Report on undergraduate practice in an advertising agency. Report on practice in an advertising agency (master's degree)

Content
Introduction………………………………………………………. ….…….………..….…….4
1. Characteristics of the object of practice……………………………….… …….….………..6
1.1 Brief technical and economic characteristics of the object of practice …….….....6
1.2 Characteristics of the organizational structure…….…… ..…..……….…….….…8
1.3 Structure and functions of the customer service department.………….….….…….….13
1.4 Composition of technical means of processing economic information in the customer service department……………………… …………………..…………..…….…..16
1.5 Characteristics of technological processes for collecting, transmitting, processing and issuing economic information in the department……………………….……….….…….16
2. Analysis of the financial condition and prospects for the development of an advertising agency based on the forms of accounting financial statements……………….…… …..….……18
3. Software…………………….…………….………… ….….………24
4. Legal support……………………….……….…………. …….….……….….25
Conclusion………………………….…….……….…… .………………..………….…..26

Introduction
The place of undergraduate practice is the M&C SAATCHI RUSSIA advertising agency located at the address: Moscow, st. Malaya Gruzinskaya, 15. Legal entity Diamond Group LLC
I was accepted for an internship at an advertising agency as a project coordinator.
The objectives of the internship are:
1. Acquaintance with the history of the development of an advertising agency, its constituent documents;
2. Familiarization with the organizational structure of the advertising agency as a whole, as well as the customer service department;
3. Coordination of the action "Design your vacation with Hotpoint Ariston";
4. Studying the main directions of activity, legal bases of activity, structure and methods of management;
5. Analysis of the financial condition of the advertising agency.
Together with the head of the practice, a plan for the implementation of the work was drawn up, namely, familiarization with:
- constituent document - the charter approved by the founder of the company;
- structure of the organization;
-organization and performed functions and duties of employees of the enterprise;
- features of the work of the project coordinator
The main place of internship is the BTL department, which develops and conducts advertising campaigns.
The head of the undergraduate practice is the head of the BTL department Anastasia Ignatievna Degtyareva.
The mission of the advertising agency is to meet the needs of entrepreneurs and individuals in an advertising product, to promote the development and promotion of their clients' business.
The company strives to completely free the client from advertising "worries", taking responsibility for the success and viability of the advertising campaign. Successful projects of the company combine the latest technology and brilliant creativity. The strategic objective of the advertising agency is to manage the client's image.

1. Characteristics of the object of practice

1.1 Brief technical and economic characteristics of the object of practice

The place of undergraduate practice is the M&C SAATCHI RUSSIA advertising agency located at the address: Moscow, st. Malaya Gruzinskaya, 15. Legal entity Diamond Group LLC.
Along with the Saatchi & Saatchi network of creative agencies, an office of the M&C Saatchi Russia network also appeared in Russia. M&C Saatchi's Russian partner is the Russian group EMCG.
British M&C Saatchi was founded in 1995. Now it provides a full range of communication services (creative, media services, PR, etc.) and has offices in 18 countries: America, continental Europe, China, Japan, Australia, etc. The total staff is 1.1 thousand people.
M&C Saatchi was founded by two living legends of British advertising - brothers Maurice and Charles Saatchi, who are known throughout the world as the founders of the Saatchi & Saatchi agency. Founded in 1970, this agency by the 1980s had become one of the largest advertising networks in the world.
M&C Saatchi announced its desire to enter the Russian market several years ago. Then the group warned that it would consider in 2010-2012 the option of partnership with a local player.
Advertising agency M&C SAATCHI RUSSIA started its activity in 2010, before that it was called "Heaven Eleven".
Specialization: Full-service advertising agency, providing a full range of services in the field of advertising and advertising communications - from market research, development of an advertising strategy and creation of advertising to the provision of media services.
Positioning: Our reason for being is to enable our customers to grow. Make sure that the client's strategy works so that the client achieves its goals. This is the promise of our brand and our mission.
The advertising agency performs the following main functions:
1. At the advertising planning stage:
study of goods or services as such and their competitiveness in the market;
market research in the volumes necessary to justify advertising campaigns and determine the prospects for the sale of goods or services;
study of marketing methods and distribution systems;
studying the available means of advertising distribution and choosing the most effective and cost-effective among them;
scheduling an advertising campaign.
2. At the stage of advertising preparation:
create advertising products on the basis of orders received from advertisers, develop plans for complex advertising campaigns, other promotional activities, using the potential of both creative and technical specialists;
cooperate with printing houses, studios, advertising combines, freelance specialists.
3. At the stage of advertising placement:
purchase of services of advertising carriers and transfer of originals of the advertising message to them;
control over the appearance of an advertising message in the press, broadcasting and other places where advertising is placed;
conducting direct mail;
organization and holding of exhibitions, fairs, press conferences, events within the framework of "public relations", provision of services;
conduct settlements with advertisers and mass media.
In addition, an advertising agency can develop trademarks and corporate identity, interiors of trading floors and offices, and carry out state registration of trademarks.
The strategic objective of the advertising agency is to manage the image of each client. Competent planning and analysis, plus exceptionally high-quality step-by-step implementation, is the basis for building a reputation and, ultimately, promoting a business.
Clients (brands): Beiersdorf (Nivea Visage, Body, Sun, Creme), Henkel (Pemolux, Persil, Bref, Pril, Laska, Vernel, Clin), Schwarzkopf (Taft, Got2Be, Gliss Kur, Palette), Nissan, Infiniti, Mars (Pedigree, Chappi, Twix, Skittles), Tchibo, Davidoff Coffee, Michelin, Absolut, ICI, Adidas, Hortex, Winston, Wings by Winston, International Moscow Bank, Starik Hottabych, DFM, Indesit (Hotpoint-Ariston).
M&C Saatchi Russia currently has 23 employees with an average age of 30.

1.2 Characteristics of the organizational structure.

In an advertising agency, there is a principle - all work with specific customers is carried out by one specialist. He is called the responsible executor of the project if he advertises a branded product. This specialist has information about the strategic plans, opportunities, prospects of the customer, data from market, competitive and segmentation analysis, allowing a scientifically sound approach to planning, developing and implementing advertising campaigns. The executive director personally knows the specialists he needs, working in the customer's company, and enjoys their full confidence and support.

Figure 1. Organizational structure of the advertising agency M&C Saatchi Russia.

Executive Director. He is a key figure in the advertising business. In the conditions of tougher competition, when it is very difficult to find, and even more so to keep a solid customer, the nature of cooperation depends on him: spot or planned, highly specialized or complex, limited or large-scale, short-term or long-term.
It is extremely important for an advertising agency that the executive director has special qualities.
- professionalism. And not only in his own advertising business. He also needs to know the problems of the advertiser, the ability to predict them and quickly solve them using the possibilities of advertising. A professional director inspires respect and builds trust.
- the ability to meet the advertiser's expectations. To organize such an advertising campaign that would bring fame to his company, products, services, provide them with stable sales, bring tangible profits.
- Ability to build relationships with clients
- the qualities inherent in good employees - passion for their work, thoroughness and accuracy, responsiveness, extraordinary thinking, logic, the ability to systematize their work and predict events;
- the ability to generate ideas and defend, implement, promote them;
Now consider other departments of the advertising agency involved in providing an advertising campaign directly or indirectly. Their work is also important in ensuring efficient operation.
Customer Service - a group of managers who are the link between the client and the advertising agency.
Responsibilities:

Planning, organizing and controlling the work of the department - servicing and developing relationships with existing clients of the agency, participating in tenders and attracting new clients, processing incoming requests, preparing and selling offers, conducting presentations and negotiations with clients, resolving conflict situations, preparing and submitting reports, document flow.

Providing the resources necessary for the work of the department and the potential for its development. Training and professional development of department employees, motivation of employees, involvement in teamwork, evaluation of labor participation and distribution of the monthly bonus fund.

