Principles of construction of the commercial policy of the enterprise. Interaction of the commercial and financial services of the company Sample commercial policy of the company

TD- LLC "TD Pekar"
Customer- a legal entity engaged in the trading and purchasing activities of auto parts and purchasing products from trading houses
PEKAR- products of the trademark "PEKAR"
base price- price, before all types of discounts are calculated.
Selling price- price, after accrual of all types of discounts, taking into account the category of the Client
DC- Distributor Agreement

form a sustainable sales system that allows using the existing sales potential in the sales regions
create a competitive offer in the field of assortment and commercial conditions

determine the basic principles, conditions and restrictions for the sale of PEKAR products on the market
create conditions for a mutually beneficial and long-term partnership between TD and Clients

payment terms - advance payment
minimum average monthly volume - individually
discount for the development of the region for a limited period and volume - individually
adherence to the recommended TD markups.

Return trading equipment and other property belonging to the trading house, which is in the temporary use of the Client.
Sell ​​off PEKAR balances not lower than the base price.

7. Contractual system.
All obligations of the TD and the Client are fixed in Distributor Agreement or Supply Agreement- in accordance with the category of the Client.
In case of violation of certain conditions specified in the Distributor Agreement / Agreement
Delivery, TD has the right to unilaterally terminate it.

Commercial policy of the Company – a set of rules and requirements regulating all actions and relationships related to the implementation of the function of distributing the Company's goods in the target territories of the Russian Federation and foreign countries.

The development of the commercial policy of the enterprise is one of the services of the Unit-Consulting company and is developed individually, taking into account the features of the current sales system and the specifics of the business of the Client Company.

More about the system of operational and analytical control of sales, including: content, work forms, reports, procedures -

The proposed structure of the document is indicative, here is summary main sections of commercial policy.

Development of the company's commercial policy

The creation of a single document - the "Commercial Policy of the Company", reflecting the principles of building a sales network and the basis for mutually beneficial cooperation with the distribution network, consists of sections such as:

1. commercial policy goals.

Definition of structural and organizational (not financial) goals of the company in the short term to create a distribution network and create a base for achieving the strategic goals of the enterprise.

1. Ways to achieve the goals of commercial policy.

An enlarged description of the basic rules that will be used by the company when organizing the structure of distribution channels and the basics of mutual relations between channel participants and the company in order to achieve the goal of building a sustainable distribution system.

1. Basic rules for creating distribution and sales channels used.

• Description of the distribution block diagram (description of the branch and dealer networks, their status, structure, geography, goals and objectives).
• Establishment of the main sales channels for each product category / territory (type of target consumer or counterparty).

1. Sales channel policy.

• Organization pricing policy and pricing in sales channels.

Determination of the base price level and the principle of its formation in terms of transport costs

Determination of the principle of markups / discounts to the base price for each target sales channel (see above) / product category.

• The system of motivation for participants in the distribution network (discounts / bonuses).

Establishment of key performance parameters for key direct Clients.

More about with creation of a regional distribution network -

Determination of the system of discounts/bonuses for various types of direct contractors, aimed at stimulating their activities to achieve or increase the parameters of their performance from the point of view of the enterprise.

• Credit policy.

The credit policy of the organization with different sales channels, types of Clients and seasonal fluctuations in demand.

1. Document flow and data exchange with Clients.

Establishing the quantity and content, creating documents that will ensure the management exchange of data between direct counterparties of various types and the company, in order to increase the company's awareness of sales markets, control the situation and calculate incentive payments to Clients in accordance with the motivation system.

Learn more about how to get less interested distributors to sell more.

As a result of the introduction of a professionally developed commercial policy Your company will receive:

• Increasing commercial interest from significant customers from the main sales channels: distribution, network, franchising, direct customers - enterprises and other channels
• Well predicted and managed sales
• Increasing loyalty and sales volumes of distributors and other trading partners
• Focusing managers on regions and clients with greater potential.

Sales strategy

The sales strategy determines the commercial policy of any company. It provides answers to the following important questions.

• Who are the company's clients?
• For what purpose and how does the company sell its products?
• In what price segment does the company operate?
• What are the competitive advantages of its products?

The answers to these questions form the short-term and long-term prospects for the business. The sales strategy and its main provisions should be known and understood by all company personnel, and especially sales managers who directly interact with customers.

