Crisis — a way to changes

Abstract theme: Crisis -- a way to changes



The plan

The introduction

1. Some theses and assumptions

2. Strategy and competitive struggle

3. Internal engineering of business processes

4. Hypotheses, assumptions. Planning

5. Assortment audition

6. Some words about the companies of holding type

Conclusion

The list of references



The introduction

To whom crisis, to whom mother native. Can now, more precisely, its absence, will give the chance to heads to look back, and will ask a question: and where it I so ran all this time? Whether coasted? And the most important thing: what to do tomorrow?

What is the crisis? At present it is possible to speak about its main sign: real restriction of ability to meet payments of consumers, buyers, partners. Reduction crediting, toughening mortgage and leasing transactions, increase in risk of holiday of goods without an advance payment -- preconditions of reduction of purchased capability of the market.

What to do? The situation changes every day. The certificate to it proceeding bedlam of stock indexes. As rates of central banks of the USA, EU decrease, Great Britain -- the situation cardinally doesn't change. Any forecast has no base. For a week it is possible to become the market leader, and for following to remove to bankrupts. Branch indicators in vertical peak to zero or in horizontal drift, don't give an objective picture for the analysis. Here it is inappropriate. On the foreground there is a scenario planning and modeling. Those factors which obstructions for last months have given in, it is necessary to lower in importance of influence on strategy and to cease them. Others which till now aren't taken into consideration, it is necessary to put on the current control and on them to verify management decisions.

Universe laws are identical, from atom to the Universe. It concerns also business. If there is no dynamics, there is no forward, evolutionary transformation -- that will be revolutionary, already without your desire or even participation.

Therefore crisis, except the sad moments, opens sluices for management system reorganization, for its development. If growth is a quantity indicator: branches, warehouses, working etc. development the concept qualitative also assumes base, fundamental constructions of business: systems of strategic management, system of development and introduction of innovative, technological projects, matching and employee development systems, introduction of system of development and a conclusion to the market of new goods etc. After all geographical market coverage won't give return if you aren't dynamical, aren't flexible, for clients and the personnel. Right now time to conduct , audit of the basic business processes and management decisions. Once again to recheck a value added business model. It can in new realities won't give that return and demands modification.



1. Some theses and assumptions

Doesn't follow skilled heads of Ukraine and Russian Federation to amuse hopes that we already passed it in the late nineties. Today absolutely new situation. And the main difference that last eight years have changed, have developed management system, and the competition has unreasonably increased. It is not necessary to think that the western companies have quieted down and will leave from the market. Probably part of the insurance companies. The others, on the contrary, as soon as passions will settle, where it to put up money as not in the markets which have given for times of crisis on 60-80 %. The markets of Ukraine, the Russian Federation, Kazakhstan are such. Already now it is visible -- our economy will suffer more than the USA and EU. We is simple without protective the hockey player have rushed in game, on ice. Therefore our markets, fast rate of development will promote restoration of investment appeal of region. But to us from it not. When it will be? To hold on. And what to do today? Whether we are ready? About it also we will talk.

2. Strategy and competitive struggle

It is known, the competitive status of the company is promoted by three factors: possibility of capital investments, accurately certain strategy and resources (root the competence, system, an infrastructure) capable to execute this strategy. As with capital investment now hardly (it is more than uncertainty -- more risk), it is necessary to operate with strategy and the company competence. After all anything to you doesn't prevent to make audition of strategy and company potential. To review the purposes. To optimize each business process and accordingly, interactions in it. And not necessarily optimization designates reducing, reduction is etc. faster, follows is more critical to concern that strategy which you implement, to conduct audition of resources of its accomplishment. Just right to do corrective amendments. And the main thing won't fall to an adaptive position. If earlier you lived and grew together with the market, now it is a losing position. By consideration of strategy at the time of customer demand recession, the attention should concentrate on strategy of an exit from the given business, strategy of "harvesting", strategy of capture of leader positions and transition strategy in niches. These four strategy essentially differ from each other on the purposes and investment conditions so to perform them it is possible separately or one for another.