Control of the current work processes of the department - search, evaluation and implementation of new approaches and solutions, control and reduction of costs associated with the work of the department, increase in team and personal efficiency of each employee

Creative Department - is the department responsible for creating ideas, creativity based on the strategy chosen by the strategic planning department. Copywriters (responsible for the text part of advertising) and art directors (visuals) work here. The department is headed by a creative director.
An important aspect of this position is the interpretation of the client's communication strategy and the construction of creative concepts in accordance with this strategy. Another essential aspect is the obligation to initiate, support and develop the creative ideas of all those involved in the creative process. The creative director is responsible for the final creative product. He is involved in formulating the strategy brand, writing a brief , the process of creating advertising, presenting and selling ideas to the client, in the implementation of an advertising product for publication in the media.
Production Department - Designers, prepress specialists. People who help to realize the idea born in the creative department.
The Department media planning - plans to place advertising messages of clients in the media that are most relevant to the audience of the advertised product or service. It is divided into groups for working with clients (one group serves one or more clients).
Event, PR department – deals with the organization of any events, events, holidays, show programs.
The duties of a public relations specialist include the creation, expansion, maintenance of favorable relations with the media (media relations), which includes the selection (selection) of the most appropriate publications, television and radio channels, Internet resources that meet the needs of the client and the goals of a particular project . Active work with selected media and constant contact with the public contributes to strengthening the reputation of a person or organization, building up publicity capital and intangible assets in a competitive environment.
Working with the media at present, which is the "fourth power", requires a systematic approach. In this regard, a public relations specialist should take into account the psychology of a journalist, his motivation, desires and needs in today's rapidly changing world.
Financial department. The main tasks of the financial department are:
-implementation of financial strategy and financial policy;
-organization of financial activities for the purpose of efficient use of financial resources;
-Development of economic development forecasts and participation in the formation of key performance indicators.
- Control over the observance of financial discipline, timely and complete fulfillment of contractual obligations, expenses and receipt of income;
HR department. The personnel department in an advertising agency has a functional and organizational function.
So, in functional terms, the personnel department is engaged in:
- planning the needs of an advertising agency in personnel, taking into account the existing staff;
- attraction, selection and evaluation of personnel. To attract, select and evaluate personnel, the following activities are carried out: the ratio of internal (relocation within the enterprise) and external (recruitment of new employees) recruitment of personnel is optimized, criteria for personnel selection are developed, new employees are distributed to workplaces;
- staff development and retraining.
- career advancement system (career management);
- salaries and social services. The personnel department should develop and implement wage systems, determine the features of remuneration for certain categories of workers employed at the enterprise;
- personnel cost management.
In organizational terms, the personnel department is engaged in ensuring the normal labor activity of all employees and all structural divisions in the enterprise that are responsible for working with personnel.
Accounting. The main functions are:
- Accounting.
- Planning and accounting for the implementation of cost estimates for an advertising agency.
- Carrying out mutual settlements with enterprises, organizations, institutions and individuals, the safety of funds and material values.
1.3 Structure and functions of the customer service department

I did my internship in the customer service department - BTL department.
Figure 2. Organizational structure of the BTL department of the advertising agency M&C Saatchi Russia.

BTL department - a group of managers who are the link between the client and the advertising agency.
Client Manager Responsibilities:
- Effective communication with clients on the implementation of promotional activities
- Development of proposals for clients (ideas, presentations, budgets)
- Coordination of the implementation of marketing programs within the agency (work with the designer, field department, production, accounting)
- Active work with large clients and customer acquisition
- Negotiations, presentation of the Agency, preparation of proposals
- Finding out the needs of the client (getting a brief)
- Briefing agency executive departments and outsourcers (media, production, creative)
- Interaction with clients
- Records management
- Participation in tenders
During my internship, I was coordinator of the Design Your Vacation with Hotpoint-Ariston project. My duties included:
- Calling Kitchen Studios participating in the promotion;
- maintaining a database in Excel, as well as on the campaign website in administrative mode;
- interaction with the client;
- preparation of presentations;
- work with involved specialists for this promotion (mystery shoppers).
Let us consider in detail the algorithm for placing an order for an advertising agency M&C Saatchi Russia:
-To make the first contact, the client contacts an advertising agency. To do this, just write or call.
- The agency assigns a manager to the client, who will become his permanent consultant, assistant, coordinator of work to fulfill the order. He coordinates all work and is responsible for the quality and efficiency of their execution.
Advertising agencies wishing to cooperate with M&C Saatchi Russia can contact an advertising agency company. The company's managers will coordinate all the work to fulfill the order of the partner advertising agency.
In order to provide the most accurate and high-quality services, the client-manager, together with the client, fills out a marketing brief (terms of reference), which fixes the main goals, objectives and parameters of the upcoming advertising campaign.
To develop an advertising campaign, a project team is formed, the head of which directs and coordinates the work on the strategy of the advertising campaign or the formation / development of the brand. He leaves for a meeting with the client, finds out the list of requirements and tasks of the advertising campaign, and clarifies the preliminary terms of reference.
Members of the project team are involved in the planning of an advertising campaign: marketing analysts, media planners, creators, BTL specialists.
The developed concept of the advertising campaign is presented to the client. The presentation explains the main advantages of the proposed strategy, features of the advertising campaign and its practical implementation.
After the approval of the advertising campaign plan, a working group is formed for its implementation, which includes specialists of various profiles - creators, designers, managers for the production and placement of advertising, BTL and PR-events specialists.
At the end of the advertising campaign, the working group prepares a report to the client, which reflects the compliance of the activities carried out with the goals of the advertising campaign, evaluates the effectiveness and makes proposals for the development or adjustment of the advertising strategy.
Each project of the agency is supervised not only by the project team leader and client manager, but also by the director of the respective company, and in special cases by the managing director of M&C Saatchi Russia.
So, from all of the above, we can conclude that the correct work on the client order ensures efficient and timely execution of work with maximum convenience and financial benefit for the client.

1.4 The composition of the technical means of processing economic information in the customer service department

The following technical means are used to process economic information in the BTL department:
- System software (OS, DBMS);
- Professional software Terrasoft;
- Program for maintaining database Excel, Word.
- Program for creating presentations PowerPoint, Photoshop;
- Program for conducting business correspondence Outlook;
- Hardware.

1.5 Characteristics of technological processes for collecting, transmitting, processing and issuing economic information in the department

The process of collecting, processing and transmitting information within the customer service department, as well as its interaction with other departments, is a set of operations. For the successful work of the advertising agency as a whole, professional Terrasoft software is used.
Terrasoft is a powerful CRM system that covers the main areas of customer relationship management and organization of internal processes of an advertising agency. The system helps to build effective interaction with counterparties at any stage of sales and marketing communications, allows you to automate the company's internal business processes.
Terrasoft CRM systems automate the following functions:
-Management of information about clients: maintaining contacts and companies, a complete history of relationships, convenient access to information about the client, the ability to create your own fields and bookmarks, the distribution of access rights.
- Business processes: automation of routine operations, the ability to create conditions for branching and actions on a business process, organization of teamwork, automatic control over the performance of a functional role in a project.
- Sales management: potential deals management, project management, control of payment terms, delivery and fulfillment of other obligations, sales funnel.
- Marketing management: functionality for planning and conducting marketing campaigns of any complexity, marketing research, conducting surveys, mailing lists, reports.
- Project management: planning, distribution, monitoring of the use of resources in the project; monitoring the progress of the project according to the selected stages; project calendar management; quality management of project results; complete document flow for the project; analysis of the effectiveness / profitability of the project.
- Resource management: cost accounting, customer profitability assessment, turnover management, work planning.
- Workflow automation: maintaining contracts and specifications, invoices and payments, creating any document templates, the ability to integrate with 1C and other financial systems.
- Work time management: organizer, group calendar.
- E-mail: integration with MS Outlook, automation of mass personalized E-mail mailings using templates.
One of the important documents for the transfer of information within the department, between departments and with the client himself is a brief. At its core, a brief is nothing more than a technical task, a special document resembling a questionnaire in form, the task of which is to most fully extract information about a new customer. It streamlines the fermentation of brilliant ideas in the heads of advertisers and sets them the direction of creative search. In addition, the brief is one of the best methods to ensure the effectiveness of advertising from the very beginning.
2. Analysis of the financial condition and prospects for the development of an advertising agency based on the forms of accounting financial statements

In order to analyze the financial condition of the advertising agency M&C Saatchi Russia, let's take the balance sheet as of September 30, 2011.

