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Scheme for making commercial decisions in the enterprise. Theoretical foundations for the development and adoption of commercial decisions

Scheme for making commercial decisions in the enterprise. Theoretical foundations for the development and adoption of commercial decisions

Commercial information is a collection of information and data about the activities of the enterprise, its organizational structure, external and internal relations, production technologies and the range of products, as well as other points related to its activities.

What is commercial information?

Without systematic and regular provision of the organization with various kinds of data, its work will become impossible. Commercial information refers to the following information:

data on the external environment of the enterprise (market, legislation, as well as the activities of competitors);
internal information (on production activities, reserves, as well as "bottlenecks");
information about consumers of the organization's products and services (their financial capabilities, as well as age, nationality, geographical composition, and so on);
data on competitors, namely, the range of products, sales methods, as well as pricing policy;
information about goods and services that are sold on the market (qualitative, quantitative composition, as well as cost);
data on the market price level;
information about the channels of sale and distribution of products, as well as mechanisms for bringing them to the final supplier;
advertising materials, as well as information about their effectiveness.

Main components

The following components of commercial information can be distinguished:

business (refers to work with counterparties);
scientific and technical (describes innovations and production technology);
production (planned and actual indicators for output);
managerial (organization of enterprise management);
marketing (information about the market);
financial (cash flows).

Distribution of commercial information

Information in commercial activities can be disseminated in two main ways:

through periodicals - in the form of specialized magazines and catalogs (it should be noted that they need to be constantly updated as the situation at the enterprise changes);
by creating electronic databases that can contain both comprehensive information on each enterprise and details on individual areas of their commercial activities.

It is important to understand that commercial information includes both public and private data. The former include contact details of the organization, names of its leaders, areas of production and other activities, as well as information about some assets. As for classified data, they are determined by the organizational form of the enterprise (this may be information about loans, partnership agreements, production technologies, and so on) and are not subject to distribution.

Types of commercial information

Information of a commercial organization is divided into several varieties:

open public data (this may include the registration and contact details of the organization, its activities, as well as the range of products or the list of services provided and other points that the company's management does not consider it necessary to hide);
information intended for regulatory authorities (we are talking about various forms of reporting);
access to classified information is only available to the direct management of the company, as well as a limited circle of employees (meaning the production technology and materials used, contractual relations, as well as other information that is a trade secret).

Role of commercial information

Commercial information must be reliable and up-to-date to ensure the smooth operation of the enterprise, and in particular - its management. It allows you to correctly assess the current situation and take appropriate measures. In modern conditions, commercial information is of particular value, because it is characterized by a number of advantages:

makes it possible to constantly analyze the economic and production situation;
used in the preparation of plans, forecasts, as well as at the stage of control; timely receipt of reliable information gives the organization a number of competitive advantages;
allows you to find out the attitude towards the enterprise both from customers and from partners and competitors;
constant monitoring of the situation in the internal and external environment;
a sufficient amount of information about the enterprise in the public domain improves its image and increases the level of trust;
allows timely adjustments to the strategic goals of the organization; reduces the risk of loss.

Sources of commercial information

Commercial information can be obtained from the following sources:

marketing research (can be carried out independently, and you can also use information provided by partners and counterparties);
internal documentation of the company (various kinds of reporting, as well as current documents that are drawn up to confirm the conduct of production operations);
external sources (statistical information of special services, organizations and agencies, which is published in periodicals and is in the public domain).

Classification of commercial information

It should be noted that commercial information is quite heterogeneous. In this regard, the following classification was developed:

Based on time:
- retrospective (allows you to assess the situation that has developed in previous periods to adjust future plans);
- current (gives an idea of the current performance);
- predictive (determines the expected state of the organization in future periods).
Concerning the stage of making managerial decisions:
- ascertaining (describes the current situation at the enterprise as a whole, as well as in its individual divisions);
- explanatory (necessary to understand the factors that led to a particular situation);
- planned (gives an idea of the future state of the enterprise);
- control (allows you to assess the compliance of current indicators with the declared ones).
By scope:
- general (contains data on the enterprise as a whole);
- local (describes the state of individual structures and divisions of the organization).
According to the purpose:
- planned (used to determine future indicators);
- accounting (entered into documents to fix the current state of affairs);
- normative reference (used to bring production processes in line with the rules);
- statistical (allows you to track the dynamics of indicators over the past few periods);
- marketing (describes the situation on the market).
By frequency of entry:
- discrete (comes with a certain frequency);
- episodic (arrives at a time, in case of need);
- continuous (used to monitor the current situation).

Commercial Information and Trade Secrets

There is a separate category of data that is not subject to distribution, but can only be used by a limited circle of employees of the enterprise. We are talking about such a category as confidential commercial information. This is documented information, access to which is limited not only by the internal charter of the company, but also by legislative norms.

It should be noted that it is impossible to equate such concepts as commercial information and trade secrets. The latter is protected by legal acts. We can say that state legislation gives the entrepreneur the right to classify a number of information about the activities of his organization. This is due to the fact that the disclosure of some data can cause serious material damage. Thus, we can say that a trade secret carries a certain value and benefit to an entrepreneur as long as it is unknown to third parties. At the same time, their concealment should not harm society.

Information constituting a trade secret

Trade secrets include the following categories of data:

scientific and technical information (production technology, equipment design, inventions, patents, software products, methods of organizing work at the enterprise; technological plans);
technological information (design drawings, chemical formulas, plans for production and release of products);
financial information (algorithm for pricing, profit received from the sale of products, banking operations and financial flows);
business information (terms and conditions of agreements and contracts, organizational issues, information about counterparties, commercial correspondence).

What cannot be a trade secret

The following commercial information of the enterprise cannot be classified:

documents related to constituent, as well as registration and permit certificates;
financial statements that are submitted to tax and other regulatory authorities, as well as data indicating solvency;
information on the number, structure and composition of personnel, as well as the level of remuneration and compliance with its safety standards;
data on the sale of products potentially dangerous to humans, as well as documents confirming compliance with antitrust laws;
data on whether officials are involved in entrepreneurial activities.

Protecting commercial information

In order to prevent the dissemination of sensitive data, enterprises use certain measures. Commercial information may be protected by:

development of specific instructions that explain to employees the features and rules of working with data;
appointment of persons responsible for the safety of trade secrets;
creation of a control system, in accordance with which employees will be admitted to certain data;
an obligatory moment is the signing with each of the employees of documents on non-disclosure of trade secrets;
introduction of a system of additional incentives for employees who deal with classified data;
automation of the information security system;
continuous supervision by management.

Unfair methods of obtaining commercial information

A summary of data about the internal and external environment of the enterprise is commercial information. A number of enterprises may try to extract it by unscrupulous methods:

dissemination of data by employees themselves (knowingly or unintentionally);
blackmail management or employees with access to relevant data;
provocative or leading questions during conferences or presentations;
theft of documents;
covert surveillance (independent, with the help of hired persons or by means of special equipment);
poaching employees from a competing firm;
bribing employees;
listening to telephone conversations or intercepting messages.

findings

The use of commercial information largely determines the effective functioning of the company. This is a complete set of information about the activities of the enterprise, which is used by the manager to make management decisions, as well as external users in order to get acquainted with the organization.

It is worth noting that commercial information can be either open (accessible to everyone without exception) or closed (which can only be used by a certain circle of people). At the same time, the legislation clearly regulates the list of data that cannot be classified. As for the concealment of certain facts, it should not cause damage to society.

In order to protect commercial information in the organization, certain measures are taken. Thus, the circle of persons who have access to it is limited, and an agreement is signed with employees on the inadmissibility of disclosure. Responsibility is introduced for the disclosure of confidential data. Automation of the information security system with the help of modern computer technologies is a priority. However, management must also personally monitor this issue.

Commercial Solution Methodology is a logical organization of activities for the development of a commercial solution, including the formulation of a management goal, the choice of methods for developing solutions, criteria for evaluating options, drawing up logical schemes for performing operations.

Methods for developing management decisions include methods and techniques for performing the operations necessary in the development of commercial solutions. These include ways of analyzing, processing information, choosing options for action, etc.

Organization of commercial solution development involves streamlining the activities of individual departments and individual employees in the process of developing a solution. The organization is carried out by means of regulations, standards, organizational requirements, instructions, responsibility.

Commercial solution development technology- a variant of the sequence of operations for developing a solution, selected according to the criteria for the rationality of their implementation, the use of special equipment, the qualifications of personnel, and the specific conditions for performing work.

The quality of the commercial solution - a set of properties that a commercial solution has that meet, to one degree or another, the needs of a successful problem resolution.

The object of making a commercial decision - multifaceted activity of the enterprise, regardless of its form of ownership. In particular, the following activities are subject to decision-making:

· technical development;

Organization of main and auxiliary production;

marketing activities;

economic and financial development;

organization of wages and bonuses;

social development;

management;

accounting activities;

· staffing;

Other activities.

The correctness and effectiveness of the decision made is largely determined by the quality of economic, organizational, social and other types of information. Conventionally, all types of information that are used in making a decision can be divided into:

for incoming and outgoing;

processed and unprocessed;

· textual and graphic;

· constant and variable;

normative, analytical, statistical;

· primary and secondary;

directive, distributive, reporting.

The value of the information obtained depends on the accuracy of the task, since a correctly set task predetermines the need for specific information for making a decision.