For monetary firms

The same lucky beggars who presume at least optimum capital investments should develop and implement forming, proactive strategy. At the time of when main competitors are disoriented, it is necessary to be very dynamical. Who was late -- that has flown by. Not to be used by the moment "to catch up and overtake" a bad sign. It is a high time to bite off a piece of a pie at competitors. While other companies are occupied by analyses of flights with suppliers, with banks their slowness can help you. Anything to you doesn't prevent to specify the most interesting segment and the most interesting geographical market and to leave with certain narrow assortment. Such market should have a high stockage of growth for far prospect, and, give standard profitability already today. The Aggressive policy will add to you of weight in the most interesting segment and possibility to earn while others in expectation of a miracle.

Such swoops on the markets the most useful business for showdown of marketing, sale and service services, for a conclusion of new products. Aggressive should be and the PR-company. If the company lets know at once to competitors that she aspires to keep or leave on leader positions, for competitors it will be not only additional stimulus to an exit from industry, but also will allow the company to save many resources for an exit in leaders.

The companies having certain flexibility and dynamism, can be switched to production of the goods-substitutes.

Certainly, for this purpose there should be an accurate representation about prospects of the goods-substitutes and about a real state of affairs in the conditions of recession. In these cases follows:

To increase flexibility of assets so that they could use various raw and produce related products.

· To reduce the price of consumer switching on the goods-substitutes.

The second approach in search of stable niches and strengthening of the presence. For this purpose it is necessary:

· To displace strategic accents on those segments of the market which, can appear steady against crisis.

· To raise the price of switching of consumers of the old nomenclature of the goods in segments which work stably.

For impecunious firms.

If the company doesn't have not enough forces for segment deduction, it is necessary for it to pass to "harvesting" or as soon as possible to leave industry. The choice is determined by possibilities for "harvesting" or sales opportunities of the given business. And effective strategy-position (as a way and as a condition) «in game» will be adequate also.

Unlike an "adaptive" and "forming" position she will allow, without looking back at changeable external circumstances, to be engaged in construction of an internal infrastructure.

Be engaged in development and introduction of tools of system management: optimization, optimization of costs, construction of system of strategic management, accounting, budgeting, inventory management, matching and personnel training system.

It is not necessary to neglect the additional analysis of a business portfolio and client base. After all not with all products and with all clients you can continue development after crisis.



3. Internal engineering of business processes

Way correction should concern first of all internal. It is necessary to take factorial model of success, to recheck it on effectiveness in a today's situation and to introduce corrective amendments. Earlier possibility quickly to agree with local authorities about opening of the supermarkets was your fad, and it was very important for dynamics of regional expansion. And now a priority another. What? Specify them. Appoint weight in comparison with other priorities. Test the possibilities on conformity to these priorities. Also develop programs of reduction of ruptures between it "is necessary" and "is". It concerns also functional services: purchases, production, sale, the finance, research and development.

To begin better with construction of a profile of the organization. Having specified new reference points, followed probe each site of the functional services and administrative systems.

Algorithm idle time:

1) We determine major factors (a planned, standard indicator) influencing accomplishment by functional service of strategic tasks;

2) We select 5-7 of the most essential;

3) We hold audit of functional service about revealing of a level of development of these factors (an actual indicator)

4) We determine a difference (rupture) between a standard and actual indicator.

5) We develop and implement programs/projects on strengthening of weaknesses in services.

Administrative systems: strategy, accounting, sale, marketing, budgeting, logistics, economy should correspond to those tasks which are solved by the enterprise already today. To complicate system it is not necessary. Don't try to make accounting, for example, ideal at its statement. So doesn't happen. Your activity itself will correct necessity and importance of that or other data. An overabundance of the information and a regulation, the same minus, as well as absence of system. The main thing that there was a rough model and promoted the basic business processes. Look at quality management. Many companies are certificated ISO, but only units adhere to a complete regulation, especially in managerial processes. And after all there all is registered. Or not all?

More likely that is told to all enterprises there is told. That is, standardization, without conditions, possibilities, strategy the enterprises doesn't give that result of which is expected by the head or the proprietor.

Whether not therefore such enterprises everyone half a year invite advisers to register business processes, though followed adhere though to something that is already developed. To register, have registered, and have forgotten to implement.

And to develop and register them on all canons: the purposes-strategy-tasks-processes etc. In the majority of the companies first two stages are missed. In a case with quality standardization, the impression is made that certificates ISO, instead of processes which promote real improvement of quality are necessary to our companies only. Aspire to adjust any administrative technology to the tasks and possibilities as much as possible. Standardize only that have tested in real life of business.

