in better use equipment.
In 2009, at the enterprise under study, it was planned to increase the production volume of glazed cookies by 5% or by 3,390 kg and the annual production would be 71,259 kg; for sweets they plan to increase the production volume by 3% or by 2,250 kg and the annual production volume would be 77,209 kg.
Products sold from the additional volume will be 3,220 kg of glazed cookies and 2,140 kg of sweets. Due to the improvement in product quality, prices for glazed cookies will be 185 rubles per kg, and for sweets - 140 rubles per kg.
Based on these measures, we will calculate the reserves for increasing production and sales of products in monetary terms:
We determine the reserve for increasing production output in monetary terms by increasing the volume of production in physical units using the following methodology:
For glazed cookies:
P^VPvp = P^VPn.unit. * Ts2008 = 3,390 * 183 = 620,370 rubles
For candies:
P^VPvp = P^VPn.unit. * Ts2008 = 2,250 * 135.31 = 304,447.5 rubles.
Let's calculate the reserve for increasing production output due to price:
For glazed cookies:
R^VPts = VP2009* R^VPts = 71,259 * (185 - 183) = 142,518 rubles
For candies:
R^VPts = VP2009* R^VPts = 77,209 * (140 - 135.31) = 362,110.21 rubles.
Let's calculate the total reserve for increasing production output:
For glazed cookies:
P^VPtotal = P^VPvp. + Р^ВПц = 620,370 + 142,518 = 762,888 rubles
For candies:
P^VPtotal = P^VPvp. + P^VPc = 304,447.5 + 362,110.21 = 666,557.71 rubles.
Let us determine the volume of production in 2009 in monetary terms:
For glazed cookies:
VP2009 = VP2008 + R^VPtotal = 12,420,000 + 762,888 = 13,182,888 rubles
For candies:
VP2009 = VP2008 + R^VPtotal = 10,142,000 + 666,557.71 = 10,808,557.71 rubles.
We determine the reserve for increasing product sales in monetary terms by increasing the volume of product sales in natural units using the following methodology:
For glazed cookies:
P^RPrp = P^RPn.unit. * Ts2008 = 3,220 * 183 = 589,260 rubles
For candies:
P^RPrp = P^RPn.unit. * Ts2008 = 2,140 * 135.31 = 289,563.4 rubles.
Let's calculate the reserve for increasing product sales due to price:
For glazed cookies:
R^RPc = RP2009* R^RPc = 74,340 * (185 - 183) = 148,680 rubles
For candies:
R^RPc = RP2009* R^RPc = 80,383 * (140 - 135.31) = 376,996.27 rubles.
Let's calculate the total reserve for increasing product sales:
For glazed cookies:
P^RPtotal = P^RPPrp. + R^RPc = 589,260 + 148,680 = 737,940 rubles
For candies:
P^RPtotal = P^RPPrp. + R^RPc = 289,563.4 + 376,996.27 = 666,559.67 rubles.
Let us determine the volume of product releases in 2009 in monetary terms:
For glazed cookies:
RP2009 = RP2008 + R^RPtotal = 13,015,000 + 737,940 = 13,752,940 rubles
For candies:
RP2009 = RP2008 + R^RPtotal = 10,587,000 + 666,559.67 = 11,253,559.67 rubles.
In the future, we will calculate the reserves for increasing profits:
Due to the reserve for increasing product sales, using the following methodology:
1) for glazed cookies:
R^Prp = R^RPn.unit * (C2008 - S2008) = 3,220 * (183 - 77.69) = 339,098.20 rubles
2) for candies:
R^Prp = R^RPn.unit * (C2008 - S2008) = 2,140 * (135.31 - 76.95) = 124,890.40 rubles
Due to the price:
1) for glazed cookies:
R^Pc = R^RPn.unit * R^C = 3,220 * (185 - 183) = 6,440 rubles
2) for candies:
R^Pc = R^RPn.unit * R^Ts = 2,140 * (140 - 135.31) = 10,036.60 rubles
General profit increase reserve:
1) for glazed cookies:
R^Ptot = R^Prp * R^Pc = 339,098.20 + 6,440 = 345,538.20 rubles
2) for candies:
R^Ptot = R^Prp * R^Pc = 124,890.4 + 10,036.60 = 134,927 rubles.