Decision-making is inherent in any type of activity, and the effectiveness of the work of one person, a group of people or the entire people of a certain state may depend on it. From an economic and managerial point of view, decision-making should be considered as a factor in increasing production efficiency. The efficiency of production, of course, in each case depends on the quality of the decision.

All decisions made in any field of activity can be conditionally classified and divided into decisions: according to the strategy of the enterprise; arrived; sales; issues that affect the formation of profits.

Decision-making, as a rule, is associated with the choice of a course of action, and if the decision is made easily, without a special study of alternatives, then it is difficult to make a good decision.

Decision making is preceded by several steps:

the emergence of problems that need to be addressed;

selection of criteria by which the decision will be made;

development and formulation of alternatives;

selection of the optimal alternative from their sets;

Approval (adoption) of a decision;

organization of work on the implementation of the solution - feedback

The criteria for assessing the capabilities of the organizational structure of management include:

1. Determination of the degree of ability of the applied organizational structure of management to ensure the receipt of the rate of return.

2. Degree of ability of the existing management structure to create conditions for increasing the rate of return

3. The degree of ability to quickly respond to changes in demand and act accordingly.

4. The degree of the ability of the organizational structure of management to ensure the growth of labor productivity due to the detailed specialization of social labor and production.

5. The degree of efficiency of the production control system with a given organizational structure of management.

The object for the occurrence of problems can be the final indicators of the commercial activity of the enterprise. For example, as a result of the activity of the enterprise, the indicators of the final results of work began to deteriorate sharply (an increase in the cost of production, a decrease in the growth of labor productivity and its quality, profit and profitability); as well as conflict situations, high staff turnover.

There are a great many decision-making methods, for example, systemic, analytical, sequential comparisons, pairwise comparisons, statistical, expert, etc. Let's consider some of them.

Systems approach.

Today, the word "systemic" is widely used in a wide variety of combinations. In engineering systems, they talk about systems engineering, system analysis, system project management, system design of organizations, etc. are known. Obviously, the origin of the word "systemic" is largely associated with the ideas of general systems theory and cybernetics.

The main concepts usually used in the systems approach are system, process, input, output, feedback, restrictions. These concepts are applied to systems of very different nature. In the processes of selecting a project for a unique object, developing a plan, etc. you can also identify the relevant systems (and subsystems in them), understand their relationship with other systems, determine the input (input information), output (decision), feedback (decision analysis) and restrictions (resource, labor, etc.) . As a result, systems are identified that solve certain problems.

What is usually understood by the words "system approach"? To answer this question, let us consider the available recommendations for a "systemic" solution of problems of various nature.

In accordance with the approach of systems engineering, the following stages of solving the problem are distinguished:

clarification of the task and choice of goal;

listing or inventing alternatives;

Analysis of alternatives;

selection of the best solution;

presentation of results.

The systems analysis and operations research approach typically distinguishes five logical elements:

identify a goal or set of goals;

identify alternative means of achieving goals;

determine the resources to use each system;

· build a mathematical (with the approach of operations research) or logical (which happens more often with the approach of systems analysis) model, i.e. a number of dependencies between goals, alternative means of achieving them, the environment and resources;

Determine the criterion for choosing the preferred alternative.

In the process of making decisions in an organization using a systematic approach, the following stages can be distinguished:

definition of the goals of the organization;

Identification of problems in the process of achieving these goals;

Investigation of problems and diagnosis;

search for a solution to the problem;

evaluation of all alternatives and selection of the best one;

coordination of decisions in the organization;

approval of decisions;

preparation for the implementation of decisions;

management of application of the solution;

efficiency check.

Figure 1 reflects the general definition of a clear sequence of actions, taking into account the goals and means, the allocation and consistent consideration of alternative solutions to problems, the desire for a rational choice between them.

Rice. 3. RRM process based on a systems approach

So, a systematic approach to solving problems of a different nature from a utilitarian point of view is associated with the selection of a system from the external environment and the definition of a set of sequential, logical steps to consider the problem. Let's call these features the general scheme of the systems approach.

What is the difference between systems approaches designed to solve various problems? First of all - methods of analytical comparison of alternatives. So, for example, in systems engineering, standard methods for calculating various classes of technical systems (electronic circuits, automatic control systems, etc.) are used. When using the operations research approach, there is a whole class of methods: mathematical programming, probabilistic, network planning, etc. The systems analysis approach primarily uses the cost-effectiveness method.

There are examples where the general scheme of the systems approach is used to solve complex problems without special ways of analytically comparing alternatives. Recently, the general scheme of the systems approach has been very popular. It is difficult to find a problem for which a systematic approach would not be recommended.

When faced with complex human problems, the seeming universality of the sequence of stages also collapses. Identification of goals and definition of problems depends on the general idea of the solution, i.e. from choosing one of the alternatives. We can gradually expand the range of problems under consideration until, based on the knowledge of our aspirations, capabilities and resources, we have a hunch to put the whole problem in the most rational way.

On the one hand, the pragmatic possibilities of the general scheme (list of stages) of the systems approach are quite modest. On the other hand, the educational value of the ideas of a systematic approach seems to be very valuable. In shaping the mindset, ideas for a consistent, step-by-step approach to solving complex problems can be helpful.

Analytical Methods

These methods are based on the work of a manager or a specialist with a set of analytical dependencies. They determine the relationship between the conditions for performing the task and its results in the form of formulas, graphs, logical relationships, for example, "You go quieter - you will continue." “Slower ride” is a condition, and “you will continue” is the result. In the activities of organizations, there are many typical dependencies that are objective in nature: the relationship between supply and demand, the life cycle of products from time to time, labor productivity from staff qualifications, management style from the nature of the company's activities, the quality of SD from the completeness and value of information, etc. Each manager has some set of such dependencies developed intuitively over a number of years or obtained as a result of training. Many effective dependencies remain unknown to a number of managers. Sometimes you have to find effective dependencies through trial and error, unnecessarily spending resources. A large set of valuable dependencies is usually declared confidential information of a particular organization. In the age of universal informatization, the sale of new developments in the field of RRM is gradually becoming part of the business.

In Fig.4. the nature of the graphical dependence of the growth of labor productivity on the material incentives of workers is given.

100% labor productivity

Financial incentive

Fig.4 Graphic dependence of labor productivity growth.

The growth of labor productivity is explained by the increase in the degree of satisfaction of the basic needs of the worker. The size of the area of growth strongly depends on the number of satisfied needs and interests from both material and moral incentives. The stabilization area is determined by the achievement by the worker of the physical load limit. The area of decline is explained by a decrease in the quality of work in pursuit of an increase in material incentives.

These methods are based on: probability theory, theory of Markov processes, queuing theory.

"Modern decision theory...". These words often flash on the pages of the press, are heard on the radio and on TV screens. These words are readily used by politicians, economists, and sociologists. But what is behind them? When did this theory become, so to speak, "modern"? How does its content fundamentally differ from the traditional (“non-modern”) system of views on the decision-making process? Equally important are the answers to other questions: how to rationally, on a scientific basis, approach the development of solutions? What do the main decision-making tasks look like in a general theoretical sense? what are the main concepts and principles of the modern approach to solution development?

It is impossible to give, and most importantly, to understand the answers to the questions posed, without remembering the main list of management tasks in general, without indicating the semantic essence of the basic concepts and definitions used in cybernetics and decision theory.

In the process of management, the actions of the personnel cannot take place spontaneously. The staff of the organization objectively needs that its actions are organized, coordinated, coordinated, and joint efforts are directed to achieve the goal. The main goal of management is to ensure maximum efficiency of enterprises, firms and organizations.

The essence of managing the activities of an enterprise and personnel lies in the purposeful activity of managers, managers to prepare them for conducting economic (financial) operations and guide them in the performance of their tasks. The content of management is a set of activities (management tasks) that cover the activities of managers, managers and services at all levels of personnel management of the company in order to prepare them for certain actions. The main functions of the management process are:

§ continuous acquisition, collection, study, analysis and generalization of data on the situation;

§ timely decision-making on the organization and conduct of economic operations;

§ setting tasks for subordinates;

§ event planning;

§ organization and maintenance of interaction between "friendly" firms;

§ organization and implementation of measures to improve the management system of the organization;

§ constant monitoring of the correct understanding and implementation of the tasks set by subordinate organizations, and, if necessary, the timely provision of assistance;

§ Carrying out other activities, the need for which is determined by the situation.

The decision of the leader combines into a single whole the goal of economic actions, the forces and means necessary to achieve it, and measures to organize the management system. It is the basis of management in the economy.

What is the basis of the decision itself? This basis is formed by knowledge of the regularities and principles of management, as well as the correct understanding of the task received and the correct assessment of the situation. Efficiency will be higher if it is not stereotyped, but is the result of combining creative thinking and the will of the leader, if it is supported by appropriate mathematical calculations.

The general scheme illustrating the order of work of the manager in developing a decision to conduct an economic operation and organizing its implementation is shown in Fig. 4.1.

Rice. 4.1. The general scheme of the manager's work in developing a solution and organizing its implementation

Clarification of the task (1) - the initial stage of the manager's work, aimed at a deep understanding of the purpose of the upcoming financial transactions; the plan of the superior manager, the content and features of the task received; the role of your enterprise (subdivision) in the fulfillment of the general task set by the higher management; tasks of "friendly" firms, the order and methods of interaction with them; taking into account the tasks solved by the forces and means of the higher management in the interests of the enterprise (subdivision), the period of readiness to complete the task. A changing environment is also an incentive to clarify or clarify current and future challenges.