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- Professionalism

- Individual approach to each client

- Creative approach to solving problems of any complexity

- Privacy

- Ethical standards

The purpose of the activities of 3Decor LLC is the high-quality and complete satisfaction of the needs of organizations and individuals in services, as well as making a profit.

At the initial stage of development, the driving force behind the business was large-format printing. A flexible pricing system and a friendly approach to the client allowed us not only to confidently gain a foothold in the market within one year, but also to create a good name. 3Decor LLC is a dynamically developing advertising agency. The company seeks to completely free the client from advertising "worries", taking responsibility for the success and viability of the advertising campaign. That is why the company has its own production base and the arsenal of methods is constantly being improved. The successful projects of the company combine strong classical technologies and brilliant creativity. The strategic objective of the advertising agency is to manage the client's image. This process involves the professional achievement of the goal at each stage of positioning. Competent planning and analysis, plus exceptionally high-quality step-by-step implementation - this is the basis for building a reputation and, ultimately, promoting a business.

Full name of the organization: 3Decor Limited Liability Company, abbreviated name: 3Decor LLC.

Form of ownership: private.

Constituent documents: the Charter of the enterprise, approved by its founders and the Memorandum of Association.

Types of activity: large-format and interior printing; creation, installation / dismantling of outdoor advertising; professional marketing research; design of transport advertising (outdoor and indoor); various types of printing; production of souvenirs; design services; placement and registration of outdoor advertising.

2 Enterprise - socio-economic management system

In this section, we will consider and analyze the external and internal environment of the organization, as well as the organizational culture of the enterprise.

The external environment of the organization is made up of: management entities that regulate activities, competitors, consumers, suppliers, etc.

Advertising agency "3Decor" as well as all enterprises depends on environmental factors. This dependence became especially acute during the economic crisis. Let us consider in more detail the interaction of this firm with environmental factors.

Suppliers. The activity of the enterprise under study is directly dependent on the continuous supply of raw materials (in this case, vinyl film). These supplies are needed primarily for such a stage of work as the manufacture of an object. Delivery is not carried out directly, but through intermediaries, i.e. the enterprise purchases materials already from the official representative of the German manufacturing company in the city of Chelyabinsk. During the crisis, the cost of transportation increased, and, accordingly, the cost of the film itself increased, which affected the company's activities. At first, the management of the 3Decor advertising agency decided not to increase the cost of finished products due to the increase in the cost of the film, so as not to lose customers. But soon the income of the enterprise was significantly reduced, and when the time came for the next payment of taxes and other mandatory contributions, which, by the way, were also increased, but by the government, the enterprise had almost no profit. Then the management of the company had no choice but to raise prices for their products.

In the field of trade, mechanisms are often used that give the wholesale buyer the right to receive goods at the maximum discount. At the enterprise under study, these mechanisms have not yet been introduced, but active work is already underway in this direction.

laws and government agencies. As you know, the state in a market economy has both an indirect influence on organizations, primarily through the tax system, state property and the budget, and a direct one - through legislative acts and the activities of local authorities. For example, high tax rates significantly limit the activity of firms, their investment opportunities and push them to conceal income. High bureaucratic barriers impede entrepreneurial activity, the opening of small and medium enterprises.

Advertisers and advertising agencies strive to control the advertising market as much as possible. At the same time, the state is forced to increasingly actively manage their advertising activities under the pressure of public opinion and under the threat of undesirable socio-economic consequences.

To date, advertising is managed by the state through the Law of the Russian Federation "On Advertising". According to this law, outdoor advertising should not resemble road signs and signs, impair their visibility, and reduce traffic safety. It is allowed to be distributed with the permission of the relevant local government. If there is a permit and an agreement with the owner, it is allowed to place advertising on the territory of any objects, including historical, cultural and specially protected natural complexes. Advertising on vehicles may be placed on public roads and railways, in the subway and on other vehicles only upon agreement with their owner. In this case, it is necessary to take into account the safety requirements of the Rules of the road. The authorities entrusted with the functions of traffic safety control have the right to restrict or prohibit the dissemination of this advertisement.

A recent case in the 3Decor advertising agency clearly showed the interaction of the firm with government bodies. A citizen approached the company with a request to make a plastic copy of his car numbers, allegedly in order not to damage the real ones in the event of an accident. Realizing the seriousness of the case, the company's management demanded from the customer permission from the traffic police to use such numbers. The order was executed only after the customer brought such permission.

Competitors. The impact on the organization of such a factor as competition is manifested in many aspects of management. In many cases, competitors rather than consumers determine what kind of performance can be sold and what price can be asked. Underestimation of competitors and overestimation of markets lead even the largest companies to significant losses and crises. It is important to understand that consumers are not the only object of competition for organizations. The latter may also compete for labor, materials, capital, and the right to use certain technical innovations. At the same time, it should be noted that competition sometimes pushes firms to create various types of agreements between them, from market division to cooperation between competitors.

As for the competition of the enterprise under study, it can be said that it is not so significant. The company immediately found its niche among consumers and has been successfully operating in it for more than a year. However, competition is always present and the main thing for a company today is not to lose the trust of customers.

Consider a comparative analysis on the example of one of the market-leading advertising firms competitors in the provision of large-format printing services and the production of outdoor advertising LLC "Galaxy Center" and PE "Factory of Letters" is presented in Table 1.

Table 1 - Assessment of competitive strength

According to the table, we can conclude that the Galaxy Center advertising agency, which competes with 3Decor LLC, occupies the leading position, although the assessment of its volume of activities is somewhat lower than that of 3Decor, Galaxy Center is a competitive organization due to the professionalism of its staff, and this means both an increased quality of the services offered and due to the widespread advertising of their activities. The company "3Decor" is the leader in terms of assessing the volume of activities, which means there are development prospects.

Consumers. There are a number of factors that determine a consumer's trading power. These factors include:

The degree of dependence of the buyer on the seller; (3Decor services are needed today, because advertising has become the main engine of trade);

The volume of purchases made by the buyer (the company is engaged in the manufacture of objects of various sizes and costs, which does not hinder consumer opportunities);

The level of awareness of the buyer (with the expectation of attracting the attention of the consumer, the 3Decor advertising agency placed billboards advertising its agency in several places in the city. Such a move was necessary because the agency's premises are not located on the main street, but in the courtyard);

Availability of substitutable products (objects manufactured at the enterprise cannot be bought anywhere or made by hand; the only source may be competing firms);

The cost to the buyer of switching to another seller (the firm offers low enough prices, so consumers do not want to switch to other agencies);

The sensitivity of the buyer to the price, depending on the total cost of services, the presence of certain requirements for the quality of the product, its profit, etc.

Thus, we see that the whole variety of external factors is reflected in the consumer and through him affects the organization, its goals and strategy.

It is necessary to take into account the factors influencing the behavior of consumers, their demand. Consumer demand has also become a decisive factor in the activities of 3Decor. In the context of the global economic crisis, enterprises were forced to cut their costs. Many of them did this precisely by cutting advertising costs. All this, of course, shook the client base, but not for long. Some enterprises have realized that in the face of increasing competition for the consumer during the crisis, advertising mechanisms are very necessary.