At this time the financial service should review target financial indicators: the discounted rate of return, coefficient of a recoupment of investments etc. After all they in connection with inflation and change of rates of central banks can essentially change.

Necessarily it is necessary to pass to hedging of risks in a supply system. Not all will come out winners from crisis. It concerns not only buyers, but also suppliers. The cooperation chain (separate links take off) is broken off.

Therefore develop the plan of associate contracts in case of failure with deliveries. Retail networks have already faced it. It approaches and on the machine-building enterprises which have concluded general the delivery contract without reservation of channels of purchases.



4. Hypotheses, assumptions. Planning

Planning from reached for a while has left in a non-existence. It is not useful yet. After all tomorrow, your reached yesterday, not so actually. Level of turbulence of an external environment has forced even "quiet" industries to develop effective anti-recessionary measures. Today again it is necessary to conduct all chain of planning. From the purposes before monthly (week) planning. On the first place there is a flexibility, dynamism. Here a strategic management ideal at this time.

First of all work on revealing of motive forces in the markets and in industries in which the company works is necessary. Should earn a management system on weak signals and an early warning system. After all their ignoring has led to today's crisis. Though and examination (esteem, for example, George Soros «Crash of world capitalism») told the classic about it.

We begin, accordingly, with the external environment analysis. And though there is more than unknown person -- it is necessary to live somehow. Business without the forecast you will not make. It is necessary to go from known to the unknown person. At certain studying of megatrends, base assumptions about a condition and changes of fundamental indicators of industries and regions, it is possible to understand about their adherence to changes in the today's world. The situation can change even them.

But there are monumental trends which won't change from today's crisis. It is globalization process. It is liberalization of the markets. This prompt development of technologies. After all any of these processes isn't subject to obstruction from the investor, as institute. While it is interesting to go on another's markets while it is favorable to receive investments (and it stimulates an openness of the markets and liberalization even the closed economy) and while it is favorable to create competitive technology -- these trends can be put in basis of the analysis of an external environment. Others undergo some transformation and can be considered with the reservation or after steadfast studying. For example, productions, individuality of the order though is a tendency of last two decades, but isn't always supported by powerful manufacturers. The Chinese car industry isn't focused yet on individuality, and this factor of marketing to service organizations assigns. Though the concept of the base complete set adheres. And the others, please, go marketing.

Isn't indisputable and a megatrend about transition from centralization to decentralization. Last weeks, especially in financial sectors, suggest otherwise more and more. Probably, transition from hierarchical structures for benefit of the informal will tend. But while only in service trade.

At forecasting c scenario planning and modeling leave set of unknown persons on the first places. Carrying out SWOT, PEST analyses is that minimum which information should be renewed. Moreover, important indicators. Especially in a cut of threats and possibilities. Here it is necessary to detail influence PEST on strong and weaknesses. Not simply to specify threats / possibilities. And to consider political, economic, social, technological influence on the SW-parties. In such analysis it is easier:

To search for the adequate information in directions of the external analysis; To develop effective reactions to pressure (positive/negative) this or that factor PEST.

Such cross analytics will help you on new to look at those calls of time which you ignored earlier. After all conducting SWOT analysis, we questioned: what it is threats us wait? Also searched on all external signs. Now in the light of crisis when it is a lot of the information, but it pendulum character (well-badly, growth-falling etc.) It is better to break its monitoring and the analysis in accurate directions. And also to trace. Simply speaking, offer, threat and possibility to adapt to PEST, And already on more solid data to solve: this threat, and here is possibility. Yesterday's possibilities, in many cases, have turned back threats. Whence they proceed? From technologies -- then one mechanism of protection is necessary. From economy -- other mechanism. Social level -- we wait for decisions of the governments. Political level -- will help nothing, if you not the deputy Are glad or the Dumas. Demographic, legal, infrastructural and other factors too can act as separate important sources of threats or possibilities. Probably, the bank sector now considers an infrastructure of financial systems as the main source of the future liquidity. The IMF and the European Reconstruction and Development Bank etc. are under the steadfast analysis of banks. Detailed elaboration of the external factors specifically influencing your activity, won't be excessive in a today's situation. Important tracing of changes in industry in which you work will be same also. Monitoring of the basic motive forces of industry, is the important precondition that you again won't refrigerate money in an unnecessary direction. Only without fanaticism. In all monitors, in all reports there should be only a target and important information. In an analyst of a business portfolio it is necessary to strengthen simple calculations by risk models. At the usual analysis on a matrix of a directed policy (DPM) the analysis of appeal of industry/market is combined with a competitive position of the company. That is you determine company possibility to take profitableness in the given segment of a product. But to strengthen such matrix follows the forecast of risks.