To understand the intention of a superior manager (a manager, for example, for the upcoming increase in the price of manufactured products - this means to understand which products, where and in what sequence they need to consider from the entire range of products manufactured by the enterprise. In addition, it is necessary to understand which product names will be increased in the first place, and for which - the price will increase last, what social consequences the price increase will lead to, what profit the enterprise will have, etc.

Thus, when clarifying the purpose of the upcoming actions, the manager must understand what end result his enterprise (division) should achieve. As a result of understanding the received task, the leader draws the necessary conclusions for himself.

Having understood the task, the manager calculates the time (2), that is, allocates the time at his disposal for preparing for the upcoming actions of the staff, for planning and bringing tasks to subordinates. The purpose of the calculation is to allocate the maximum possible time for practical preparation for the upcoming actions of the company's personnel. Calculation of time is carried out personally by the head of his deputy. After calculating the time, the manager orients his subordinates on the upcoming actions in order to increase the time for the practical activities of the enterprise personnel.

Operational orientation (3) is carried out by the manager, as a rule, personally, in order to inform the manager (staff) about the situation, upcoming actions, organization of observation, time and order of work, preparation of data for decision-making and other information that allows them to correctly understand environment and prepare for tasks.

After orienting subordinates and organizing the work of officials, the leader immediately proceeds to assess the situation. Assessment of the situation (4 - this is a comprehensive study and analysis of the factors affecting the fulfillment of the assigned tasks. As a result, the conditions and factors that contribute to and hinder the successful fulfillment of the assigned tasks are identified. In general, the assessment of the situation is carried out according to the following elements: competitor, own personnel, location area actions or market segment, time Evaluating a competitor, the manager is obliged to understand and determine the composition, condition, position and possible nature of his actions, his strengths and weaknesses, the likely direction of his actions,

When evaluating his staff, the manager studies and analyzes the intellectual potential, readiness to perform assigned tasks, staffing with organizational technology, communications, etc. This allows him to correctly determine the possibilities for fulfilling the tasks set, the most effective methods of action. Based on the conclusions made, the manager sets tasks for his units and subordinates, assesses the state of management, the level of staff readiness for upcoming actions.

In addition, the manager evaluates the impact of the actions of competitors on the performance of the task by their departments. When evaluating time, the manager determines the time to perform specific activities in preparing and carrying out the necessary actions. The process of assessing individual elements of the situation can be repeated as new information becomes available, affecting the decision as a whole or its individual elements, and based on the assessment of a competitor and its personnel, the quantitative and qualitative balance of forces and means of the parties is determined. The solution from the head of these issues requires a deep understanding of the situation and the ability to highlight those key factors that will ensure the adoption of the best decision for a given situation. Having thus consistently assessed all the elements of the situation and made particular conclusions for each of them, the leader then makes a general conclusion about the degree of influence of the current situation on achieving the goal. In the conclusions from the assessment of the competitor and his staff, the manager already outlines the individual elements of the action plan, possible ways to achieve the goal and directions for concentrating the main efforts. The final conclusions from understanding the task and assessing the situation allow the leader to form several of the most promising solutions for the upcoming actions and then choose the most appropriate way to complete the task and make a decision.

Justification and decision-making (5) is carried out by the manager on the basis of understanding the task received, assessing the situation and the calculations carried out. In the decision, the head gives an answer to the main questions that make up the content of the decision:

§ action plan;

§ preliminary tasks for enterprises (divisions);

§ bases of the organization of interaction between firms and divisions;

§ basics of organization of support;

§ bases of the organization of management and communications.

The idea is the manager's idea of the course of the upcoming actions before they begin. The plan usually indicates the purpose of the actions and the method of achieving it, the directions for concentrating the main and other efforts, the main and other tasks, the methods for achieving the main and other tasks. When developing an idea, the persons participating in the work express their opinion and make suggestions, as well as provide the necessary information. Heads of subdivisions should be ready, upon request, to report additional data and calculations on their services and personnel.

Next, the leader proceeds to the definition of preliminary tasks. Having determined the preliminary tasks for subordinates and departments, the manager outlines the basis for organizing interaction. The essence of the interaction of units in the conduct of an economic operation is to coordinate the goals, tasks, place, time and methods of performing the tasks of personnel actions to achieve the goal.

After determining the basics of organizing interaction, the manager proceeds to determine the basics of organizing the provision of actions. Having determined all the elements of the decision, the head orders his deputy to issue the decision by the deadline. Then the decision (intent of the decision) is reported to the higher management. The decision approved by the senior manager is announced to the appropriate officials, usually indicating the purpose of the upcoming actions and the conclusions from the assessment of the situation. The decision is made in the form of an order for the enterprise, firm.

Based on the decision of the head, his deputies and managers plan the necessary actions. At the same time, an order (order) is being developed.

The organizational work of the head and the management apparatus (stages 6, 7,8,9 on the general scheme) is reduced to the organization of the execution of the decision, its material embodiment in the actions of the enterprise personnel.

Setting tasks (6) for subordinate units is one of the most important functions of the head and other management bodies in organizing and conducting the necessary actions. Ways to bring tasks are determined by the deputy head and the general manager. To set tasks for the operation, the following are developed:

§ operational directives (orders);

§ directives (orders) to ensure the economic operation;

§ orders to subordinate units and personnel.

In all cases, the accuracy, clarity and timeliness of communicating orders to subordinates are the most important conditions for their successful implementation.

The work on organizing the interaction of personnel (7) consists in coordinating the actions of the personnel in terms of goals, tasks, place, time and methods of performing the assigned tasks. The interaction is carried out continuously, and in case of violation it is immediately restored. A plan (table) of interaction is being developed. Practical issues of interaction are worked out with subordinate personnel in the daily activities of the enterprise.

The work on the organization of management and communications (8) consists in determining the location of the management group, actions, the distribution of officials in the places of management, the location of the head of the event to restore violations of management and communications.

After setting goals and organizing interaction, the main task of the leader (manager) is the practical work to organize the implementation of the tasks set and all the planned preparatory activities (9). This work is carried out by organizing effective control over the correct understanding of the timely and accurate execution of orders given and by providing direct assistance to managers and specialists in the field. As a rule, control should be proactive.

Primarily controlled:

§ readiness of management personnel;

§ timely receipt by subordinates of relevant orders;

§ knowledge and correct understanding of the tasks;

§ conformity of the decisions taken by subordinates to the plan and tasks.

For the final choice and complete conviction in the correctness of the chosen decision, the leader uses, first of all, personal experience, checks the chosen decision according to the criteria of logic, originality, compliance with the provisions of the theory, historical experience. The rationality and validity of the decision are evaluated by criteria that can have either qualitative or quantitative scales.

Literature

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3. Stroeva E. V., Lavrova E. V. Development of managerial solutions: Educational and practical guide. – M.: INFRA-M, 2012

additional literature

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2. Burlatsky F. M. Riddles and the lesson of Niccolò Machiavelli. M .: Young Guard, 1978.

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4. Litvak BG Expert assessments and decision making. M.: Patent, 1996.

5. Machiavelli I. Selected works. M: Fiction, 1982.

6. Meskon M. X., Albert A/., Hedouri F. Fundamentals of management. M.: Delo, 1998.

7. Morse F.M., Kimbel1 J.E. Methods of research operations. M.: Sov. radio, 1956.

8. Nakaryakov B. I. Good order as the soul of every business. - ECO. 1978. No. 1.

9. Scientific organization of labor and management. M.; Economics, 1965.

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13. Taylor F. Scientific foundations of the organization of industrial enterprises. SPb., 1912.

14. Taylor F. Improved system of piecework payment. SPb., 1914.

15. Fayol A.

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17. Emerson G. Twelve principles of labor productivity. M.: Economics. 1972.

18. Yang S. System management of organizations. M: Owls. radio, 1972.

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Scientific organization of labor and management. M.; Economics, 1965.

Emerson G. Twelve principles of labor productivity. M.: Economics. 1972.

Fayol A. General and industrial management. L.; M., 1924.

Reliability and efficiency in engineering: a Handbook. T.Z. Efficiency of technical systems / Ed. ed. V.F. Utkina, Yu.V. Kryuchkov. 1988.

Kozeletsky Yu. Psychological theory of decisions / Per. from Polish; Ed. B.V. Biryukov. - M.: Progress, 1979.

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Methods for evaluating and making commercial decisions

2.1. Sphere of managerial decision-making

Under the scope of business decision-making should be understood as a set of factors influencing their adoption. They have spatial, organizational, legal and temporal boundaries. It is advisable to structure this area, dividing it into internal and external environments.

Internal environment- this is the spatial sphere of distribution of the direct influence of the entrepreneur. She is segmented. Its constituent segments are called internal variables. If the entrepreneur represents the firm, then all the factors that directly determine it will be the internal environment. The firm is perceived by the entrepreneur as a systemic structure. If one element of the system changes, then other elements of the system will also change.

This understanding of the firm makes it possible to define its management (from the point of view of the internal environment) as the activity of influencing one or more variables and adjusting other variables to this.

A clear understanding of internal variables is an important element of the entrepreneur's activity. The most important internal variable is the purpose of the firm. It must be quantitative. For example, the purpose of the firm is the production of clothing for a specific purpose or certain models in a specific volume.

The second internal variable is production technology. Her choice is determined by the internal goal of the company.