Consumer behavior should be studied in order to reduce its negative impact and use the opportunities that it provides. But it is important not to forget that the enterprise must independently actively form the needs and preferences of consumers, their value orientations, in order to solve their market problems.

The company occupies one of the leading positions in the market for the provision of services. The agency cooperates with such organizations as: accessories store "Schinka", "Multibank", chain of stores "Expert", chain of multi-brand fashion stores "Snezhnaya Koroleva", chain of retail stores "Lady Prima", exclusive fur salon "Black Lama", beauty salon "Aist", Air ticket offices, furniture salon "Style House"

economic factor. Management must be able to assess how general changes in the state of the economy will affect the operations of the organization.

There are many mechanisms for regulating the influence of the economic factor on the activities of the enterprise. If, for example, inflation is predicted, management may find it desirable to increase the supply of resources to the organization and negotiate fixed wages with workers in order to contain cost increases in the near future. It may also decide to borrow money because the money will be worth less when it falls due, thus offsetting part of the interest loss. If an economic downturn is predicted, the organization may prefer the path of reducing stocks of finished products, since it may become difficult to sell it, lay off part of the workforce, or postpone expansion plans until better times.

However, it is important to understand that this or that particular change in the state of the economy can have both a positive and a negative impact. For example, if during the economic crisis some enterprises reduce their advertising costs, then some, on the contrary, attract consumers with the help of advertising methods.

The activities of 3Decor also depend on the foreign exchange rate. So, for example, an enterprise prefers to make large orders for the supply of raw materials precisely during the period of the dollar's depreciation, which, although not significantly, reduces part of the costs.

There are many more aspects of the interaction of an enterprise with the external environment, and it is simply impossible to cover all of them, because. they are constantly changing. After all of the above, we saw that the analysis of the environment is a very important and complex process that requires careful monitoring of the processes taking place in the environment, assessing factors and establishing a connection between the strengths and weaknesses of the organization, as well as the opportunities and threats that are contained in the external environment. .

Consider the internal environment of the organization, i.e. assortment, prices, design of the organization, material and technical base and technological process.

Pricing policy analysis:

1. Large format printing

Banner fabric - from 115-170 rubles / sq.m.

Film with an adhesive base - 145 rubles.

Light box 8000 rub./sq.m.

Volumetric letter 10 cm high 350 rubles.

3. Operational printing

Business cards 1.5 rub. one-sided and 2.4 double-sided rubles / piece.

Booklets A4 -15 rubles / piece.

Sheet A3-27 rubles / pc.

Form and procedure of payment:

Advance payment by cash and bank transfer;

Final payment within 1 month.

Technical and technological support of the organization's activities. The organization "3Decor" has various equipment. It is divided into office equipment and professional equipment in the workshop. The office is equipped with the following office equipment: - computers, 11 pcs. - copier printer, 5 pcs. - scanner, 2 pcs. Workshop: - printing equipment for large format printing, 2 pcs. post-printing processing, 2 pcs. - laser equipment for cutting hard materials, 2 pcs. - cutting plotter, 2 pcs. - printing equipment, 2 pcs. - "post-printing" equipment for printing, 5 pcs. screwdrivers, etc.) Characteristics of the design and interior design of the premises of the organization. Office of the company "3Decor" with an area of 80 sq.m. located on the third floor of the building. Design elements in the style of minimalism can be traced in the design of the office. The color palette of the walls and furniture is matched to the corporate color scheme of the organization. Each specialist has a place to work with the customer. Also for customers and office staff there is a table for tea drinking, relaxing or holding an informal conversation with customers. There is an exhibition stand with samples of the manufactured product. Table for the issuance of finished products.
Shop for large format printing. Area 120 square meters. There is a large working table with an area of 25 sq.m., printing equipment, racks for printed materials, cabinets for finished products, printers' workplaces. There is 6m. ladder for installation of signboards up to 2 storey height. Laser cutting workshop. Area 250 sq.m. there are 8 windows, a cutting table of 10 sq.m., shelving for tools, niches for sheet material, a huge free area for the manufacture of metal structures. Dining corner equipped with household kitchen appliances for workshop employees.

3 Organizational management structure

The organizational structure of management is understood as an ordered set of services, line managers, functional departments, responsible executives or individual positions in their subordination for administrative, functional and methodological ties. The organizational structure is the composition, interconnection and subordination of independent management units and individual positions.

The essence of the organizational structure in the delegation of rights and responsibilities for the division of labor. The organizational structure of an advertising agency is a reflection of the powers and responsibilities assigned to each of its employees.

The purpose of the organizational structure is:

Division of labor;

Definition of tasks and responsibilities of employees;

Definition of roles and relationships

The main task of the organizational structure of the advertising agency "3Decor" is to establish relationships of authority that connect top management with lower levels of employees. These relationships are established through delegation, which means the transfer of authority and tasks to a person who takes responsibility for their implementation.

For effective work, management must distribute among employees all those tasks that are necessary to achieve the goal of the enterprise.

The company has clearly defined powers and responsibilities for each position. Everyone understands what is expected of him and who relies on him. The management structure at the enterprise is linear-functional (Figure 1). Line management is backed up by support services.

	Indicator value
Indicator	in 2010	in 2011


Senior managers
Middle managers
Grassroots leaders
Specialists
Employees


Men
Women
- from 35 to 45 years
- from 25 to 35 years
- up to 25 years
- · higher education
- ·specialized secondary
- general average

The level of professional training in the specialty, after the analysis of the composition of the staff, is as follows:

It can be seen from the above data that the number of employees without professional training has noticeably changed over the reporting period, there is a downward trend from 27% to 21%, and the number of employees with professional training from one to five years has increased by 5% and amounted to 32 % of the total number of employees. There are minor fluctuations in other categories.

The permanent staff of the company is 28 people: Director - 1 person. Department for work with clients: manager for work with clients - 2 people. Department for supply and production development: technologist - 1 person, worker - 2 people. Department of creativity and design: PR-manager - 1 person, designer - 2 people 1 person, worker - 1 person. Department for the manufacture and installation of outdoor advertising: technologist - 1 person, installer - 2 people, worker - 2 people. Department for placement and coordination (registration) of outdoor advertising: technologist - 1 person, installer - 1 person, worker - 1 person, manager - 1 person.

The General Director without a power of attorney acts on behalf of the enterprise in the following cases:

Carries out operational management of the enterprise;

Has the right of the first signature under financial documents;

Approves the staff list, concludes employment contracts with employees of the enterprise, applies incentive measures to these employees and imposes penalties on them;

Technologists of the departments of supply and development of production, large-format and interior printing, production of printing products, production and installation of outdoor advertising, control the process of creating advertising products, make calculations and projects, travel with installers to objects where they take measurements, photographs of the object. Carry out safety control of the entire workshop and installation workers.

The accountant documents the ongoing business transactions at the enterprise: supply, purchase of goods, raw materials, settlement transactions with suppliers, transport organizations, the budget, makes a calculation of manufactured products, conducts an inventory, calculates wages and taxes, and maintains enterprise reports.

The account manager works with clients who have applied for the first time, conducts commercial negotiations with clients in the interests of the company, accepts and processes customer orders, draws up the necessary documents related to the shipment of products for the company's clients, maintains a client base. Shop workers work on specialized equipment, when making promotional products, they monitor the equipment, adjust the equipment, make an application to the technologist for the purchase of materials and necessary tools. The installers carry out the installation according to the technologist's clear plan. The designer creates sketches of an advertising project, works closely with production technologists, develops corporate styles, creates design layouts for all advertising products. But in some cases, this number of people is not enough for the full-fledged work of the agency and the company resorts to temporary hiring of additional employees. Basically, these are promoters, workers. Hiring temporary workers is associated with one-time promotions and the absence of the need to constantly keep a large staff. Attracting temporary workers has a certain seasonality. During the summer, a large number of promotions are held, because. in warm weather, actions can be held on the streets, in parks, recreation areas, etc. It is also easier to hire promoters, who are mostly high school students and students who want to work during the summer holidays and agree to low wages.