As a result of various activities, the volume of production in monetary terms in 2009 for glazed cookies will be 13,182,888 rubles, which is 762,888 rubles more than in 2008. And sales in 2009 for cookies will amount to 13,752,940 rubles, which shows an increase in sales by 737,940 rubles compared to 2008. As a result, we see that the total reserve for increasing profits will be 345,538.20 rubles.
The volume of candy production in monetary terms in 2009 will be 10,808,557.71 rubles, which is 666,557.71 rubles more compared to 2008. And sales in 2009 amount to 11,253,559.67 rubles, which is 666,559.67 higher than in 2008. Because of this, the total reserve for increasing profits will be 134,927 rubles.
In general, the enterprise under study operates stably, demand for its products is growing, and basic indicators are improving.
When the market as a whole expands, the dominant company usually benefits first. If people buy more cameras and film in an effort to capture their every move, Kodak's profits, which have an 80% share of the market, will inevitably increase. The market leader must tirelessly search for new consumers, new ways of consumption and strive for intensive use of its products.
Let's take a look at these basic marketing strategies.
A) New users
Each class of products has the potential to attract new customers: people who did not have information about the properties of the goods, were not able to purchase them due to high prices, and did not want to buy a product whose characteristics did not satisfy their existing needs. For example, a perfume manufacturer seeks to persuade women who do not wear perfume to at least try new scents (market penetration strategy), provide men with a rational justification for using perfume (new market creation strategy), or begin exporting its products (geographic expansion strategy).
Johnson & Johnson has achieved one of the most significant successes in creating a new class of baby shampoo consumers. Statistics and demographic forecasts indicated the reality of the threat of a decrease in sales volumes due to a decrease in the birth rate. The company's marketers noticed that children's shampoo is often used by other family members, and proposed an advertising campaign aimed at adult consumers. After some time, Johnson & Johnson baby shampoo became the leading brand in the shampoo market. Another example: Oil of Ulay, an anti-wrinkle cream intended for women, is now advertised in stores for teenagers.
B) New ways to use the product
Market expansion is facilitated by the discovery and promotion of new ways to use products. For example, the average American eats porridge for breakfast three days a week. Undoubtedly, cereal manufacturers will benefit if they can convince consumers that their product is good not only in the morning, but also in the afternoon or evening.
A classic example of market expansion due to a new way of consuming a product is the story of nylon invented by Du Point. Every time nylon seemed to reach maturity, Du Point discovered new way its use. Nylon was used to make parachutes and ladies' stockings; later, women's blouses and men's shirts made of nylon gained popularity. It was then used in production car tires, seat upholstery and carpeting. Each new way of using it opened up a new life cycle for the product. However, it is unlikely that nylon would have such a glorious fate without a program of research aimed at finding new ways to use the product.
In many cases, the priority for discovering new ways to use a product lies with consumers. Initially, Vaseline cream was sold as a lubricant for various mechanisms, but over time, buyers have discovered many other uses for it - from skin cream to hair styling product.
Arm & Hammer, the baking soda manufacturer, produced a product whose sales have been steadily declining over the past 125 years. Although baking soda has many different uses, none of them have been advertised. When the company learned that some consumers were using soda as a refrigerator freshener, it launched a massive advertising campaign that resulted in half of American households keeping an open pack of soda in their refrigerators. A few years later, Arm & Hammer promoted their product as an excellent grease stain remover.