Sales strategy and concrete numbers

For example, we analyzed the sales systems of two organizations. The first enterprise has a sales strategy, the second does not. What does the first enterprise have? What is the presence of a sales strategy?

The answer is simple: the first enterprise has specific and numeric goals (for a month, a quarter, a year or more) for:

• Volume indicators of sales in value and physical terms
• Customer, product, price segments
• Regions
• Sales channels

Sales strategy and plans

Most organizations put plans in monetary terms. But in a number of cases, it is more efficient to focus not on cost, but on physical indicators: the number of units sold. This is especially important when the company operates in the high price segment.

Sales strategy and pricing/range planning

The influence of the price segment on the sales strategy lies in following certain pricing principles (from the client or from the market), as well as the optimal sales tactics - taking into account those conditions due to which we can change sales. For example, we change prices when seasonal demand changes (low and high seasons), when the competitive environment changes (competitor activity), when the cost structure changes (decrease or increase in production costs), etc.

Assortment sales strategy involves, for example, programs for the formation of sets of goods: with high and low marginality, new products with the most hot commodity etc.

Regional sales strategy

Taking into account the fact that our country is located on a vast territory, the enterprise most optimally selectively approaches the sale of its products to various regions. Our specialists have developed and are successfully using special tools - a methodology that helps not only to reasonably set a sales plan for a regional manager, but also to perform a more global task: to determine which channels will be most effective in a particular region. Those. the technique allows developing a strategy optimally for each individual enterprise regional sales. For 16 years of work of our Company, this approach has repeatedly proved its effectiveness! It should be noted that the technique works not only in conditions of stable economic growth, but also in crisis situations. For example, in a crisis situation, when sales in the industry fell by 15%, our client, using this technique, managed to increase sales fivefold in the strategically important Ural region. More details about the methodology can be found in Tatyana Sorokina's book "The Branch Network: Development and Management".

An example of a current commercial policy.

1. Terms and abbreviations.

2. Scope and duration of the commercial policy.

3. Company strategy, goals and objectives of commercial policy.

5.1.sales policy to distributors
5.2.sales policy to network customers
5.3. sales policy to trading partners

6. Quality policy.

7. Contractual system.

1. Terms and abbreviations

o TD- LLC "TD Pekar"

o Customer- a legal entity engaged in the trading and purchasing activities of auto parts and purchasing products from trading houses

o PEKAR- products of the trademark "PEKAR"

o base price- price, before all types of discounts are calculated.

o Selling price- price, after accrual of all types of discounts, taking into account the category of the Client

o DC- Distributor Agreement

2. Scope and validity.

Application area:

This Commercial Policy is subject to compliance by all employees of Trade House Pekar LLC and applies to all categories of Trade House clients.

Validity:

This Commercial Policy comes into force on 01.02.2009. and is valid until December 31, 2009.

3. Company strategy, goals and objectives of commercial policy.

Company strategy:

Maintain the position of one of the leading suppliers of spare parts for Russian car brands:

o form a sustainable sales system that allows using the existing sales potential in the sales regions

o create a competitive offer in terms of assortment and commercial conditions

Goals, objectives of the Commercial Policy:

Target:

Form a sustainable sales system for the current and future range of trading houses.

Tasks:

o determine the basic principles, conditions and restrictions for the sale of PEKAR products on the market

o create conditions for a mutually beneficial and long-term partnership between TD and Clients

PEKAR products can be shipped to the following categories of customers:

1. Distributors:

Wholesale companies in the auto parts market operating in a specific region within the Federal District, carrying out regular sales to small wholesale and retail channels of the serviced territory and / or customer base, having a PEKAR sales potential not less than the standards established for this region, capable of providing a positive image of the products sold, promotion in sales channels and training of sales personnel, ready to fulfill the terms of the Distributor Agreement of Trade House Pekar.

2.Network clients:

Retail chains represented by at least 10 auto parts retailers owned by the same legal entity/individual or being the same legal entity, located in one or more regions, having a unified procurement system, with PEKAR sales potential not less than the standards established for this type of customer .

3. Trading partners:

wholesale companies and corporate clients that do not meet the profile of "distributor" and "network customer" in terms of PEKAR sales potential and other conditions.

5.1.Distributor sales policy.