Market attractiveness	The attractive	Gradual leaving	To increase efforts	The leader
	Average	Gradual leaving	To continue with care.	Growth
	Not the attractive	Capital withdrawal	Gradual leaving	The generator of money funds
	The weak	Average	The strong
	The competitive status of the company
	A risk level.

Fig. 1. A matrix of a directed policy with a risk level

We impose on a product position on the competitive status of the company, on Appeal, the risk, which expects us.



Appeal of industry = aG + b Р + g O -- s Т,

Where a, b, g, s -- coefficients, for a designation of the relative contribution of each factor and in the sum constitute 1. A combination of prospects of growth (G), profitability () and possible level of instability (Т/О).

The competitive status of firm = Level of capital investments * the Strategic specification * the Specification of possibilities =

(IF-IK) / (I0-IK) *SK/S0*CF/C0,

Where IF -- level of strategic capital investments of firm; IK -- a critical point of volume; I0 -- a point of optimum volume. SK -- strategy critical, S0 -- strategy optimum, CF -- flowing the competence, C0 -- optimum the competence.

To estimate a risk level for each product, it is necessary to adhere the basic risks of environment to each product and to specify its influence. For this purpose we constitute the list of problems (risks, threats). We determine their values for each product. For this purpose, an expert way we determine level of influence and possibility of occurrence of each threat (Tab.1.)

Tab. 1. The table of calculations of level of influence and possibility of occurrence of threats

	Influence level.	Probability of influence.
Very strong	6	Confidently	100%	6
There is enough strong	5	Most likely	84%	5
The strong	4	High enough Probability	67%	4
An average	3	The probability is equal.	50%	3
Rather low	2	Possibly is not present	33%	2
The low	1	Most likely no	16%	1
Does not influence	0	No	--	0



After determination of level of each problem and possibility of its origin, we multiply values and we determine size of each factor. It can be from 0 to 36 points. These are points of potential threat for this or that product. Now points of risks it is summed up also the sum it is divided into quantity of risks. At us average ball of risk for a certain product will turn out. This ball also will be the adjustment indicator by consideration of a matrix of a directed policy. After all if our product And is in a cell of a strong competitive position and around average profitableness of the market (a cell Growth) to us followed is guided by increase in the investment into business development on this product. But the risk size can introduce the corrective amendments and it is necessary to specify a product as demanding gradual and careful improvement of its economic-marketing indicators or collection of monetary flows and turning of investments into it.

Reorganization during the crisis period should be conducted quickly and is mobile. Those tasks which will be important in immediate prospects, should lay down in a structural adjustment basis. It is necessary to reduce obvious excesses, structures or the established posts which are not accepting participations in processes of value added of a product and the enterprise.

The task of the crisis period consists in optimization of resources and their uses. It is necessary to limit the programs which have been not focused on priorities and the purposes. The purposes and priorities should be reviewed. Revision of the purposes, strategy, tasks, focusing on really important alternatives, is necessary. Spraying of resources «all for all» -- vitally pernicious luxury. Only the verified products, the markets, marketing apertures should take place in your focus. Only the best specialists work for you. Keep not those who plows, and those who is more effective. Re-structuring with dismissals charge to the old director if it was effective. He knows «who a weak link is better?» . But if also you plan to replace its (director) -- let the new person is engaged in dismissal. First of all, it will well learn indicators of departments, services and potential of each key employee. In focus two indicators: strategic tasks and potential of this or that service. From here decisions of whom to leave, and «who pulls a command back?» At this particular time we speak about quality, instead of quantity of tools of management.

Recheck critical success factors (КФУ). What of them remain important for the market, for competitive struggle, for strengthening your firm. Only on them be focused. Not time will be sprayed.