B) Increasing the intensity of product use
A third market expansion strategy is to try to persuade consumers to increase their use of the company's products. If the manufacturer corn flakes If you manage to convince customers that they will get great pleasure if they eat not half, but a whole pack of his product per day, the volume of his sales will undoubtedly increase. Procter & Gamble, for example, assures consumers that the effectiveness of Head & Shoulders shampoo increases dramatically when its single serving is doubled.
Example creative approach The French company Michelin Tire demonstrated how to stimulate the intensity of product use, which set itself the goal of encouraging motorists to make further trips, which should lead to the need for frequent replacement of tires. The company made a non-trivial move - it took part in compiling a classification of the best French restaurants, during which it turned out that the best culinary forces of France are concentrated in the south of the country. As a result, poor Parisian gourmets were forced to spend hours turning the wheel in the direction of Provence or the Riviera, checking their route according to the published guidebook.
Development of measures to expand the sales market for products
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Original document?
| introduction | |
| 1 Theoretical foundations of product sales in market conditions | |
| 1.2 Methodology for assessing the effectiveness of an enterprise’s sales policy | |
| 1.3 Main directions of measures to expand product markets | |
| 2 Analysis of the organizational and economic activities of JSC Balezinsky Foundry and Mechanical Plant | |
| 2.1.2 Product range of the foundry-mechanical plant | |
| 2.2 Analysis of the internal environment of the enterprise | |
| 2.3 Analysis external environment enterprises | |
| 2.4 Analysis of the main economic results of the enterprise’s activities | |
| 3 ANALYSIS OF SALES ACTIVITIES OF JSC "BALEZINSKY FOUNDRY AND MECHANICAL PLANT" AND DEVELOPMENT OF MEASURES TO EXPAND ITS SALES MARKET | |
| 3.1 Analysis of the enterprise’s sales activities | |
| 3.1.1 Characteristics of the marketing service | |
| 3.1.2 Characteristics of sales activities | |
| 3.1.3 Competitor analysis | |
| 3.2 Statement of the problem and identification of goals | |
| 3.3 Measures to expand the sales market for the enterprise’s products | |
| 3.4 Analysis of the economic efficiency of the developed measures. | |
| 4 SAFETY AND ENVIRONMENTAL FRIENDLY PROJECT EVENTS | |
| 4.1 Analysis of dangerous and harmful factors in premises | |
| 4.2 Organization of workplaces in the premises | |
| 4.3 Creating rational lighting for workplaces | |
| 4.4 Ensuring optimal meteorological conditions | |
| 4.5 Meeting the requirements of technical aesthetics | |
| 4.6 Protection from noise and harmful factors | |
| 4.7 Ensuring electrical safety and fire safety | |
| 4.8 Solutions environmental problems region | |
| conclusion | |
| APPENDIX A. Consolidated profit and loss statement of Balezinsky Foundry and Mechanical Plant OJSC for 2011 - 2013 | |
| APPENDIX B. Changes in marketing characteristics at various stages of the life cycle according to I. Ansof |
The object of research in the thesis is OJSC "Balesinsky Foundry and Mechanical Plant".
The subject of the study is the sales of products at the enterprise.
The purpose of the thesis is to, based on existing theoretical developments and generalizations of practice manufacturing enterprises develop measures to expand the sales market for products.
The main goal defines the research objectives, structurally repeating the content of the thesis:
- consider theoretical basis sales of products in market conditions;
- carry out analysis economic activity OJSC Balezinsky Foundry and Mechanical Plant;
- consider markets for the products of the research object;
- identify the strengths and weaknesses of the existing sales strategy for the company’s products;
- develop measures to expand markets for the products of the research object;
- consider the safety and environmental friendliness of the proposed activities;
- provide an economic justification for the proposed activities.
The structure of the thesis is determined based on the need to comply with the logic of presentation of the material, determine cause-and-effect relationships and interaction of factors of the objects and problems under study.
The thesis consists of an introduction, four sections, a conclusion, a list of references and applications.