The Distributor complies with the following conditions:

Criteria for becoming a Distributor:

Any wholesale company that meets the characteristics in paragraph 4 of this policy may apply for the status of "Distributor" TD. After the Client contacts the Trade House, the sales potential and assortment profile are assessed and assigned to one of the three types: "UNIVERSAL", "MOTO" or "VAZ".

After that, the “testing period” is determined - 3 months, for which special conditions are set:

o payment terms - advance payment

o minimum average monthly volume - individually

o discount for the development of the region for a limited period and volume - individually

Criteria for deprivation of the status of a Distributor:

In case of violation of certain conditions of the Distributor Agreement, TD has the right to deprive the Client of the status of a Distributor.
In this case The client is obliged:

o Return trade software and other property belonging to the TD, which is in the temporary use of the Client.

o Sell PEKAR balances at least at the base price.

5.2.Sales policy: network customers

The TD provides the Network Client with the following conditions:

The network client complies with the following conditions:

5.3 Sales policy: trading partners

TD provides the client with the following conditions:

Trading partners comply with the following conditions:

Effective work of the company is possible only with a constructive dialogue between the heads of financial and commercial departments. A jointly developed commercial policy of the company and a system of key indicators for the departments participating in the commercial activities.

Creating a commercial policy

The commercial policy defines the basic principles for achieving strategic objectives for sales, marketing, supply departments. This document fixes the relationship between the company and counterparties, the agreements between the functional divisions of the company among themselves. This approach allows you to carefully calculate and fix the conditions of work with suppliers, customers, establish uniform rules of the game for all participants, which, in turn, allows the financial director to manage sales profitability, plan financial flows, choose the best development paths and abandon unprofitable or insufficiently profitable options.

Personal experience
Tatiana Streltsova

Our company does not have a document called "Commercial Policy". There are regulations on pricing, on working with receivables, on budgeting and a sales plan, which generally describe the commercial policy of the company. Some of the regulations, such as the regulation on budgeting, are subject to regular updating. Based on analytical reports prepared by economists and statistics for previous periods, management determines the values ​​of key indicators for the year: return on sales, percentage of receivables repayment, earnings before interest and tax, revenue growth.

The formation of commercial policy, as a rule, is entrusted to working group, which may include heads of various functional units. The group is headed by the general or commercial director, from whom the functional managers receive tasks for the preparation of individual sections of the document. Traditionally, it is believed that the decisive word in the processes related to commercial policy belongs to the departments of the supply and sales unit, marketing, client and other similar services. This is far from true. Practice shows that without the participation of FES at all stages of the creation and revision of commercial policy, and in relation to work with both suppliers and buyers, it is hardly possible to develop a high-quality working document.

The need to change the commercial policy arises when a company enters a new region or a new commodity item appears in the assortment. Like any of the company's policies, the commercial policy is approved for a certain period, according to the authors, a year is optimal. After a year, the document is reviewed and, if necessary, adjusted in accordance with the strategic goals of the company.

Personal experience
Sergei Ustimenko, CFO of Genser (Moscow)

The measure of the success of the company's commercial policy is a combination of several factors: market share, its change, profitability of sales. The need for a review of commercial policy arises when one of the listed factors no longer meets the expectations of management or market realities. And no special regulation or "schedule" of revision is required to bring commercial policy into proper shape.

Table 1 Key indicators for business units

<1>The ratio of gross profit (revenue minus cost) to revenue.
<2>The base price list, the base price is the price that is accepted as conditional for subsequent calculations.

As a rule, this is the highest selling price of the company or the selling price at one of the subsequent links in the distribution chain (for example, when selling goods through intermediaries, this may be the selling price of an intermediary).

With the help of the commercial policy, the management manages the volume of sales and assortment, marketing programs, the essential conditions for working with buyers and suppliers, primarily price and credit conditions for purchases and sales. At the same time, one of the accompanying tasks of the company is to minimize the risks associated with working with buyers and suppliers. The quality of management of the listed objects can be assessed using measurable indicators established by the departments, one way or another involved in the relevant activity. Let's consider them in more detail.

KPI for "merchants"

When setting key performance indicators (KPIs) for subdivisions, one should focus on the boundary values ​​of price and credit conditions necessary to maintain the company's liquidity and achieve a given level of sales profitability. KPI development is usually carried out by a working group, whose members rely on their own expert opinion. KPIs in relation to the departments that are responsible for them are given in Table. one.