4 Management functions

In this section, we will consider the planning and control of the activities of 3Decor LLC, as well as the management functions.

According to their importance in the management process, the following functions are distinguished: general and specific.

General management functions include planning and control. The plan is a model of the future state of the enterprise. Planning means, first of all, the ability to think ahead of time and implies a systematic approach to work. "Planning is far from improvisation - it requires analytical thinking."

The planning function involves deciding what the goals of the organization should be and what the members of the organization should do to achieve those goals. The process of strategic planning is a tool that helps in making managerial decisions. Its task is to ensure innovation and change in the organization to a sufficient extent.

So, let's formulate the main advantages that planning gives us:

Elimination of uncertainty;

Precise definition of goals and actions to achieve them;

The emergence of meaningfulness in activities;

Avoiding mistakes in future activities;

The ability to anticipate and act in a future situation ahead of time.

Plans are:

1) long-term (5-above years);

2) medium-term (1-5);

3) short-term (up to 1 year).

Planning at the enterprise LLC "3Decor" refers to the medium-term, that is, the tasks set must be achieved within 1-5 years.

For this period, the company has planned to increase sales volumes in order to increase profits.

For this purpose, a program has been developed to achieve the set goal, which is currently being gradually implemented. The company plans to expand the workshop, purchase new equipment to increase the volume of work and the timing of orders.

Management functions, the definition of their composition are the basis for establishing an organizational structure, developing a technological management process, selecting and placing engineering and technical workers and employees, etc. The variety of management functions, different degrees of generality and levels of detail predetermine the need for their grouping into general, specific and special .

The general function of management is part of the management cycle (characterized by the repetition of the type of activity), is aimed at each management object and determines the functional division and specialization of managerial work. The most reasonable is the following typical composition of operations of the management cycle: forecasting and planning; organization; coordination and regulation; activation and stimulation; control, accounting and analysis.

A specific management function is a combination of a general management function (one or another operation of the management cycle) with a specific management object. In turn, the objects of management, and, consequently, specific functions are grouped according to three criteria: the organizational structure of trading activity, individual stages of the trading activity process, and individual factors of trading activity.

Control is a critical and complex management function. One of the most important features of control, which should be taken into account in the first place, is that control should be comprehensive. Every manager, regardless of his rank, must exercise control as an integral part of his job responsibilities.

The enterprise has three main types of management control: preliminary, current and final. Preliminary - precedes the active activity of the organization. In its content, this is organizational control, the task of which is mainly to check the readiness of the organization, its personnel, production apparatus, management system, etc. to work.

Preliminary control over personnel is intended, first of all, to answer the question of whether it is possible to solve the tasks envisaged by the plan with its help. Such control is carried out on the basis of pre-developed requirements for each category of specialists with the help of various tests, interviews, and exams. This control is exercised by the manager.

Personnel control is also intended to monitor the training and retraining of personnel, their instruction, the conditions for creativity and innovation, and the state of health.

The third direction of preliminary control is the state of the material and financial resources of the organization. In relation to material resources, the availability of stocks of raw materials, materials, components in warehouses, the compliance of their structure and quantity with the needs of production, and the security of supplies are checked. In this direction, control is carried out by technologists of departments.

Current control in "3Decor" exists in the forms of strategic and operational. The strategic one has as its main object the efficiency of using the organization's resources in terms of achieving its ultimate goals and is conducted not only in terms of quantitative, but also qualitative indicators: the level of labor productivity, new working methods, technologies both in the organization as a whole and in its divisions. Strategic control is carried out by managers and technologists of the enterprise.

Operational control, carried out literally simultaneously with the performance of the main work, is focused on current production and economic activities, in particular the movement of products within the technological process (sequence of operations, time standards for their implementation, quality of work); equipment loading; compliance with the general work schedule; the presence of stocks, work in progress and finished products, the level of current costs, the current expenditure of funds. At the level of individual operations, operational control is exercised. Operational control is carried out by the manager and technologists of 3Decor LLC.

The third type of control is final. It is associated with an assessment of the organization's implementation of its plans and involves a comprehensive analysis of not only specific performance results for the past period, but also its strengths and weaknesses. The final control data is used to draw up the next plans. The final control is carried out by the director of the advertising agency.

In LLC "3Decor" control over the activities is carried out by the heads of all levels: the general director controls the activities of the organization as a whole and subordinates in particular. Financial control is carried out by the chief accountant. Through financial control, the implementation of financial plans, the organization of financial and economic activities are checked. Internal control is carried out by the director and managers. External control, i.e. control over operations, foreign economic relations, suppliers, clients, intermediaries, banks, is carried out by the manager and director.

Private (specific) management functions include: commercial, marketing, innovation, production, etc.

Their tasks include:

1) development of a marketing policy at an enterprise based on an analysis of consumer properties;

2) conclusion of new contracts;

3) search for new markets;

The innovative and production functions of the organization are carried out respectively by the department of creativity and design and the department of production and installation of outdoor advertising.

Their tasks include:

1) development of an innovation policy at an enterprise by studying the market sector in the field of innovative implementations, as well as consumer properties of products

2) project, design and installation of the advertising product itself

3) introduction and promotion of services and products of the organization in the advertising industry, etc.

5 Control methods

Management methods are a set of techniques and methods of influencing a managed object in order to achieve the goals set by the organization.

All management methods used in the enterprise can be divided into three groups:

1. Economic methods.

2. Socio-psychological.

3. Organizational and administrative.

Economic methods of management - a set of methods of influence by creating economic conditions that encourage the employee of the enterprise to act in the right direction and achieve the solution of the tasks assigned to him. They are based on the objective needs and interests of people. Economic methods of management are successfully used to increase labor productivity.

At 3Decor LLC, remuneration is the main motive for labor activity and a monetary measure of the cost of labor. It provides a link between the results of labor and its process and reflects the quantity and complexity of the work of workers of various qualifications. By setting official salaries for employees and tariff rates for workers, the agency's management determined the standard cost of labor, taking into account the average labor costs for its normal duration.

Social-psychological methods are understood as a group of methods aimed at a combination of social interests and psychological characteristics of an employee. Thus, these methods affect the social processes taking place in labor collectives and interpersonal relationships and connections. The condition for the formation and development of labor collectives is the observance of the principles of psychophysiological compatibility. The main goal of applying socio-psychological methods of management is the formation of a positive socio-psychological climate in the team.

The advertising agency "3Decor" uses sociological methods that are aimed at all departments of the enterprise and their interaction in the production process; psychological methods that have a direct effect on the personality of each employee (the inner world of a person).

socio-economic (requirement to comply with safety regulations, establishment of sales standards, minimum wage guarantee);

social and personal (identification of capable employees who may take leadership positions in the future with the help of various tests, observations and organization of the development of their managerial skills).

Organizational and administrative methods of management - a system of influence on organizational relations to achieve specific goals. The performance of the same work is possible in various organizational conditions: strict regulation, flexible regulation, setting common tasks, establishing permissible boundaries of activity, etc. These methods provide clarity, discipline and order of work in a team.

1) a mandatory prescription:

a) orders (Order No. 46 "On the introduction of a new staff unit");

b) orders (Order No. 4 "Modernization of technical systems, as well as internal communication systems");

2) conciliatory:

a) consultation (seminar, training to improve the skills of company employees in the advertising industry);

b) resolution of a compromise (intra-collective council for resolving disputes in the process of relations between company employees);

a) advice (informal prescriptions of the internal rules of conduct in the organization);

b) clarification (a detailed explanation to the employee of the organization of certain points of the internal regulations and other points that have a dual structure of understanding);

c) a proposal (putting on the agenda for consideration by the management of the organization a rationalization proposal, or another rationalization idea to improve the production process, or the production sphere).