Market segmentation, position if it is necessary. Here the tools answering where to pay attention tomorrow. Today, probably, on your product And 5 segments are allocated and you allocate the separate budget for everyone for marketing efforts. Perhaps it is necessary to allocate only the first segment, the most important on profitableness specific weight, and with the others to lead communications in the old manner, without dividing them. It will save money.

Priorities, concentration, purposefulness. These concepts should be at you and your managers in use.

The analysis of clients. During these times it is not necessary to leave clients on destiny arbitrary behavior. If they it is final not complete bankrupts. It is better to interrupt such communications in good time. After carefully (by many criteria) the conducted AVS-ANALYSIS, specify the market card. It will be not that that was TO. Many your consumers and partners will withdraw. Rejoice, if it not clients from group And. The complete analysis of group And (VIP) is necessary. Even if you do it quarterly, all the same review proceeding from the supplementary information of last weeks. Especially pay attention to tendencies in a branch segment in which you work VIP. Too cost much to us of their good luck and defeat. It is not necessary to deprive of attention and group "In". Who from them has in the near future chances to enter into club of your favorites? Prosecute this subjects. After all, now you can already develop model of cooperation with them. And to consider those errors which haven't considered at work with former VIP-CLIENTELE.

Same concerns also revision of the regional markets. After all the task not to reduce staff which is difficult for keeping for center money, and whether it is necessary to specify there your presence and at what format. If forecasts speak, it is necessary to leave -- don't solve all hurriedly, especially with personnel reducing in branches. After all so it is difficult to pick up and train them. And if in a year you have to return there -- your today's, let not so zealous employees of branch, will already work on the competitor. And on the contrary: if any region "lies", the market potential there small or demands the big and fast investments, use acceptance "pass by". If you already had time to stake out this region, and it in the future a baby's dummy -- be rectilinear. Day don't hold there the structures. "Lying" tends to "rotting". Don't suppose it.

5. Assortment audition

Same concerns also the product assortment analysis. We will arrive so:

Conduct data analysis about sales volume, liquidities, profitableness, growth rates;

Specify 20-30 % of first (leaders) of products in each analysis;

Specify tendencies under each analysis;

Specify, how trends in each analysis on the first 20-30 % of products in connection with change of a market situation will change. What products will lose weight what will type;

According to strategy specify, what products will be especially important also what support it is necessary to render to their promotion.

If for you are important short-term profit one products (with the big liquidity and the big margin will be important). If you leave with a new product and are guided on profit, for you the main thing dynamics of growth and potential, give a priority to products which have good indicators on these indicators. It is important to consider assumptions about adjustment of growth rates of the market of the given product and liquidity. Profitableness and sales volume depends on your marketing strategy.

The products which have not got in favorites, it is necessary to range on strategic importance (first of all), then on indicators which for you are important today. For example: services bring to you today only 2 % of sales volume, and growth rates not so impress. But the margined income (level of a covering of fixed costs) at level of 7 %. As at your enterprise nobody cancelled a diversification (so strategy) speaks, and fixed costs essentially won't decrease, to such service you a priority, than sale of road protections from 10 % of specific weight from sales volume and 4 % from a margined covering. If to you the monetary flow is more important, you will choose a priority road protections which provide it. Here also marketing efforts are necessary. And resources should will be allocated on a certain priority.

The goods (directions) which don't represent strategic interest and don't bring profit today, should be cleaned immediately from plans of production (sales) for the distant periods. Attempt to expand assortment, you won't involve the client. This fatal representation. Taking away resources on purchasing, warehousing, administration etc. outsiders, you thereby exsanguinations those products and directions which are interesting in the future, and feed you today. Certainly, without fanaticism. For example, retail trade of foodstuff should have wide assortment. But it doesn't say that on regiments should the unprofitable and illiquid goods, even if to you to its distance under realization. Any expansion washes away focusing on really profitable segment. For each industry percent of elimination of unprofitable products the different. If for foodstuff of 35-45 % enters into group With (under the AVS-ANALYSIS) 3-7 %, depending on a format of shops as a rule are necessary to elimination. In В2В all individually. Therefore it is necessary to approach in a complex to development tasks, deducing on the product market, and to removal from production.

It is possible to apply matrixes BKG to evident determination of monetary flows and investment points and GE-McKinsey. For this purpose it is desirable to use integration (complex) estimations of the goods/direction.