Consider the KPI management process at each stage of the Deming cycle, the so-called PDCA cycle: planning (Plan), execution (Do), control (Check), actions (Action), - and determine the degree of participation of FES at each stage.

The commercial policy fixes the relationship between the company and counterparties, the scheme of interaction between the functional divisions of the company among themselves

Planning

The values ​​of key performance indicators are calculated on the basis of the company's annual budget, compiled in accordance with the business development strategy and are targets for commercial policy. Accordingly, the financial department forms the budget; top management assigns KPIs.

Personal experience
Elena Ageeva, financial director of Golder-Electronics (Moscow)

An obligatory component of the company's commercial policy is a program to introduce new products to the market or enter new markets. Accordingly, the commercial policy should define the criteria for the effectiveness of projects, the principles of resource allocation, risk management, control mechanisms for evaluating the effectiveness of the project at each stage. In each of these areas, the financial director should act not only as an appraiser. For example, when choosing performance criteria, it is not enough to determine the break-even point, payback period, and evaluate the discounted value. The CFO should also create a transparent system that allows the comparison of plan with fact to focus on the effective components of projects.

Execution

Departments involved in commercial activities (Table 1) are responsible for managing indicators at this stage, since they directly affect the achievement of the planned level. The responsibility of the finance department at this stage is the amount of reserves for doubtful debts (KPI 8). In the course of its activities, the FES, if not directly involved in the management of receivables, then gives recommendations on this work (credit limits, turnover, installment periods, taking into account possible cash gaps, price differentiation by customer groups, etc.)

The control

Control over the execution of KPI lies with the financial department, here the FES is practically a monopolist. Only it has reliable (because it is “closest” to accounting) and objective information, since it has no direct interest in meeting the indicators. Data on actual KPI values ​​are presented to the management of responsible departments and higher management. At the same time, the frequency of providing information may be different depending on the specific indicator and management needs (Table 2).

table 2 Tasks of FES at the stages of control and action

Personal experience
Anton Chekhonin

The financial service, as a rule, controls several "commercial" indicators. Of the most significant - cash flow(Cash Flow) and current liquidity: planned and actual receipt and disposal Money by articles and types of activities - operating, financial, investment. In addition, the financial service always monitors profitability by monitoring the planned and actual values ​​of operating profit, EBITDA, and net profit.

Quite often, the indicators that characterize commercial activity and are under the control of the finance department depend on the industry. For example, as a consulting company, such indicators include the average effective rate per employee (in fact, the average cost of a man-hour) and annual revenue per employee (utilization rate).

Tatiana Streltsova, Head of Planning and Economic Department of Facilicom Group of Companies (Moscow)

In our company, the planning and economic department controls each new contract with the client, all contracts are subject to mandatory approval in the PEO. According to the standard terms of the contract, payment for services by customers usually occurs before the 20th day of the month following the reporting one. But if the client asks to meet him halfway, economists check the share of his payments in the company's revenue, the duration of cooperation, determine the possible level of reduction in the cost of services, increase the delay. The CEO makes the final decision.

With regard to existing contracts, economists constantly monitor the status of accounts receivable and the company's costs. Thanks to the system financial control it is always possible to prevent overspending. Contracts with clients provide for the suspension of the provision of services in case of late payment.

Commercial policy sections

Most Russian enterprises do not adhere to any standards when writing commercial policies, but are guided by the needs of the business. Therefore, it makes sense to list the sections that are recommended to be included in a commercial policy based on its purpose and the need for management. key indicators established for commercial activities.
1. Definition of what we are selling. What restrictions do we impose on the volume and range of sales (KPI 1) in terms of return on sales and working capital.
2. Determining the principles for including clients in groups, restrictions on preferences for each group (% discount, KPI 2; granting payment deferrals, KPI 3; promotional spending standards, KPI 6 and 7) in terms of maintaining the company's liquidity, achieving a given level of profitability for individual commodity groups and working capital.
3. Determination of marginal price (KPI 4) and credit conditions for suppliers (KPI 5).
4. Determination of credit limits for buyers and credit limits for advance payments to suppliers (KPI 8). Each section should contain both a methodological part, which describes the relevant conditions or parameters, actions in a given situation, and an organizational part, which defines the units responsible for specific indicators, as well as the role of other services in managing these indicators.