The third internal variable is the organizational structure of the firm. Knowing the purpose and production technology, it is possible to determine the structural units necessary to create optimal conditions in order to achieve the greatest economic effect and increase the controllability of the production process. Each fragment of the resulting structure is assigned corresponding responsibilities.

The fourth variable is staffing. This is a definition in each element of the structure of jobs and positions in their quantitative and qualitative aspects.

The fifth internal variable is personnel (employees who will take jobs).

There are two more elements to note that are not "purely" internal. They play a connecting role between the internal and external environments. These elements are the result of production and the market signal.

The result of production is a specific form of materialization of the goals of the entrepreneurial structure. It characterizes the quality of the internal environment, indicating the possibility of preserving it in its previous form, or dictates the need to make changes to it.

The market signal is practically an external factor, but "rooted" in the internal environment of the company, it provides feedback (the consumer's reaction to the product).

Thus, the internal environment can be rightly defined as the mechanism of the company's life. This environment in theory was called the sociotechnical system.

It should be noted that the entrepreneur himself is a mandatory element of this system. He, in essence, represents its center, influencing all its elements.

The external environment is the structural and spatial environment of the firm. The firm represents an open system. Its internal environment is subject to change under the influence of the external.

External environment - a set of factors that affect the functioning of the business structure. These factors are heterogeneous. Some have a direct effect, others indirectly. In this regard, they are grouped as factors of direct and indirect impact.

Factors of direct influence directly affect the functioning of the firm. These include:

1) state bodies and their regulations and laws. To them without fail it is necessary to "adapt";
2) partners and partnerships. This factor is of lesser strength, since it can be changed at will;
3) sources of power pressure (racketeers, extortionists, bribe-takers). The entrepreneur has to "adapt" to this factor as well;
4) competitors. Their behavior is necessarily taken into account in the activities of the entrepreneur;
5) company image. This is a representation of her in the external environment. May facilitate or complicate activities depending on the positive or negative perception of the firm;
6) trade unions. In Russian reality, they have not yet found their place, but in general their role in other countries is very important.

Indirect factors are those that affect the firm through other factors or under certain conditions. These include:

1) political factors;
2) scientific and technical achievements;
3) the state of the economy;
4) socio-cultural factors;
5) changes in the world market.

An entrepreneur needs to constantly analyze the dynamics of the external environment. This is complex and laborious work. The difficulties of such an analysis lie in the fact that the complexity of the structure of the analyzed factors is high; the level of their impact is different; some factors are characterized by constancy, and others by episodic impact; changes in the external environment are dynamic, often chaotic, and can be very fast.

All of the above determines the complexity of entrepreneurial activity and indicates the need for special training in this area.

2.2. Entrepreneurial Decision Making Technology

Entrepreneurial Decision Making Technology represents a sequence of actions combined into a logical system that provides an analysis of alternative options and the identification of the most effective, in terms of the goal, taking into account the potential of the company.

Each entrepreneur has his own individual decision-making technology. The decision can be made based on intuition. In this case, intuition is understood as unconscious knowledge obtained as a result of experience. This method is called intuitive. To use it, you must have extensive experience in entrepreneurial activity.

However, the decision-making technology is still based on the real decision-making method. This method is based on logically interconnected and calculated-substantiated conclusions.

In practice, the entrepreneur uses both methods at the same time. In essence, the combined method is real-intuitive. For a novice entrepreneur, the real method prevails in decision-making technology. For an experienced entrepreneur, a significant component in decision-making technology is the intuitive component.

The generalized technology of making an entrepreneurial decision can be graphically represented in the form of a block diagram (Fig. 1).

Fig 1. Scheme of technology for making an entrepreneurial decision

The first technological stage of decision-making is the acceptance for consideration of possible alternatives (projects).

At the second stage, the entrepreneur conducts a comprehension of alternatives. In other words, it reveals their essential features and logic.

At the third stage, for each project, the requirements that must be met for its implementation (the need for specific resources, technologies, financing, etc.) are identified.

At the fourth stage, the specific actions necessary for the implementation of the project are determined (the form of raising funds, the procedure for implementing funds, the procedure for implementing production, etc.). Here, an economic calculation is also made according to the cost estimate of these actions.

The fifth stage involves the calculation of the probable economic effect, taking into account the reasonable worst-case scenario.

At the sixth stage, the variants of the pessimistic and optimistic calculations of the economic effect are compared. This comparison shows the likely range of possible effect.

At the seventh stage, the projects accepted for consideration are compared. This comparison is made on the totality of the qualitative and quantitative characteristics identified at the early stages. This stage is technically the most difficult.

For example, one project promises the greatest economic effect, but requires significantly more resources and is more risky. In this case, an expert assessment of the appropriateness of the choice is possible. But other, more formalized options are also possible.

The final eighth stage is aimed at choosing one of the alternatives. It involves making a decision on the implementation of the chosen alternative.

It should be noted that with an increase in the number of initial alternatives, the process of making a decision on them becomes much more complicated. Therefore, at the stage of taking into consideration possible alternatives, one should strive to minimize their number. For this, a priori information and intuition should be used as much as possible.

Usually an experienced entrepreneur leaves 2-3 alternatives at this stage for further consideration. The last two steps always require a certain amount of intuition. From this it becomes clear that only constant practice in combination with theoretical training ensures the success of entrepreneurial activity.

2.3. Economic methods of making entrepreneurial decisions

The basis of economic methods for making entrepreneurial decisions is the analysis of such categories as price, production costs, finances, and the ability to operate with them in practice.

Product price formation. In this case, we mean the market price. The minimum level of this price can be determined by the following relationship:

C t \u003d I pf -P md,

where C t - the price of the goods; And pf - actual production costs; P md - the minimum allowable profit.

Sometimes the price determined in this way acts as a wholesale price. Since this price is calculated for the most unfavorable variant of the market situation, it becomes a trade secret.

The expediency of the entrepreneur's appearance on the market is determined by the fact that he manages to form the minimum allowable price at a level below the market price.

The market price is the actual price at which the product is actually purchased. The difference between the market price and the minimum allowable acts as excess profit

SP \u003d C r -C md,

where SP - excess profit; C p - market price; C MD - the minimum allowable price.

The entrepreneur has the ability to manage the pricing process, if we are talking about its minimum allowable level. In this case, pricing management is associated with finding ways to minimize production costs.

The second method of influencing the pricing process involves the analysis of the market price. In this case, the entrepreneur reveals which commodity characteristics underlie pricing, and how the price can change with any change in commodity characteristics. As a result, the product is given, if possible, characteristics that increase the market price to a greater extent than costs.

Production cost management.

It is necessary to distinguish between economic and accounting costs. The entrepreneur mainly deals with economic costs. They are associated with the possible implementation of a particular project. Accounting refers to the costs actually incurred by the firm.

There is a time gap between the planning of costs and the moment of their implementation. In this regard, the entrepreneur uses the principle of "maximum possible costs" when planning costs. This is the opposite principle of the minimum allowable price.

When considering economic costs, the concept of "gross costs" is usually used.

Gross costs are a combination of fixed and variable costs

And shaft \u003d And post + And lane.

Fixed costs are those that practically do not depend on the objects of production. This includes depreciation costs, rent, loan fees, management salaries, etc.

Variable costs - those costs that are almost directly dependent on the volume of production. These include the cost of raw materials, materials, components; labor costs for workers directly involved in the production of goods, energy for technological needs, etc.

An important conclusion follows from these definitions: with an increase in production volumes, gross costs per unit of goods decrease, and vice versa.

Consequently, an increase in production volumes, ceteris paribus, entails an increase in the profitability of production. This effect can be used as a means of increasing profits or as a reserve for lowering the price of an additional product.

In conditions of risky delivery of goods to the market, when the level of demand is not exactly known (for example, for seasonal goods), the entrepreneur takes 75% of the actual production volume as the estimated volume. The remaining 25% is planned as additionally produced goods. If they are not sold during the season, they can be sold during the seasonal sale at a lower price, up to the level of variable costs.

The difference between the price of a good and the cost is called the coverage of the good. It is the amount of funds, part of which goes to cover fixed costs, and the rest - to profit.

Determination of the boundaries of production volume. The minimum allowable volume of production is the level of break-even production. This is a program of production in which costs are covered by income.

It is always important for an entrepreneur to determine for himself the acceptable boundaries of production - the minimum allowable and the maximum possible. This is due to the level of market demand.

The maximum possible output is determined using the production function

K m = f(T, K),

where K m - the maximum possible volume of production; T - resources used in production; K is the capital used in production.

This feature is always focused on a specific technology. If the technology changes, the function also changes. f.

But it is important for an entrepreneur to determine not only the possible limits of production, but also its optimal volume.

Optimal is the volume of production at which the difference between income received and total costs is minimal.

The search for the optimal variant in practice is carried out in two versions - with a given amount of capital and with unlimited capital.

In the first case, if we mean by fixed capital the equipment necessary for the normal implementation of the production process, then the optimal volume of production is related to capacity. Therefore, based on the desire to reduce specific fixed costs, the optimal volume of production will be equal to the derivative power.

This approach is typical for a novice entrepreneur.

The highest level of production efficiency will be achieved with a certain combination of output and costs. If we consider for simplification two factors of production - capital and labor, then each factor will account for a certain proportion of the other.

For example, servicing 5 machines requires 10 workers, and 10 machines requires 20. This can be displayed as a graphical relationship. Moreover, it is expedient to present this dependence in the value form.

Considering that there are options for acquiring expensive manufactured equipment and cheap productive equipment, this will lead to different labor costs. Considering several options, stop at the best.