It should be noted that the management of "3Decor" use the whole range of management techniques and methods that exist in modern management.

6 Motivation of labor activity of the personnel of the enterprise

In this section, the system of economic incentives for labor will be considered, namely: the forms of wages used at the enterprise, various allowances and bonuses. Salary is the price paid to an employee for the use of his labor, depending on his qualifications, complexity, quantity and quality. Salary occupies the main place in the total income of the population. The enterprise independently establishes wage systems, salaries, bonuses and other incentive payments. All these points are fixed in the collective agreement, as well as in individual labor contracts between employees and the organization.

A collective agreement is a legal document that regulates labor, socio-economic and professional relations between employers, that is, owners of property and employees of an enterprise. The administration unilaterally cannot cancel or introduce other conditions for the organization of labor, remuneration, if they are not provided for in the collective agreement.

The collective agreement in the field of remuneration provides for:

1. Periodic salary increases in accordance with the growth of the average wage.

2. The amount of payments, if appropriate funds are available: for health improvement, for children's camps, etc.

The time-based form of remuneration can be:

Simple time-based;

Time-bonus;

Time-based with a normalized task.

3Decor LLC uses a simple time wage - that is, when the salary is calculated by multiplying the salary of each employee by the quantity and quality of hours worked.

The company also uses a piecework form of remuneration. This form of remuneration is more interested in workers in increasing turnover.

Types of piecework wages:

Direct piecework;

Indirect piecework;

piece-progressive;

piece-premium;

Chord.

3Decor LLC uses direct piecework wages - it is calculated by multiplying the price per unit of production by the number of products sold.

In incentive systems, an important role belongs to bonuses. Through an effective system of bonuses, the material interest of employees in the growth of labor productivity, reduction of costs and, on this basis, an increase in profits, is stimulated.

This enterprise does not apply a bonus system, which should be noted as a negative point in the work of the enterprise, in my opinion, the enterprise should develop a provision on bonuses and agree it with the team, where the following points should be clearly stated:

Bonus indicators, that is, the specific conditions for which the bonus is charged are indicated;

The size of the bonus;

Bonus conditions, that is, the accrual of a bonus is made subject to the overfulfillment of turnover, or turnover and profit, or only profit;

Sources of bonuses;

Prize award procedure.

In addition to economic incentives for labor, there is also moral incentives for labor. In 3Decor LLC, it is expressed in the following forms: praising the employee in front of the whole team, separating the employee from the team, that is, the employee can be given some tasks and the emphasis is placed on the fact that no one can cope with this task better than him or that they trust him and count on him. In a word, they give the employee a sense of their importance and individuality.

Organization of corporate events.

An inseparable part of the originality of the company are corporate events held in it - holidays, trainings, team building. And they are not so much ways to "entertain" employees as tools for moral stimulation of staff, elements of forming the company's internal image. Experts call corporate holidays one of the most effective methods of broadcasting corporate values.

Corporate holidays in the life of the organization perform a number of important functions:

Fixation of success (in contrast to a simple procedure for summing up the results, the holiday emphasizes the achievements, successes of the company with a positive focus);

Adaptation (helping newcomers to join the team);

Education (introducing people to the values that are significant for the organization);

Group motivation (the process of formation and regulation of relations in the team takes place in an informal, memorable positive emotional environment);

Recreation (necessary distraction from the labor process, rest, switching attention, entertainment);

7. Leadership styles

Leadership style is a way, a system of methods for influencing a leader on subordinates. One of the most important factors in the effective operation of the organization, the full realization of the potential of people and the team.

Leadership style is determined by a number of factors:

Leader's personality type;

The level of his upbringing and education;

Accumulated experience;

Working conditions of the enterprise;

Stage of team development.

In the practice of managerial activity, a certain role is played by: the method of observation; testing method. The testing method involves conducting tests "Your leadership style" (Appendix 1).

When analyzing leadership styles, we had to be content only with our own observations, since managers at different levels refused to participate in testing and analyzing their own managerial activities. In the process of studying leadership styles, it turned out that different leaders use different styles. So, the general director is characterized by the centralization of power in the hands of one leader. He demands that all cases be reported only to him. This style is characterized by a focus on administration and limited contacts with subordinates. The director often single-handedly makes (or cancels) decisions, is categorical, often harsh with people. Always orders, disposes, instructs, but never asks. In other words, the main content of his managerial activity consists of orders and commands. However, it should be noted that he often gives subordinates the opportunity to take the initiative, often does not exercise intermediate control (only final), which is generally not typical for an autocrat. However, it is characterized by dogmatism and stereotyped thinking. Everything new is perceived by him with caution or is not perceived at all, since in managerial work he practically uses the same methods.

The account manager is a manager who uses a predominantly democratic style. He strives to solve as many issues as possible collectively, systematically inform his subordinates about the state of affairs in the team, and responds correctly to criticism. In communication with subordinates, he is extremely polite and friendly, is in constant contact, delegates part of the managerial functions to other specialists, trusts people. Demanding but fair. All members of the team take part in preparing for the implementation of management decisions. In addition, this manager consults with subordinates and strives to use the best that they offer. Provides motivation not only through rewards, but also in the form of some connection to management.

The head of the creative and design department is a leader with a liberal leadership style, who practically does not interfere in the activities of the team, and the employees are given complete independence, the opportunity for individual and collective creativity. This leader with subordinates is usually polite, ready to cancel a decision he had previously made, especially if this threatens his popularity. Of the available arsenal of means of influencing the team, the main place is occupied by persuasion and requests. Softness in dealing with people prevents him from gaining real authority, since individual employees demand concessions from him, which he does, fearing to spoil relations with them. The choice of this style is largely due to the youth of this manager.

To optimize management styles, managers are advised to analyze their own methods and management style and get advice from a psychologist.

Conclusion

The place of study and familiarization practice is one of the enterprises in the service sector that carries out advertising activities - limited liability company advertising agency "3Decor". To study and analyze the management system in the 3Decor advertising group, the essence and significance of management, its principles, methods, the technological process of preparing and making managerial decisions were investigated. In addition, as part of the educational and familiarization practice, the organizational and legal features of the enterprise's activities were studied; external and internal environment of the enterprise, leadership styles. During the internship, the following conclusions and recommendations were made:

1. The organizational structure of LLC "3Decor" is one of the most common and simple types of linear-functional. All power is in the hands of the leader - the CEO.

The advantages of such a structure are:

Simple construction;

Efficiency and accuracy of management decisions;

Along with the pros, there are also disadvantages, such as:

The concentration of power in the top management;

In our opinion, the management of 3Decor LLC needs to think about improving the organizational structure of enterprise management. In our opinion, it is necessary to hire an HR manager. This will allow the CEO to organize the work of the enterprise more productively. And also to create a marketing department, which will most effectively explore new markets for products, this department will take on the task of studying consumer needs, developing a competitive, pricing policy, then managers will be able to fully engage in their work, and this, in turn, will have a positive impact on work the entire enterprise as a whole.

A positive moment in the work of the enterprise should be noted that the company's management is interested in improving the skills of its employees, their training and retraining and constantly sends employees to various seminars, courses, etc.

2. 3Decor LLC uses economic, socio-psychological, organizational and administrative.

The management of 3Decor LLC applies all three methods in order to achieve optimal returns from their subordinates and, thereby, achieve success in their activities.

3. It is customary to distinguish two forms of labor incentives: economic incentives (salary, bonuses) and moral incentives.

The main element of economic incentives in 3Decor LLC is wages, the bonus system at this enterprise has not been developed at all. The management of the company should develop a system of material incentives, since bonuses are a pleasant motivating incentive when an employee, having spent certain efforts, sees the results, receives a reward, and there comes a sense of satisfaction and a sense of return. Moral stimulation is applied in full.