Also the complex estimation of the goods can be determined by coefficient of the importance of the goods.



C_i. = S * Р margins. * C₁.

C_i. -- importance coefficient

S. -- a share in sales volume (in money)

Р margins. -- a share of margined profitability

C₁ . -- coefficient of turnover of trade inventories, days, where

C₁ . = (Average cost of stocks/cost prices of a goods sold) * 365.

Tab. 2. An example of determination of coefficient of the importance of the goods

The goods	Share in Volume sales (dollars)	Rank. - S	Share of a margin of profitability	Rank - Р margins	C1	Rank - C1	Ci
A	1	2	3	4	5		7=2*4*6
T1	40	2	50	1	100	1	2
T2	50	1	20	3	50	2	6
T3	10	3	30	2	20	3	18
Sum	100

From an example we see that by an integrated estimation of 3 indicators the most attractive indicator at goods Т3.

6. Some words about the companies of holding type

Much should review tools with which they supervise business units. Not important, in what format the holding works: the financial controller, the strategic architect, the scheduler or operative level, is some basic tasks which he should solve. This management of a business portfolio, resource allocation, management of a synergy (knowledge, experience, interchangeability, compromise costs etc.) and re-structuring. These tasks are also the basic strategic concepts and simultaneously the tool of goal achievement of holding.

If the purpose of holding increase in the discounted monetary flows (DCF) or recall ratios of investments (ROI) to achieve it is possible only by two methods: more to produce/sell and-or more to save. As though financiers didn't complicate these concepts. As they are opposite each other the balance sheet which will be chosen by a management company on optimization of width of grocery directions, Organizational structure holding, general business processes between divisions of holding and to the approach to re-structuring, will give a positive or negative synergy. Otherwise, what for a city to fence. After all holding are the enterprises what for united. What for? That at them general that the various. Where things in common in a chain of value creation of each enterprise. Than the management company can help a business unit? Where factors of additive the synergies adding general value of the company?

The synergy has two sources: decrease in total costs of uniting divisions (subadditivity) and increase in profits at the expense of growth of sales (superadditivity). Subadditivity is present at such projects of holding which allow to use resources of other divisions, that, saving on scale, image, experience etc. Superadditivity it is shown in projects which are impossible only within the limits of one division. That is it grows out of consolidation of resources for accomplishment of absolutely new tasks. These are new marketing programs, investment projects, logistic networks etc.). Management of a uniform trade mark, can influence both growth of profitableness and on economy of resources.

After all a trouble that the enterprises bought up only because they seemed cheap / underestimated/. I represent how many them will be after crisis. But after all to remove them on an indicator of the positive synergy, the added monetary flow, the holding needs to have something. Specify that connects your existing holding with the acquired enterprise. If only your money -- don't buy it. If your divisions can share nothing (the knowledge, similar business processes, technologies...) with the beginner, and on the contrary, it with them you also won't add to it anything.

To conduct the concept of re-structuring it is not enough to reveal the underestimated companies, ready to changes, the command of managers with well developed intuition is necessary. It not a task of dry arithmetic calculations. It is a vision task. The same insight is necessary for reforming of divisions in new or unfamiliar business. When the command finds badly managed companies with potential of growth and can introduce in them own administrative talent and resources, it is possible to apply diversification strategy. In crisis situations it is not necessary to perform a diversification only at the expense of transfer of experience. It is desirable, it to consider as a stage for the further sharing of the basic business processes.

Matching of heads of business units which should be adequate to volume to specific cooperation in holding is important. After all those compromises between different divisions and business processes also bear the basic value added of holding. Or take away it. Heads of these business units should have the powers, allowing to carry out it ambitious plans, instead of to be the general without army. Otherwise the management company should most put the plans, most to carry out. If the director and the business unit personnel, look at you, as on judicial contractors: from that I will take away, to that I will give, what here enthusiasm, the initiative and corporate values. Confer to the director of power (wide), lay down the aims and restrictions (a ceiling of the sum of the agreement, allowing to sign to the director without the Supervisory board or Board of directors consent; restrictions on attraction of credits etc.). Develop simple (on the most important indicators) and clear algorithm of controlling. Also don't disturb. It will consult. Otherwise you have hired not that. Otherwise you don't have system of selection of heads. Otherwise you Regulated everything that to you go only weak and not capable without center guardianship to administer.