In the case of determining the volume of production with an unlimited amount of capital, the reasoning is similar. However, not two, but three factors should be taken into account:

1) the possible volume of production;
2) the required amount of capital costs;
3) the required amount of labor costs.

The calculations made are summarized in a table and the option with minimal costs is selected.

Optimal from an economic point of view, the volume of production is determined on the basis of marginal costs.

An increase in production also causes an increase in costs. This growth is not always proportional to the volume of production. In this case, the following selection rules apply:

1) determine the average gross costs per unit of production;
2) the decision in the direction of increasing the volume is chosen if the marginal cost of additionally produced goods is less than or equal to the average gross;
3) it is necessary to refuse to increase the volume of production, if the reverse 2 picture takes place;
4) calculate the average gross costs to the new production volume.

test questions

1. What is the internal business environment?
2. What are the basic components of the internal environment of the firm?
3. Methods for making entrepreneurial decisions.
4. What is the technology of decision making

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Ccontent

Introduction

1. Business decision making development concept

1.1 Theoretical foundations for developing and making commercial decisions

1.2 Methodology for making commercial decisions

1.3 Research agenda

2. Analysis and evaluation of commercial decision-making at the enterprise store "Leader-M"

2.1 Organizational and legal characteristics of Prodtorg-98 LLC

2.2 Analysis of the organizational environment of LLC "Prodtorg-98" on the example of the store "Leader-M"

2.3 Business decision analysis

3. Development of a commercial solution

3.1 A set of measures to improve the process of making commercial decisions LLC "Prodtorg-98" on the example of the store "Leader-M"

3.2 Implementation plan and evaluation of the effectiveness of the decision

Conclusion

Bibliography

Appendix

Introduction

The development of management decisions is one of the most important management processes. The success of the business largely depends on its effectiveness.

An integral part of almost any existing enterprise is its commercial activity.

In many ways, the results of the commercial activities of enterprises depend on the management decisions made. Thus, management decisions are often commercial.

The subject of this course work is the development and adoption of commercial decisions. The object of this course work is LLC "Prodtorg-98" on the example of the store "Leader-M". The purpose of the study is to assess and analyze the current environment, identify problems and goals, develop ways to improve the store's commercial activities and implement them. The subject of defense is the theme of the course work: the development and adoption of commercial decisions. The objectives of the study are:

Analysis of the commercial activity of the enterprise;

Methods used by this enterprise in the development of commercial solutions;

Analysis of the problem of the enterprise;

The relevance of the topic lies in the fact that any enterprise has to develop and make commercial decisions every day that involve improvement, and sometimes the introduction of a certain innovation, which will lead to an improvement in the activities of the enterprise.

The first part of this work deals with the concept of developing commercial decisions, including the theoretical foundations for the development and adoption of commercial decisions, the methodology for making commercial decisions and the research program. The practical part of the course work consists in analyzing and evaluating the adoption of commercial decisions by the LLC Prodtorg-98 enterprise using the example of the Leader-M store and consists of three points: organizational and legal characteristics of Prodtorg-98 LLC, analysis of the organizational environment of Prodtorg LLC -98" on the example of the store "Leader-M" and analysis of commercial decision-making. In the third part of the course work, ways to improve the activities of the Leader-M store in the field of making and implementing commercial decisions are considered.

commercial solution

1. The concept of acceptancecommercialdecisions

1.1 Theoretical basis for development and adoptioncommercialdecisions

A decision is the result of a person's mental activity, leading to some or necessary actions.

A management decision is the result of analysis, forecasting, optimization, economic justification and choosing an alternative from a variety of options to achieve a specific goal of the management system. 1 1 Fatkhutdinov R. A. Management decisions: Textbook. 4th ed., revised. And extra. - M.: INFRA-M. - 2001 - 283 p.

The development of management decisions is an important process that links the main functions of management: planning, organization, control. A management function is a special type of management activity, with the help of which the subject influences the object. Management functions reflect the content of the management process, the type of management activity, and the totality of duties of the management subsystem. It is the decisions made by the leaders of any organization that determine not only the effectiveness of its activities, but also the possibility of sustainable development, survival in a rapidly changing world.

Figure 1. - The essence of the management decision

The process of commercial activity is the preparation and implementation of commercial changes and consists of interrelated phases that form a single whole, a complex whole.

The decision as a process is characterized by the fact that it, proceeding in time, is carried out in several stages. In this regard, it is appropriate to talk about the stages of preparation, adoption and implementation of decisions. The decision-making stage can be interpreted as a choice made by an individual or group decision maker using certain rules. The decision as a result of choice is a prescription for action (work plan, project version, etc.).

Commercial decisions are directly related to management activities and therefore must meet the following requirements: timeliness; compliance with applicable laws and regulations; simplicity of presentation; targeting and clarity of content; organizing nature.

The timeliness of management decisions is especially important for trade enterprises, where greater efficiency is required in the delivery of goods. A belated or premature decision reduces its effectiveness, and in some cases leads to additional losses.

All management decisions must be made by managers within the limits of their rights and on the basis of applicable laws or regulations. Decisions that do not comply with applicable laws and other regulations are considered invalid, and ignorance of the laws does not relieve the manager from responsibility.

Simplicity of presentation, targeting and clarity of the content of management decisions give it a businesslike character and exclude different interpretations of the stated provisions by the executors.

Management decisions are also organizational in nature. Along with the solution of economic issues, they establish the responsibility of the performers, determine the role and place of each of them in achieving the goal.

Problems arising in the process of preparation, adoption and implementation of commercial decisions:

Lack of a clear system for monitoring the implementation of decisions.

Lack and unreliability of information necessary for decision-making at different levels of management.

Weak interest and low responsibility of performers.

Plans are not balanced in terms of volumes, terms and resources.

Insufficient use of new equipment and technologies in the activities of the enterprise.

Appointment to leadership positions of non-professionals.

Ignoring system analysts.

Lack of well-established procedures for making and implementing management decisions.

Imbalance between tasks is allowed.

Expert preparation of problematic issues is poorly practiced.

Glasnost in the process of preparing decisions is poorly developed.

The terms of information transfer of all kinds are long.

Managers do not have sufficient knowledge of modern management methods.

Directive leadership from above does not take into account opportunities on the ground.

The data of the sociological survey of the enterprise are not used.

A large number of changes in environmental factors are not at the present stage.

The organizational structure of management reacts poorly to the emergence of new problems.

Lack of evaluation of the effectiveness of the performance of management functions.

Overload of the control apparatus for the implementation of small functions.

Insufficiency of reporting data and document flow control.

Imperfection of the labor incentive system.

Lack of linking the functions of departments based on the final results.

Insufficient participation of the labor collective in the process of developing a managerial decision.

In solving problems - large and small, complex and simple, important and secondary, is the essence of the management process. The decision itself is considered as a volitional influence of the subject of management on the object, aimed at achieving worthwhile goals.

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Figure 2 - Classification of management decisions

For the heads of commercial enterprises, the classification of decisions is essential, which facilitates their systematization and control over their implementation.

Business problems can be classified according to a number of criteria:

Technical,

economic,

Social.

by way of acceptance:

selective,

Systematic.

The former usually relate to one or more close aspects of the problem under consideration, while the latter cover it as a whole in all its diversity and interrelationships.

by scale of action:

Special or private.

General decisions affect trade and economic activity (on the rationalization of the trading network, the transition to a new trade technology, etc.), and private ones, cover only a department or store (on violation of trade rules, on changing the mode of operation of the store, etc..).

depending on the duration of the implementation period:

medium-term,

Short term.

Medium-term - these are ongoing decisions that are implemented over a period of more than one year. Short-term decisions are made within a short period - up to a year.

taking into account the degree of impact:

strategic,

Tactical.

Strategic determine the main ways of development of the organization, and tactical - specific ways to move along them.

object of influence:

external,

Internal.

External decisions affect relations with other organizations and enterprises (wholesale trade enterprises, construction organizations, etc.), these are various letters of inquiry, memorandums, certificates, acts, etc. Internal decisions relate to various aspects of the activity of the trading enterprise itself. Decisions on the object of influence may concern many stores or individual stores (on preparing stores for work in the winter, on the state of trade services in the store, etc.).

according to the degree of awareness, decisions can be made under the conditions of:

Complete certainty (all factors are known),

Incomplete certainty (only part of the information is known),

Complete uncertainty (when indicators of the future development of the system are not known).

by management functions:

organizational,

coordinating,

Regulatory,

activating,

Controlling.

depending on the number of participants:

sole proprietors,

Collegiate:

a) advisory

b) joint,

c) parliamentary.

Singles are accepted by one person. A consultative decision assumes that the person who finally makes it consults with those around him - subordinates, experts, and then, taking into account the recommendations made, makes his own choice. A joint decision is made as a result of the mutual consent of all participants on the basis of consensus, and a parliamentary decision is based on the fact that the majority of persons involved in it express their agreement with it.

according to the degree of obligatory execution:

Orienting.

Thus, it can be concluded that:

A commercial solution is a purposeful change in the situation, solving problems, leading to improved business results.

1.2 Methodology for making commercial decisions

The quality of the commercial solution - a set of properties that a commercial solution has that meet, to one degree or another, the needs of a successful problem resolution.

The object of making a commercial decision - multifaceted activity of the enterprise, regardless of its form of ownership. In particular, the following activities are subject to decision-making:

technical development;

organization of main and auxiliary production;

marketing activities;

economic and financial development;

organization of wages and bonuses;

social development;

control;

accounting activities;

staffing;

other activities.