Actions. KPI management at this stage, it is carried out by responsible divisions with the active participation of the financial department (Table 2). With a significant, for example, at least 5%, deviation of profitability from the planned level (KPI 1), non-fulfillment of KPIs 6 and 7 (related to promotion costs), FES limits promotion costs. This can affect both product groups and promotion campaigns to a specific customer segment.

Personal experience
Anton Chekhonin, CFO, NORBIT (Moscow)

When the actual values ​​of "commercial" indicators deviate from the planned actions of the financial unit, they are determined by the degree of its freedom and the availability of appropriate powers. With minor deviations in the FES indicators, it smooths out fluctuations due to own funds, overdrafts, etc. In the event of a serious drop in income compared to the plan, the budget is sequestered.

The formation of commercial policy is entrusted to a working group headed by a general or commercial director

Exceeding the planned amounts of discounts, reducing the turnover of receivables, the growth of reserves for doubtful debts (KPI 2, 3, 8) indicates the facts of violation of obligations by the buyer, failures in payment schedules. In this case, the credit controller - an employee of the financial department - has the right to review the current amount of discounts (depending on the category of the client, the duration of the payment delay, a scale of discounts may be provided to compensate for a longer delay to the client). Among other measures - a review of the category of the client, a ban on the shipment of goods until the debt is repaid. If the credit limit is not selected or, on the contrary, is exceeded, corrective actions consist in revising the shipment limits or suspending it for a certain period.

Personal experience
Mikhail Baranov, financial director of OAO Nizhpharm (Nizhny Novgorod)

The cost of credit funds included in the level of discounts provided should be determined by the financial director. It is he who is responsible for choosing the method of financing working capital, the main items of P&L, financial leverage companies. Employees financial services We must give clear instructions to merchants about the value of money, including under what conditions you can agree to a deferment, how much to “throw off” for an advance payment. They must also build a system for assessing credit risks and determine who can be “loaded” with loans, and with whom they should “carefully” cooperate. If the decision on the cost of credit funds for buyers is made by the sales department, then with the active use of delays by customers, there is a high probability of damage to the company. The financial director finds funds at 13% per annum, the sales department gives to buyers at 10%. Such a situation could lead to an uncontrolled increase in the company's debt and losses, which is unlikely to please shareholders.

If KPIs 4 and 5 related to prices and procurement conditions deviate from the set level, the task of the financial department is to find out the reasons (abuses are possible) and prevent further violations. To do this, you can fix prices in the accounting database, inform the management in a timely manner about changes in price conditions for suppliers, about the revision of contractual terms that allow compensating the company for non-compliance with KPIs on accounts payable turnover.

Personal experience
Svetlana Medvedeva, financial director of the Felix company (Moscow)

Revision of the parameters set for commercial divisions begins when the fact deviates from the plan. For example, when entering a new region, it is not possible to achieve the planned profitability of sales. First of all, you need to find the reason for the deviation. It could be wrong definition prices for the region, change economic conditions in the region. Further, the price is reviewed, a new value of profitability is calculated.

distribution system. Tools for creating a competitive advantage Sorokina Tatiana

Internal corporate document "Commercial Policy"

We have defined the basic rules of the game, according to which the partners of suppliers in the trading channels will work. Clear and written distribution rules form the basis of the Commercial Policy document, which in most cases will be internal. In many companies, the "Commercial Policy" is part of the "Marketing Policy" (an official document, a copy of which is available on request from tax office to identify objects of taxation). First of all, the rules are fixed in relation to the price and other basic commercial conditions of work. An example of a classic pricing model in channels (including not only the distribution link, but also traditional and system retail and HoReCa), as well as describing average markups in channels, is shown in Fig. ten.

"Commercial policy" is the main management document with which the sales manager works. Based on certain provisions of the "Commercial Policy", the manager builds interaction with all clients. He knows how the goals, objectives and conditions of working with a distributor differ from, for example, working with a regional chain of stores. The "Commercial Policy" defines what requirements a trading partner must meet in order to be granted the status of a distributor, and what special price conditions he will receive. An example of the content of the "Commercial Policy" is given below. Over the course of ten years of work, Unit-Consulting specialists have repeatedly developed such documents for suppliers, and almost all of our clients highly appreciated their usefulness: “Commercial Policy” allows you to streamline relations with distributors and optimize tax risks.