Leave for УК capital purchases, support of tender contracts for great sums. Also УК should manage process of development and a conclusion of the new goods demanding serious capital investments. In many cases of research and development it is necessary to unite in УК. But if new products are removed often (a small cycle of development and a conclusion of products) Reengineering services of the designer, the technologist and research and development should be near to marketing and production. Marketing shouldn't be dependent on a factory management. Certainly, organizational it there is present. But it is functional, it can't be pulled on operative affairs. At it strategic functions. Experts in marketing -- people creative. Put them tasks: to remove that, to help designers to develop that, to increase sales of the new goods on so much, to make image of firm attractive etc. Give all information on technically possibilities of the enterprise and let bear ideas. They as ventilating mine through all services and hierarchy of holding should give (food for reflection from the market) about products, technologies, raw etc. Promotion -- operative function of marketing, therefore at its ready sale it is necessary to specify oxygen there. By the way, as well as commodity advertizing. And here in advertizing and PR the prepared experts in marketing should be engaged only.

Marketing function can express in «КАSА».

To -- communications -- positioning, advertizing, PR, new contacts, "cold" calls, ATL, BTL, exhibitions, direct marketing, event-marketing etc.

And -- the analysis: market segmentation, competitors, the goods, technologies, raw, clients, partners, regions etc.

With -- sale: monitoring of the market/client and action on management of sales (determination of requirements, volumes, possibilities of logistics, quality of delivery and service). And though in more confined sense (negotiations, an order placement, shipment, official registration of papers) are a function of sale, marketing the enterprise-client is responsible for a essence of communications. It should excite questions: whether those goods we sell? Whether to that client? Whether those methods, channels are involved? What to change in promotion? What efforts are necessary for sales increase? For recognition of commodity mark? For improvement of work of warranty and service services? To offer decisions and most to manage process.

And -- Assortment: from hypotheses about the goods -- before its development, deducing on the market and removals from sales. From indicators of economy of the goods -- to its appearance. All is function of good experts in marketing. Bad will be limited to advertizing in the newspaper and "cold" calls.

Diversified holdings should be careful to unite in one service marketing and sale. After all sale is operative, today's interests. Marketing works on prospect. And a trouble here that commodity directions will have inadequate resources. All will work on the leader of sales because money is necessary today. And it is necessary to consider a complex estimation of each product. Sale within the limits of holding one methods and one people of nuclear reactors and covers for housewives it is inadmissible. I exaggerate, but similar happens, if there is strategic analytics about priorities, no concept of development and removal from production of products. The main thing to understand that extreme measures ruin. The discord of interests, impossibility of concentration shatter hope of a positive synergy.

Where we go? What for? With what resources? After all having laid down the aims and having started strategy, you should verify from time to time the purposes to possibilities of strategy and resources. And whenever possible to correct. Both the purposes, and strategy, and resources. To lower the purposes it is necessary at force-majeure situations (today's crisis), instead of at each underfulfilment of the plan. After all it is better to plan and perform shrill actions, than systematically to increase plans and their realization. It corresponds to modern dynamism of technologies and globalization more. After all without having pursued the scheme today, you are able to do it next year, cardinally having changed sale or marketing system, having renewed technology. And regularity lulls and will reserve your potential possibilities to growth. In what then your counter? To grow together with the market. So after all it do all. Plan shrill actions.



Conclusion

Don't aggravate the pessimism with absence of resources. They always don't suffice.

Let you go down stream, let you have started jet processes of tracing and reaction to an external environment is won't add to you to weight. You didn't use a situation for improvement. You simply try to survive. And after all it only a respite in the markets. Whether want to gain strength? After all it is not made so much. Last years the enterprise extensively grew, whether time of intensive development. Whether time to build props and to complete the base of your child? Whether time to clean behind itself, to search and prepare new platforms? Whether time grind, probably to change toolkit? Now it is a high time to be active. If isn't present force for activity in an external environment, make internal transformations.« If you for yourself do nothing -- whether you do to yourself to the detriment »(Bible). Not time to drift with all. After all will be tomorrow. Movement, growth, development, the competitive struggle, the new markets and products Again will begin. You are ready to it? Business is a driving on a bicycle -- or you twist pedals, or fall. Twist pedals, the Lord businessmen.



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