4. 3Decor LLC uses a democratic leadership style, which is characterized by the ability to combine concern for people with concern for production. Communication flows predominantly from top to bottom.

5. The company has a good moral and psychological climate in the team, friendly labor relations and mutual assistance relations. Everyone is ready to help the other. Relations within the team are very warm, there are practically no conflicts, employees go to work with pleasure, because in such a team you not only work, but also relax.

Also, the management of the 3Decor enterprise can recommend the following areas for improving the image:

1. Servicing additional consumer groups, for example, an offer for consumers in the Chelyabinsk region.

2. Regular participation in souvenir exhibitions.

3. Attracting large enterprises with branches not only in Chelyabinsk.

This will increase the sales of products, the recognition of the company, increase its financial turnover.

Bibliography

3. Kibanov A.Ya. Personnel management of the organization: workshop. M. Economics, 2006. 232s.

5. Maslov E.V. Enterprise personnel management. M. MGU. 2006. 344p.

6. Meskon M.Kh., Albert M., Hedouri F. Fundamentals of management - M.: Delo, 2004. 327p.

7. Moseikin Yu.N. Strategic planning. Course of lectures: Textbook. - M.: Publishing house of RUDN University, 2005. - 80 p.

9. Rogozhin S.V., Rogozhina T.V. Organization theory. Textbook.-M.: MGUK, 2001. 128s.

11. Sandidis Ch., Freiburger V., Rotzoll K. Advertising: theory and practice. M.: Progress, 2003. 186s.

Appendix 1

Test - "Your leadership style."

With the help of this test, we will be able to determine what leadership style is used by top, middle and lower managers.

1. Way of making a decision:

1) on the basis of consultations from above or the opinion of the group;

2) sole with subordinates;

3) based on instructions.

2. Method of bringing decisions to the contractor:

1) Offer;

2) Order, order, command;

3) Request, begging.

3. Distribution of responsibility:

1) In accordance with the powers;

2) Completely in the hands of the performer;

3) Completely in the hands of the leader.

4. Attitude towards the initiative of subordinates:

1) Allowed;

2) Completely transferred to subordinates;

3) Encouraged and used.

5. Principles of recruitment:

1) No principles;

2) Focus on business, knowledgeable employees and help them in their careers;

3) Getting rid of strong competitors.

6. Attitude towards knowledge:

1) You think you know everything yourself;

2) Indifferent;

3) Constantly learn and demand the same from subordinates.

7. Attitude to communication:

1) You do not show initiative;

2) Negative, keep your distance;

3) Positive, actively go to contacts.

8. Attitude towards subordinates:

1) By mood, uneven;

2) Smooth, friendly, demanding;

3) Soft, not demanding.

9. Attitude towards discipline:

1) Reasonable;

2) Rigid, formal;

3) Soft, formal.

10. Attitude towards stimulation:

1) Punishment, with rare encouragement;

2) No clear orientation;

3) Encouragement with rare punishment.

Test results:

The basic methodology that allows you to determine the style of leadership of the work team was developed by V.P. Zakharov. A technique that allows you to identify several styles of leadership of the workforce.

1. Your enterprise produces a group of goods that are not in great demand among buyers. Competitors have developed a new technology for the production of the same goods, which are of high quality, but require additional capital investments. How would your manager handle this situation?

a. will continue to produce goods that are not in demand among buyers;

b. issue an order on the speedy introduction of new technologies into production;

c. will spend additional funds on the development of its own new technologies in order to make products superior in quality to competitors' products.

2. Imagine that you work in a car factory. One of your employees has recently returned from a business trip to visit an exhibition of new automotive products. He offered to modernize one of the car models produced by the plant. Your Plant Manager:

a. take an active part in the development of a new idea, make every effort to quickly put it into production;

b. will order the development of a new idea to the relevant personnel;

c. before introducing this innovation into production, your manager will convene a collegiate meeting at which a common decision will be made on the advisability of upgrading your car.

3. At a collegiate meeting, one of the employees proposed the most rational solution to one of the problems that arose in your work team. However, this decision completely contradicts the proposal that your manager made earlier. In this situation, he:

a. support a rational solution proposed by the employee;

b. will defend his point of view;

c. will conduct a survey of employees, which will help to come to a consensus.

4. Your team has done a lot of hard work that did not bring you the desired success (profit). Your manager:

a. will ask to redo all the work by connecting new, more qualified personnel;

b. discuss the current problem with employees in order to find out the reasons for the failure in order to avoid them in the future;

c. will try to find those responsible for the failure (who failed to cope with the employees.

5. A journalist came to your organization working for a newspaper that is popular with readers. If you were asked to list the valuable qualities of your leader, which of them would you name first of all:

a. qualification, exactingness;

b. awareness of all the difficulties that arise in the enterprise; the ability to quickly make the right decision;

c. equal treatment of all employees, the ability to compromise.

6. One of the employees made a minor mistake in his work, but in order to eliminate it, it will take a lot of time. How do you think your manager will act in this situation?

a. will make a remark to this employee in the presence of his colleagues, in order to prevent such mistakes in the future;

b. make a remark in private, without attracting the attention of other employees;

c. will not attach much importance to this event.

7. A position has become vacant at your enterprise. Several employees of the enterprise apply for it at once. Actions of your leader:

a. prefers that a worthy candidate be chosen by collective vote;

b. he will be appointed by the leader himself;

c. before appointing a person to this position, the manager will consult only with some members of the team.

8. Is it customary in your team to take personal initiative in solving an issue that is not directly related to the activities of the entire enterprise?

a. all decisions are made only by the head of the enterprise;

b. our company welcomes the personal initiative of employees;

c. making an independent decision, before starting to act, an employee of the enterprise must necessarily consult with the head;

9. In general, when evaluating the performance of your manager, you can say that he ...

a. completely absorbed in the problems that arise in your production, so that even in his spare time he thinks about their reasonable solution. He is as demanding of others as he is of himself;

b. refers to those leaders who believe that for fruitful work in a team, there should be even, democratic relations between employees;

c. your leader does not take an active part in the management of the enterprise, always acts according to a certain scheme, does not seek to improve in areas little known to him.

10. The manager invited you and other employees to the anniversary. Usually in an informal setting, he:

a. speaks with employees only about work, about plans to expand production, to increase the working staff, etc., while it is he who sets the main tone of the conversation;

b. prefers to remain in the background in order to provide an opportunity for interlocutors, work colleagues, to express their point of view on an issue of interest to them, to tell an entertaining episode from their life;

c. takes an active part in the conversation, without imposing his opinion on other interlocutors, without defending the point of view that is opposite to all other participants in the conversation.

11. Your manager has asked you to quickly complete the work you just started, which will take you extra time, your actions:

a. immediately proceed to its speedy implementation, because you do not want to seem like a non-performing worker and value the opinion that your manager has about you;

b. I will do this work, but a little later, since the boss will first of all evaluate the quality of its implementation;

c. I will try to meet the deadlines proposed by the manager, but I do not guarantee the high quality of its implementation. In our team, the main thing is to complete the work on time.

12. Imagine that your manager's office is temporarily occupied (it is being renovated), so he will have to work in your office for several days, how will you feel?

a. you will constantly be nervous, afraid, afraid to make any mistake in his presence.

b. I will be very happy about this, as this is another opportunity to exchange experience with an experienced, interesting person;

c. The presence of a manager will not affect my work in any way.

13. You returned from advanced training courses, learned a lot of useful and valuable things for your future work. The leader gave you a small assignment and you used the knowledge acquired in the courses to complete it. What do you think your leadership will do?

a. will definitely be interested in what he does not yet know, will ask you in more detail about other innovations;

b. will not attach any importance to this fact;

c. he will prefer that you turn to his personal experience in performing such assignments, that is, he will advise you to complete the assigned task as he would like.