The correctness and effectiveness of the decision made is largely determined by the quality of economic, organizational, social and other types of information. Conventionally, all types of information that are used in making a decision can be divided into:

for incoming and outgoing;

processed and unprocessed;

text and graphics;

constant and variable;

normative, analytical, statistical;

primary and secondary;

directive, distributive, reporting.

The value of the information obtained depends on the accuracy of the task, since a correctly set task predetermines the need for specific information for making a decision.

Decision making is preceded by several steps:

problems that need to be addressed;

selection of criteria by which the decision will be made;

development and formulation of alternatives;

choosing the optimal alternative from their sets;

approval (adoption) of the decision;

organization of work on the implementation of the solution - feedback

To criteria to assess the capabilities of the organizational structure of management can be attributed:

Determination of the degree of ability of the applied organizational structure of management to ensure the receipt of the rate of return.

Degree of ability of the existing management structure to create conditions for increasing the rate of return

The degree of ability to respond quickly to changes in demand and act accordingly.

The degree of the ability of the organizational structure of management to ensure the growth of labor productivity due to the detailed specialization of social labor and production.

The degree of efficiency of the production control system with a given organizational structure of management.

There are a great many decision-making methods, for example, systemic, analytical, sequential comparisons, pairwise comparisons, statistical, expert, etc. Let's consider some of them.

Systemic podh one.

Today, the word "systemic" is widely used in a wide variety of combinations. In engineering systems, they talk about systems engineering, system analysis, system project management, system design of organizations, etc. are known. Obviously, the origin of the word "systemic" is largely associated with the ideas of general systems theory and cybernetics.

What is usually understood by the words "system approach"? To answer this question, let us consider the available recommendations for a "systemic" solution of problems of various nature.

In accordance with the approach of systems engineering, the following stages of solving the problem are distinguished:

clarification of the task and choice of goal;

listing or inventing alternatives;

analysis of alternatives;

choosing the best solution;

presentation of results.

The systems analysis and operations research approach typically distinguishes five logical elements:

highlight a goal or set of goals;

identify alternative means of achieving goals;

determine the resources to use each system;

construct a mathematical (in the operations research approach) or logical (which is more common in the systems analysis approach) model, i.e. a number of dependencies between goals, alternative means of achieving them, the environment and resources;

determine the criterion for choosing the preferred alternative.

In the process of making decisions in an organization using a systematic approach, the following stages can be distinguished:

definition of the goals of the organization;

identification of problems in the process of achieving these goals;

investigation of problems and diagnosis;

search for a solution to the problem;

evaluation of all alternatives and selection of the best one;

coordination of decisions in the organization;

approval of decisions;

preparation for the implementation of decisions;

solution application management;

efficiency check.

Figure 1 reflects the general definition of a clear sequence of actions, taking into account the goals and means, the allocation and consistent consideration of alternative solutions to problems, the desire for a rational choice between them.

Rice. 3. RRM process based on a systems approach

So, a systematic approach to solving problems of a different nature from a utilitarian point of view is associated with the selection of a system from the external environment and the definition of a set of sequential, logical steps to consider the problem. Let's call these features the general scheme of the systems approach.

There are examples where the general scheme of the systems approach is used to solve complex problems without special ways of analytically comparing alternatives. Recently, the general scheme of the systems approach has been very popular. It is difficult to find a problem for which a systematic approach would not be recommended.

On the one hand, the pragmatic possibilities of the general scheme (list of stages) of the systems approach are quite modest. On the other hand, the educational value of the ideas of a systematic approach seems to be very valuable. In shaping the mindset, ideas for a consistent, step-by-step approach to solving complex problems can be helpful.

Analytical Methods

These methods are based on the work of a manager or a specialist with a set of analytical dependencies. They define the relationship between the conditions for performing the task and its results in the form of formulas, graphs, logical relationships, for example, “You go quieter - you will continue.” “Slower ride” is a condition, and “you will continue” is a result. In the activities of organizations, there are many typical dependencies that are objective in nature: the relationship between supply and demand, the life cycle of products from time to time, labor productivity from staff qualifications, management style from the nature of the company's activities, the quality of SD from the completeness and value of information, etc. Each manager has some set of such dependencies developed intuitively over a number of years or obtained as a result of training. Many effective dependencies remain unknown to a number of managers. Sometimes you have to find effective dependencies through trial and error, unnecessarily spending resources. A large set of valuable dependencies is usually declared confidential information of a particular organization. In the age of universal informatization, the sale of new developments in the field of RRM is gradually becoming part of the business.

In Fig.4. the nature of the graphical dependence of the growth of labor productivity on the material incentives of workers is given.

100% labor productivity

Financial incentive

Fig.4 Graphic dependence of labor productivity growth.

These methods are based on: probability theory, theory of Markov processes, queuing theory.

Sequential comparison method (sorting)

The method includes the following operations:

1. A list of signs of solutions is compiled.

2. The list is written in the table in descending order of importance.

3. For each attribute, the evaluation of the implementation of each attribute for all decisions is recorded in the table - the maximum score is 5 (see the example in Table 1.).

4. For each column, the sum of the products of the assessment by the corresponding sign significance coefficient is found. 5. The obtained values are sorted by the maximum value of the sum and the preferred solution is determined. According to the example, the preferred option has solution No. 2 with a total of 14.1 points.

Table 1. Feature scores for each solution

No.p/P	sign	Implementation evaluation
	Name	Significance factor	Solution No.

	Implementation time
	Financial expenses
	Increasing sales volume
	The amount of additional profit
	Product quality
Sum

Paired comparison method (paired sorting)

The method is implemented by pairwise comparisons of the features of each SD and further statistical processing of the SD (Fig. 5). In the scheme UR1-UR5 -- variants of UR compared by the set of their features.

Final Choice

To carry out paired comparisons according to the above scheme, SDs are written in a row in any order. Then the experts compare the first two SDs, the best of them is compared with the third SD, and so on. As a result of paired comparisons, one best SD is selected.

Typical scenario. The scenario method is a set of predictions for each decision under consideration, its implementation, and possible positive and negative consequences. Scenarios for each decision are usually recorded on paper, in computer memory, on magnetic tape. They resemble literary scripts with a prologue, main body and epilogue.

The scripts of all performances also essentially present predictions of solutions to unusual or classic life problems, with the audience playing the role of arbiter. Performances with poor solutions are failures and are usually not saved by the talented performance of the actors.

Scenario for UR. When developing, selecting or implementing SD, the scenario method is performed as follows (Fig. 6.):

* the head of the unit draws up a detailed description of the task: goals, the existing situation and the problem;

* one of the experienced workers is instructed to develop options for solving the problem;

* a specialist, who also has literary abilities, is given the task of creating a scenario for the possible passage of the solution and the expected results, as well as the reactions of interested specialists to these results; I

* the text of the scenario is sent to all employees who at different stages should take part in the development and implementation of the solution;

* A meeting is called to discuss the script. There are three possible outcomes of the discussion:

full approval of the scenario and approval of the technology for developing and implementing the solution, making adjustments to it, approving the technology for developing and implementing the solution, obvious disagreement and alteration of the scenario;

compiling the final script to be entered into the company database.

The structure of the scenario consists of a content part and quantitative parameters. It is recommended that the contents of the content include:

* the history of the development of the control object;

* the situation that led to the need for RRM, and the historical parallels of solving similar problems;

* the goal arising from the initiating situation;

* actors external and internal for the organization of the environment;

* psychological conflict between participants in the internal and external environment;

* a list of technical and social problems based on the goal;

* solutions for each problem;

* possible results.

Rice. 6. The structure of the content of the script

Conditions for the effectiveness of the method. For management decisions, the ratio of content and quantitative information should be approximately 70% and 30%. A significant predominance of meaningful information (more than 80%) reduces the evidentiary value of the scenario. Similarly, a significant predominance of quantitative information (more than 40%) reduces the emotional impact of the scenario on the relevant specialist.

The scenario method refers to the complex methods of development, selection and implementation of SD. The use of the scenario method is effective in developing SD for:

* a large group of people or companies (for several hundred people or companies);

* people with different mentalities, religions, life values (the visibility of the scenario method to a large extent unites people's assessments);

* pessimists or people hostile to the leader or company;

* humanists, for whom representation is more important than calculations.

1.3 Program isfollowing

Characteristics of the research program.

Let's take a closer look at the research program. This item includes means, steps and results. Research program commercially x solutions is shown in Figure 7 . In further work in the practical part, the following stages will be distinguished: organizational and legal characteristics of the enterprise; goal definition; analysis of the external environment; analysis of the internal environment, analysis of the financial and economic activities of the enterprise; analysis of the current situation.

Stage 1. The organizational and legal characteristics of the enterprise include the charter, company documentation (balance sheet form 1, 2). Also, the organizational and legal characteristics indicate the type of structure, the main elements of the structure, the nature of the relationship between them and the heads of the department.

Stage 2. At this stage of this, the goals of the organization are defined with quantitative and qualitative expression.

Stage 3. Analysis of the external environment is carried out by a group of experts (heads of departments) based on sources of external information and expert judgment. This analysis is carried out in order to timely

forecasting the emergence of threats and opportunities. The analysis of the external environment of the enterprise is carried out on the basis of information and personnel support, SWOT analysis tools and operational assessments. Information for carrying out such an analysis is the necessary documentation of the company.