The introduction discusses the relevance of the chosen topic of the thesis and defines the goals and objectives.
The first chapter of the thesis examines the theoretical foundations of product sales in market conditions, and studies the main directions of measures to expand product sales markets.
The second chapter examines the general organizational and economic characteristics of the enterprise's activities. The main problems are highlighted.
The third chapter of the thesis is devoted to the analysis of the sales activities of the enterprise, identifying weaknesses and development of measures to expand sales markets for the enterprise's products. An economic justification for the proposed measures is also given.
The fourth chapter discusses the safety and environmental friendliness of project activities.
The conclusion reflects conclusions of a theoretical and practical nature.
The list of sources used provides a list of monographs and other literature studied in the process of developing this topic.
1 THEORETICAL FOUNDATIONS OF PRODUCT SALES IN MARKET CONDITIONS
1.1 Concept, meaning, functions of sales and sales policy of the enterprise
The main content and principle of marketing - meeting the needs of consumers - involves not only the production of necessary goods, but also bringing these goods to the consumer in a way convenient for him, in convenient location and at a convenient time. Sales contribute to achieving this.
There are two interpretations of the concept of sales - a narrow one, covering only its final phase - direct communication between the seller and the buyer regarding the purchase and sale of goods, and a broad one, characterizing sales as the distribution and movement of goods from places of production to places of sale, as well as the process of purchase and sale.
Product sales goals are derived from the goals of the enterprise, among which the goals of profit maximization currently prevail. Achieving this goal is possible with the successful implementation of the following tasks in the field of sales activities:
2) selection of rational channels for distribution of goods;
3) minimizing total costs in the business cycle of a product, including costs for after-sales service and consumer service.
The main sales functions can be grouped into three groups:
1. Planning functions;
2. Functions of the organization;
3. Control and regulation functions.
2 ANALYSIS OF ORGANIZATIONAL AND ECONOMIC ACTIVITIES OF JSC "BALEZINSKY FOUNDRY AND MECHANICAL PLANT"
2.1 General characteristics of the enterprise
2.1.1 Organizational and legal characteristics of the enterprise
The Balezinsky Foundry and Mechanical Plant was founded in December 1948. Initially, the enterprise was called the “Foundry” artel and specialized in melting and manufacturing tableware from food-grade aluminum - frying pans, cauldrons, pots, as well as sewn tableware - buckets, basins, washbasins.
A year later, production of cast iron products was launched on the basis of the artel. In 1956, the artel was renamed the Balezinsky Foundry and Mechanical Plant. Over the course of its history, the company has gone through several reorganizations, but has retained its name and activity profile to this day.
Reorganized and registered on December 25, 1992 by the Inspectorate of the Ministry of the Russian Federation for Taxes No. 2 for the Udmurt Republic, as an opening Joint-Stock Company, operating on the basis of the Civil Code.
Society is legal entity and organizes its activities on the basis of the Charter of the enterprise and current legislation. The company's charter is founding document OJSC Balezinsky Foundry and Mechanical Plant.
The requirements of the company's charter are mandatory for fulfillment by all bodies of the company and its shareholders.
list of USED SOURCES
1. “Civil Code of the Russian Federation // SPS “Consultant Plus”
2. Federal Law of 02/08/1998 N 14-FZ (as amended on 12/29/2012) “On Limited Liability Companies” // SPS “Consultant Plus”
3. Akulich I.L. Marketing / I.L. Akulich. - Textbook. - Mn.: Higher school, 2010.
4. Afitov E.A. Planning at the enterprise: Proc. Benefit. – Mn.: Higher. school, 2011.
5. Barinov V. A. Strategic management: Textbook. allowance. - M.: INFRA-M, 2011. - 235 p.
6. Bereza, E.N. Formation marketing strategy enterprises: Dis. for competition scientific degree Candidate of Economic Sciences. – St. Petersburg, 2010. – 128 p.
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