1. Basic definitions.

2. Goals and basic principles of the "Commercial Policy" of the company.

3. Principles of organizing the distribution channel for the company's products.

3.1. Segmentation of priority markets for the company.

3.2. Client classification.

3.3. Building a distribution channel for the company.

4. Policy of working with priority distribution channels.

4.1. Policies for working with different types of clients and priorities.

4.2. Price policy.

4.3. Credit policy.

5. system of motivation of sales channels (trading conditions).

6. Applications.

case

Commercial policy: basic principles

Current situation

The manufacturer of confectionery products was faced with the task of qualitatively improving distribution sales. The logistic shoulder, on which the company was ready to supply its products, was 200 km from the city where the production was located. The company, in its opinion, has achieved a satisfactory representation in its city and planned to enter the neighboring million-plus city (target region). The shelf life of the product is two months. The company's development plans include territorial expansion of sales through a distribution channel. The base price was calculated taking into account market prices with a minimum profitability of the manufacturer and included the cost of delivery to the client. A recently developed (progressive, according to the company) pricing system was used:

6% discount for pickup;

10% discount from the base price for distributors;

The price for retail chains is 10% higher than the base price.

An internal study by the company showed that the chains make a markup of 20 to 30%. If the goods go to the network through a distributor, then the price for the network increases by the distributor's markup of 20% (this is the markup recommended by the manufacturer to the distributor when working with networks). As practice has shown, such a system worked well in the manufacturer's hometown, but when entering the regions, it began to fail: distributors noted an insufficient margin on the manufacturer's products to cover costs and financial incentives.

Problem

When renegotiating contracts with networks over the past two years, the company did not defend the increase in prices for its products, which negatively affected distributors' sales, as it limited their ability to increase prices.

In the target region, the company established relationships with partners and began deliveries to three distributors. The first, in addition to distribution, was engaged in production own products. The second - to a greater extent, the distribution of bakery products, and confectionery products were not a priority. The third distributor had an excellent warehouse and well-established logistics, good sales staff.

In general, the company assessed the work on conquering the target region as unsatisfactory and requested recommendations for improving the distribution channel.

Decision

It is worth recognizing that the company spent a large and meaningful work to develop a transparent pricing system, but it still did not meet the conditions and demands of the market. For systematic work with distributors, Unit-Consulting specialists suggested that the company clearly define the status of regional trading partners. Distributor status is based on the company's actual sales data, which can be based on sales data in the manufacturer's hometown. Having identified 6-10 wholesale customers who make the largest purchases, you need to designate the minimum annual volumes for current sales to selected distributors. Then you should reduce the amount received by about 5% (to ensure that each of them gets into the coveted pool of distributors next year) and declare that the declared volume of purchases is the minimum for a company that has the status of a distributor. In addition to the guaranteed volume, the distributor undertakes to purchase at least 75% of the assortment produced by the company. It must be admitted that at that time not all of the seven selected distributors worked within the required assortment range, however, the backlog was insignificant, and partners could easily expand the purchased assortment. The status of a distributor also implied acceptance of the manufacturer's recommendations on prices for traditional and chain retail.

Provided that the requirements of the manufacturer were met, the trading partner received a special distribution price. In addition, he could count on a quarterly bonus for meeting the agreed planned sales volumes. In terms of marginality, the proposed conditions (price + bonus) were slightly more profitable than the previously existing ones. The manufacturer also outlined price ranges for federal and regional chains. The company changed the selling price on the network, now the delta from base price was 15%. In addition, the recommended price at which the distributor sold goods to the chains was increased. Thus, the distributor's margin when working with the "regional networks" channel was significantly increased and amounted to 25-28%.

Further work was aimed at identifying the most promising region in which one could expect maximum sales of the company's products. A comprehensive assessment of regional markets showed that the selected target region is not the most promising. The forecasted sales volumes were calculated in another million city (by the way, less remote from small homeland our manufacturer).

In order to develop account managers working with chains "firmness in voice" and "flexibility in approach" when bringing the company's price conditions to partners, a series of trainings on negotiations with chains was held.

Result

The results of the introduction of innovations in the annual time perspective were as follows:

1. Achievement of sales targets in the new region.

2. Growth in sales in the home market.

3. Growth in profits in the home market by 6%.

5.1. Executive document legal acts that determine the conditions and procedure for the enforcement of judicial acts of courts of general jurisdiction and arbitration courts, as well as acts of other bodies, which, in the implementation of the statutory