Stage 4. Analysis of the internal environment of the enterprise is carried out in order to obtain timely information about the factors that determine the internal state of the company, to identify the strengths and weaknesses of the enterprise.

Stage 5. For high-quality forecasting of the enterprise's activity, accurate information about the results of the enterprise's work is required. Such information is obtained by analyzing the financial and economic activities of the enterprise, which is performed on the basis of the financial statements of the enterprise.

Stage 6. The next stage of program research is the analysis of the current situation. This analysis consists in a clear display of the advantages, disadvantages and directions for improving the organization's activities. For this stage of the program research, information resources such as expert judgments and sources of inside information are used, which are conducted by a group of experts.

After studying the activities of the enterprise according to the proposed six stages, a strategy for improving the work of the enterprise is selected to eliminate its shortcomings. For the successful implementation of the strategy, it is necessary to evaluate the chosen strategy and the phased progress of its implementation.

There are many enterprises of different legal forms of ownership and activities. In some, effective management is carried out, the entire organization has clear goals and objectives that the entire staff adheres to and effective managerial, commercial, marketing, etc. are adopted. solutions.

There are also enterprises in which the final result of the activity does not correspond to the forecasts of the enterprise and, accordingly, there are shortcomings, that is, weaknesses of the organization.

To eliminate such shortcomings, measures are being developed to ensure the effectiveness of the implementation of management decisions.

Conclusion

A professionally made decision is always preceded by an analysis of the situation and the expected course of its change in the future. This serves as the basis for developing a program of action for the enterprise.

The process of making commercial decisions includes the following operations: preparation for work, identifying the problem and formulating goals, searching for information, processing it, identifying opportunities for resource support, formulating tasks, processing the necessary documents and implementing tasks.

Methods for developing the choice of a management decision include either the formation of a set of organizational, technological, economic, legal and social measures aimed at achieving the goal, or a choice from already developed sets. Methods for implementing management decisions are a continuation of development methods. They include the practical implementation of activities until the desired result is obtained.

In the first part of the course work, it was revealed that the following methods are adopted for making commercial decisions: systemic, analytical, sequential comparisons, pairwise comparisons.

The theoretical part gave us the opportunity to get acquainted and learn the basics of making commercial decisions, as well as put them into practice in the second part of the course work.

2. Analysis and evaluation of commercial decision making onenterprise store "Leader-M"

2.1 Organizational legal xCharacteristics of Prodtorg-98 LLC

The full company name of the company considered in this course work: Limited Liability Company "Prodtorg-98".

The official abbreviated name of the company: LLC "Prodtorg-98" LLC "Prodtorg-98" is a legal entity and has the appropriate rights from the moment of state registration, namely from 09/01/1998.

The founders of Prodtorg-98 LLC are Ustyugova S.P. and Ivanov I.I.

Location (legal address) of Prodtorg-98 LLC: 660037, Krasnoyarsk, Astrakhanskaya st., 3.

The main activities of the company are:

О Foreign economic activity;

Organization of shops, cafes, bars, restaurants;

Realization of wine, alcoholic beverages and tobacco products, food products;

Retail trade, portable trade, in pavilions, kiosks, on trays, mobile shops;

Food production activities;

Wholesale trade and intermediary and commercial activities;

Holding exhibitions and sales, fairs;

Maintenance and repair of vehicles;

Activities for the transportation of passengers and cargo, maintenance, loading and unloading and rigging and storage services for goods on road, rail, air, river and sea transport;

Organization and operation of gas stations, purchase and sale of fuel and lubricants;

Auditing, accounting services;

Production, purchase, processing and sale of agricultural products;

Organization of tourist tours, tourism business;

Production, purchase, harvesting and processing of wood and forest products;

Execution of construction and installation and repair works;

Production and sale of building materials and semi-finished products, consumer goods;

Marketing, brokerage and leasing activities;

Purchase of consumer goods from the population, and their implementation;

Medical services to the population, pharmaceutical activities, opening of pharmacies, pharmacy kiosks, warehouses;

Purchase and sale of medicines;

Opening representative offices and branches;

Purchase and sale of paint and varnish products;

Provision of household services to the population: hairdressing, manicure, pedicure, cosmetology services.

The Company carries out any types of activities not prohibited by law, in some cases under special licenses.

To ensure the activities of the company, the founders created an authorized capital in the amount of 8730 rubles. The authorized capital is distributed as follows: Ivanov I.I. - 4365 rubles (50%), Ustyugova S.P. - 4365 rubles (50%).

The supreme body of Prodtorg-98 LLC is its founders. Each member of the company has the number of votes at the general meeting of members of the company, in proportion to the size of his share in the authorized capital. Current management is carried out by the general director (sole executive body) accountable to the founder.

In accordance with the charter LLC "Prodtorg-98" can engage in any of the listed activities.

The enterprise occupies a one-story building, has several branches in the form of shops located in Krasnoyarsk. The premises of the office and branches are owned by Prodtorg-98 LLC, the residual value of which as of December 31, 2004 amounted to 2,030,000 rubles.

The company employs 54 people, including 3 people. - AUP;

16 people - store staff "Leader-M"

20 people - store staff "Leader"

15 people - staff of the Haberdashery store

The order of organization and activity of the LLC Prodtorg-98 enterprise is presented in the charter (Appendix 4).

The most complete picture of the economic situation in Prodtorg-98 LLC can be obtained by analyzing its financial and economic activities (Table 2), from which it can be seen that the main financial indicators of the enterprise are declining (Appendix 5).

Table 2. Analysis of the financial and economic activities of LLC "Prodtorg-98" on the example of the store "Leader-M".

Indicators	Deviation	Growth rate, %


Revenue from product sales
Trading area
Revenue per 1 sq. m of retail space
Number of employees
including: TOP
Labor productivity per worker
TOP employee productivity
Production cost
Gross profit
Selling expenses
Profit (loss) from sales
Profitability of sales
Operating income
Operating expenses
Profit from fin-hoz. activities
Profitability of financial-hoz. activities
Profit before tax
Income tax amount
Profit from ordinary activities
Net profit
Profitability of the enterprise

Summing up the results of the analysis of the results of the financial and economic activities of the enterprise from table 1, completed on the basis of the balance sheet - Profit and Loss Statement, form No. 2 (Appendix 2), we can conclude that for 2003 - 2004.g. the main indicators tended to decrease.

One of the most important indicators of the final activity of the enterprise is net profit and net profitability.

Table 1 shows that sales revenue in 2004 decreased by 55.25%, and the cost of production by 11.7%, which in percentage terms shows a decrease in the cost of production, while gross profit did not change.

The current situation indicates that the decline in revenue and profit led to a decrease in the profitability of the enterprise by 1.24%. At the same time, profit from ordinary activities decreased by 38.36% and in 2004 amounted to 1,157 thousand rubles.

With a constant sales area of 98 sq. m. in 2004 profit per 1 sq.m. amounted to 409.4 thousand rubles, which is 55.25 thousand rubles. less than the previous year.

The number of employees, including the number of sales and service personnel, remained unchanged, while productivity decreased by 11.88%.

The analysis of financial and economic activities showed a decrease in the results of commercial activities. To find out the reasons, it is necessary to study the organizational environment of the enterprise.

2.2 Analysis of the organizational environment of the enterprise.External environmentstore "Leader-M"

The study of social, technological, economic and political factors is aimed at understanding the impact on the business of the relevant phenomena and processes.

When determining the strategy of the organization's behavior in the market, STEP - analysis plays a major role. An analysis of the STEP factors for the Leader-M store is presented below.

most important social factor for the store "Leader-M", as for an enterprise engaged in the sale of food products, is the constancy of gastronomic preferences and tastes of the population.

To maintain the demand for the goods offered to the market, the marketers of the Leader-M store need to constantly monitor changes in the sales of a particular product.

It should also be noted that the demographic situation may affect the growth of sales, since most of the products are aimed at adults with an average and below average income level.

Concerning technological factor, it should be noted that the work of the Leader-M store directly depends on the quality of the products supplied .

positive economic factor, is that the level of purchasing power, as well as the standard of living of the population is growing every year.

negative factor, and at the same time main The reason for the decline in sales revenue is more and more increasing competition.

By revising political factor a minus can be singled out - this is a "bureaucratic red tape" associated both with the registration of an enterprise and with its further work. In addition, at present, when the segment of private business in Russia is in its infancy, the imperfection of legislative acts and the instability of exchange rates can become a barrier.

Frame cut.

An important feature of the strong personnel structure of the Leader-M store is that the personnel selection system is based on competitive selection. When recruiting personnel, the leadership of the Leader-M store must take into account education, work experience in trade, as well as the main social characteristics of the future employee.

It should also be noted that employees of all levels from time to time attend seminars and take short courses corresponding to their specialty.

Organizational cut.

The staff of the "Leader-M" store can be divided into two large groups: managerial and working. At the same time, the members of the working group, the sellers, whose work is in direct contact with the buyers of the products sold, are subordinate to the store manager, who coordinates and controls the work of the sellers. Such a clear framework of subordination in the store "Leader-M" can be traced throughout the organizational structure (see Appendix), from this the work of the enterprise becomes more coordinated and efficient.

Financial cut.

The authorized capital of the store "Leader-M" was registered in the amount of 8,730 rubles, which was contributed in equal shares by its founders. In the process of work, the premises of the main office, as well as the branches, were bought out, and are currently owned by the Leader-M store and are estimated at 2,030,000 rubles. (at the end of 2004).