Key to the test

1. a - 0, b - 1, c - 2.

2. a - 1, b - 0, c - 2

3. a - 2, b - 0, c - 1.

4. a - 1, b - 2, c - 0.

5. a - 0, b - 2, c - 1.

6. a - 0, b - 2, c - 1.

7. a - 2, b - 0, c - 1.

8. a - 0, b - 2, c - 1.

9. a - 2, b - 1, c - 0.

10. a - 0, b - 1, c - 2.

11. a - 1, b - 2, c - 0.

12. a - 0, b - 2, c - 1.

13. a - 2, b - 0, c - 1.

Test results: 9 points

The head of your enterprise prefers to make all decisions on his own, defends his point of view to the end, all ideas coming from employees are carefully considered by him, but he does not always listen to them. He always acts according to the same scheme, which, in his opinion, is suitable for all occasions, so all innovations are perceived by them reluctantly, with some caution. In his managerial activities, he is guided by the principle: criticism of one employee is an incentive for the active work of other employees.

Introduction

Main part

Conclusion

Appendix

Introduction

In accordance with the curriculum, I have been doing an internship in a limited liability partnership with an advertising agency "Asia Direct" since June 9, 2008. to the twelfth of July 2008

I was hired for an apprenticeship on the staff of the partnership as a manager.

Together with the head of practice directly in the partnership, a plan for the implementation of the work was drawn up, which I successfully completed.

During my internship, I:

Familiarized with the founding document, the charter, approved by the founder of the company;

Familiarize yourself with the structure of the organization;

He got acquainted with the organization and the functions and duties of the employees of the enterprise;

Acquainted with the content of economic and organizational work;

Familiarize yourself with the features of working with databases;

Familiarization with telemarketing;

Familiarized with the features of the work of the manager of the BTL department (see appendix);

Participated in home sampling of Aquafina table water;

Led, as a supervisor, a team of promoters;

Compiled reports for the promo-action home sampling of table water "Akvafina";

Managed the time sheet.

Main part.

Asia Direct Agency is one of the first professional direct marketing agencies in Central Asia.

Member of:

1999 - RADM (Russian Association of Direct Marketing)
2000 - FEDMA (Federation of European Direct Marketing Associations)
2003 - InterDirect Network (International Network of Independent Direct Marketing Agencies )

The enterprise was organized in the form of a limited liability partnership on March 31, 1998. Full name of the enterprise - Limited Liability Partnership advertising agency "Asia Direct"

Advertising agency "Asia Direct" was established in accordance with the Constitution of the Republic of Kazakhstan, the Law of the Republic of Kazakhstan "On Limited Liability Partnerships". The partnership is guided in its activities by the Civil Code of the Republic of Kazakhstan, the Constituent Agreement on the establishment of the partnership and the Charter of the enterprise.

The management of the current activities of the partnership is carried out by the sole executive body - the general director.

Company's mission assist in the development and promotion of the business of their clients.

The company carries out its mission through "direct marketing".

Direct marketing- a continuous process of attracting new customers, meeting the needs of regular customers and developing long-term relationships with them, as well as strengthening a positive attitude towards the company and increasing sales.

Basic principles of work:

Professionalism
Individual approach to each client
Creative approach to solving problems of any complexity
Confidentiality
Ethics

Companies:

Coca Cola
Procter&Gamble Kazakhstan
samsung electronics
Net style
Nursat
North Winds Kazakhstan
BankTuranAlem
Kazkommertsbank
TEXAKABANK
Hamle

Styx&Leo Burnett
McCANN Erickson Kazakhstan
Twiga
panda promotion
Tequila Russia
BBDO marketing (Moscow)
DM club (Moscow)
Сonnexions (Moscow)

More details about the main aspects of the company's activities are described in the appendix. In particular, you can get acquainted with direct marketing, BTL (below the line - under the line), promotions, telemarketing and databases.

Permanent staff The company consists of 37 people:

CEO;

Deputy Gen. director;

Marketing department - 6 people,

BTL department 4;

IT department 5;

Field Department 14;

Accounting 3;

Drivers 2;

Secretary 1.

But in some cases, this number of people is not enough for the full-fledged work of the agency, and the company resorts to temporary employment additional employees. Basically, these are not skilled labor promoters, loaders, operators for telemarketing. Hiring temporary workers is associated with one-time promotions and the absence of the need to constantly keep a large staff.

Hiring temporary employees has a certain seasonality. In summer, a large number of promotions are held, because in warm weather, promotions can be held on the streets, in parks, in recreation areas, etc. It is also easier to hire promoters, who are mostly high school students and students who want to work during the summer holidays and agree to low wages.

Production cost structure of Asia Direct LLP, thousand tenge:

Indicators 2005, 2006, 2007 Salary with accruals2127322500 27250Materials1128015880 17550Loading and unloading costs230500 840Rent of premises55305530 5530Utility payments647640 700Depreciation of main production funds43004950 5100Other expenses16501700 2350Total: 49305 51700 59320

Analyzing this table, it should be noted that wages with accruals of 43-45%, materials costs 22-30% have the largest share in the cost structure. This is due to the peculiarity of the advertising business, which is not energy-intensive, material-intensive, etc. and wages of up to 70% of employees (in some cases) come to the fore in the cost structure.

Main indicators of financial and economic activity of Asia Direct LLP for 2005-2007, thousand tenge.

Indicators 2005 2006 2007 Revenue from product sales 721207820098500Full cost of services rendered49305 5170059320Profit from product sales228152650039180Income tax456353007836Net profit182522120031344

Production efficiency is one of the key categories of a market economy, which is directly related to the achievement of the ultimate goal of the development of social production in general and each enterprise separately.

Profit occupies an important place in the economic system. It is profit that ensures the economic stability of the company and its financial independence.

Profitability there is a relative indicator that has the property of comparability, can be used when comparing the activities of different enterprises. Profitability characterizes the degree of profitability, profitability, profitability.

The profitability of sales (turnover, sales) is determined by the ratio of the value of the annual balance sheet profit of the enterprise to the value of the annual proceeds from the sale of products, expressed as a percentage:

Pb - the value of the annual balance sheet profit of the enterprise (tg./year.);

In the annual proceeds from the sale of products (tg./year);

2005 Rsales (turnover) = 22815 / 72120 * 100% = 31.7%

2006 Rsales (turnover) = 26500 / 78200 * 100% = 33.9%

2007 Rsales (turnover) = 39180 / 98500 * 100% = 39.8%

This indicator characterizes the efficiency of entrepreneurial activity: how much profit an enterprise has from 1 tenge of sales, work performed, services rendered.

It can be seen from these calculations. That the level of profitability is growing every year, as well as net profit is increasing.

In the profit structure, direct mail has the largest share of 45%. sending individual mail;

promotions 35%;

Conclusion

Passage of industrial practice is an important element of the educational process for the preparation of a specialist in the field of economics.

During its passage, the future economist applies the knowledge, skills and abilities gained in the learning process in practice.

The main objectives of the production practice are:

Gaining practical work experience.

Improving the quality of professional training.

Education of a specialist in the spirit of respect for the law.

Consolidation of the acquired knowledge in general and special economic disciplines.

Applications

ABOUT DIRECT MARKETING

In the last quarter of a century, direct marketing has firmly become one of the most promising and effective ways of product promotion. Therefore, it is quite natural that specialized agencies began to appear on the Kazakhstani market, which use the maximum efficiency and selectivity of the impact of direct marketing.

Unfortunately, it is still very difficult for a modern Kazakh entrepreneur to distinguish traditional advertising from direct marketing due to his little experience in our market, although it was created as a new means of promotion in 1917. One of its founders was the American Bob Stone. It was he who formulated the 30 "infinitely direct principles of marketing.

So what is different