Target Portraitstore "Leader-M".

The mission of the store "Leader-M" is to meet the consumer needs of the population, the goal is to make a profit. Both for the implementation of the mission and for the achievement of the general goal, the enterprise needs to formulate those goals, the systematic implementation of which will lead to the desired result (Appendix 2).

In this case, it is necessary to take into account many factors, such as, for example, the ratio of wages and labor productivity. With a decrease in wages, profits will instantly increase, but workers who have lost material support will lose the meaning of working at the enterprise and prefer to quit. Therefore, the management of the Leader-M store, when setting goals, takes into account the interests of employees, the general situation on the market, their own financial capabilities, etc.

Managment structurestore "Leader-M".

The structure of the Leader-M store is linear (Appendix 1), because linear links are engaged only in the development of tasks, plans and management. Sellers, service personnel and merchandiser report directly to the head of the store. In turn, the store manager and accountant report to the CEO.

Management culturestore "Leader-M".

Culture cannot be precisely defined, since it is something that results from the interaction of various features of an organization, some of them are clearly visible, others are barely distinguishable.

This organization has a culture of power. This type of culture is characterized by the following distinctive features:

Centralization of power;

Control from the center;

Linear management structure;

Transfer directly from superior to subordinate;

Responsiveness.

For a given culture, influence is based more on the power, position, or power of the individual, rather than the power of the expert and specialist.

SWOT-analysis.

With the help of SWOT analysis in the work of the Leader-M store, strengths and weaknesses are studied, and based on the results of the analysis of the external environment, opportunities and threats.

For a more objective assessment, consider the strengths and weaknesses, as well as opportunities and threats.

To select the optimal strategy for the behavior of an enterprise in the market, within the framework of a SWOT analysis, the most convenient way is to build a SWOT matrix, which identifies the main strategies, taking into account the strengths and weaknesses, as well as the opportunities and threats of the Leader-M store.

The process of identifying the most suitable strategies led to the identification of the main four:

* market development strategy,

* "harvest" strategy,

* centered diversification strategy,

* strategy of strengthening of a position in the market.

Further, in order to dwell on a single strategy, it is necessary to build an "Optimal Strategy Selection Matrix", where clearly, using a point scale of assessments, (from 0 to 1) the strategy most suitable for achieving pre-defined goals remains for further consideration outside the SWOT analysis .

Table.Optimal Strategy Selection Matrix.

Strategies	Increase in sales volumes.	Cost reduction.	Conquest of a new market segment.	Strengthening the market position	Expansion of the assortment list.	Average value
1. "Harvest" strategy.
2.Strategy of strengthening the position in the market.
3.Market development strategy.
4. Centered diversification strategy.

Based on the results of the optimal strategy selection matrix, in order to effectively conduct and develop economic activities, as well as to achieve the main goals of the store, Leader-M must adhere to a strategy to strengthen its position in the market.

2.3 Acceptance analysiscommercialdecisionsstore "Leader-M"

The enterprise of the store "Leader-M" is engaged in the retail sale of food products. Products at this enterprise are always purchased in medium batches. The goods ordered by the Leader-M store must arrive on time, or no later than a certain date, otherwise the assortment list will decrease, which entails a dissatisfaction with demand, as a result, a decrease in competitiveness.

To coordinate the activities of the Leader-M store, effective management is necessary: control over the fulfillment of staff obligations, good incentives for employees, uninterrupted supply of the Leader-M store with the necessary products, well-organized accounting.

The store in question is located on Krasnoyarsky Rabochiy Avenue near the Art Gallery stop. Convenient location, large assortment and affordable prices allowed the store to take a dominant position among the stores near the lying quarters.

Since 2002, new stores have been opened nearby with a similar assortment list and price offer. Among the new competitors were such stores as "Badzhey", which was under repair for a long time; grocery store and Parus store. Also in this area there are small shopping pavilions, with a smaller assortment list, higher prices, but located in the center of residential areas. Thus, due to increased competition, part of the consumer was lost, which led to a decrease in revenue, profitability, and profit.

As a result, the management made the following attempts to remedy the situation. The work schedule has been extended from 09:00 to 22:00. But this did not bring results, because after a while the competitors also extended the work of their stores, and some pavilions even switched to round-the-clock operation.

The next attempt was to reduce the trade margin. During this period, there was a slight increase in sales, but the percentage of sales growth was lower than the percentage of markup reduction. That is, price cuts also failed to attract consumer interest.

As a result, we can conclude that the factor of remoteness turned out to be more important for the buyer than the price factor.

In view of the fact that the price factor turned out to be not so important, one should pay closer attention to the qualitative characteristics of the store (quality of service, ways of arranging goods, speed of service). After observing the sales process, the following shortcomings in service were identified:

Inattention, and often indifference to customers;

There were also cases of rudeness on the part of sellers;

The speed of service left much to be desired;

The arrangement of goods was often chaotic;

Cases of sales of low-quality goods also took place.

It was also found that the trade in the store was somewhat irrational, since in fact there was only one department, in which the entire range of goods was presented.

Conclusion

Considered in this part of the course work, the store "Leader-M" is a branch of a limited liability company, the official abbreviated name of the company is Prodtorg-98 LLC. The main goal of this enterprise is to make a profit, the mission is to meet the needs of the population in consumer products. The main activity of the store "Leader-M" is the retail sale of food products.

An analysis of the financial and economic activities of the Leader-M store showed that the main indicators, in the period from 2003 to 2004, tended to decrease: sales revenue in 2004 decreased by 11.88%, and production costs by 11.3%. %, while gross profit remained unchanged.

In its activities, the store "Leader-M" uses the strategy of strengthening its position in the market. With this strategy, the company, in the process of doing business, tries to win the best position in the market.

In the second part of the course work, the following were identified: the process of making commercial decisions and the existing problems of the Leader-M store. Also, in the process of analyzing the adoption of commercial decisions in the store "Leader-M", the steps were identified, according to which the decision was made. These steps include analyzing the situation, defining the goal, obtaining information, analyzing and evaluating the information received, and the final step is choosing the best alternative.

Scheme for making commercial decisions in the enterprise. Theoretical foundations for the development and adoption of commercial decisions

What is commercial information?

Main components

Distribution of commercial information

Types of commercial information

Role of commercial information

Sources of commercial information

Classification of commercial information

Commercial Information and Trade Secrets

Information constituting a trade secret

What cannot be a trade secret

Protecting commercial information

Unfair methods of obtaining commercial information

findings

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The correctness and effectiveness of the decision made is largely determined by the quality of economic, organizational, social and other types of information. Conventionally, all types of information that are used in making a decision can be divided into:

for incoming and outgoing;

processed and unprocessed;

text and graphics;

constant and variable;

normative, analytical, statistical;

primary and secondary;

directive, distributive, reporting.

To criteria to assess the capabilities of the organizational structure of management can be attributed:

Determination of the degree of ability of the applied organizational structure of management to ensure the receipt of the rate of return.

Degree of ability of the existing management structure to create conditions for increasing the rate of return

The degree of ability to respond quickly to changes in demand and act accordingly.

The degree of the ability of the organizational structure of management to ensure the growth of labor productivity due to the detailed specialization of social labor and production.

The degree of efficiency of the production control system with a given organizational structure of management.

There are a great many decision-making methods, for example, systemic, analytical, sequential comparisons, pairwise comparisons, statistical, expert, etc. Let's consider some of them.

Systemic podh one.

What is usually understood by the words "system approach"? To answer this question, let us consider the available recommendations for a "systemic" solution of problems of various nature.

In accordance with the approach of systems engineering, the following stages of solving the problem are distinguished:

clarification of the task and choice of goal;

listing or inventing alternatives;

analysis of alternatives;

choosing the best solution;

presentation of results.

The systems analysis and operations research approach typically distinguishes five logical elements:

highlight a goal or set of goals;

identify alternative means of achieving goals;

determine the resources to use each system;

construct a mathematical (in the operations research approach) or logical (which is more common in the systems analysis approach) model, i.e. a number of dependencies between goals, alternative means of achieving them, the environment and resources;

determine the criterion for choosing the preferred alternative.

In the process of making decisions in an organization using a systematic approach, the following stages can be distinguished:

definition of the goals of the organization;

identification of problems in the process of achieving these goals;

investigation of problems and diagnosis;

search for a solution to the problem;

evaluation of all alternatives and selection of the best one;

coordination of decisions in the organization;

approval of decisions;

preparation for the implementation of decisions;

solution application management;

efficiency check.

Figure 1 reflects the general definition of a clear sequence of actions, taking into account the goals and means, the allocation and consistent consideration of alternative solutions to problems, the desire for a rational choice between them.

Rice. 3. RRM process based on a systems approach

Analytical Methods

In Fig.4. the nature of the graphical dependence of the growth of labor productivity on the material incentives of workers is given.

100% labor productivity

Financial incentive

Fig.4 Graphic dependence of labor productivity growth.

These methods are based on: probability theory, theory of Markov processes, queuing theory.

Sequential comparison method (sorting)

The method includes the following operations:

1. A list of signs of solutions is compiled.

2. The list is written in the table in descending order of importance.

3. For each attribute, the evaluation of the implementation of each attribute for all decisions is recorded in the table - the maximum score is 5 (see the example in Table 1.).

Characteristics of the research program.

Stage 2. At this stage of this, the goals of the organization are defined with quantitative and qualitative expression.

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