Study of the commercial activity of the trade enterprise OAO "prodservis". Organization of commercial activities of a trading enterprise

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The process of trade, that is, the process of buying and selling goods, is a function of a trading enterprise that operates on the basis of full cost accounting. Retail trade enterprises in the conditions of functioning market economy represent an independent link in trade and services.

1. Purchase of material and technical resources by industrial enterprises and goods by wholesale and intermediary and other trading enterprises.
2. Planning the range and marketing of products for industrial enterprises.
3. Organization of sales of products by manufacturers.
4. Choosing the best business partner.
5. Retail trade as a form of commercial and intermediary activity.

Formation of the assortment of goods in stores

Range goods - a set of their types, varieties and varieties, combined or combined according to a certain attribute. The main grouping features of goods are production, raw materials and consumer.

The trade assortment is a range of goods to be sold in retail trading network. It includes a range of goods produced by many enterprises, and is divided into two commodity sectors: food and non-food products. Each of the industries is divided into commodity groups, which include goods that are combined according to a number of criteria (homogeneity of raw materials and materials, consumer purpose, degree of complexity of the assortment).

The classification of the range of goods is shown in Figure 1.

Figure 1. Classification of the range of goods

Depending on the homogeneity of the raw materials and materials from which the goods are made, they are divided into products made of metal, leather, glass, etc.

By consumer purpose, goods are divided into sports, music, household, clothing, footwear, etc.

An important feature of the classification are the special properties of goods. So, taking into account the limited timing of implementation, the need to create special storage conditions, goods are divided into perishable and non-perishable.

Given the complexity of the assortment, goods of a simple and complex assortment are distinguished. Goods of a simple assortment include goods consisting of a small number of species or varieties (vegetables, table salt, laundry soap, etc.). Goods having, within the same type, an internal classification according to various signs(style, size, etc.), refer to goods of a complex assortment (shoes, clothes, etc.).

Commodity groups are divided into commodity subgroups, which include goods that are homogeneous on the basis of the unity of production origin. For example, the commodity group of footwear is divided into subgroups of leather, textile, felted and rubber footwear, the group of tableware consists of subgroups of metal, glass and porcelain-faience dishes.

Each subgroup consists of goods various kinds. Under the type of goods understand the same goods for various purposes (boots - women's, men's and children's; furniture - for the kitchen, living room, etc.). Within each type, goods may differ from each other by special features (articles, varieties, etc.), i.e. subdivided into varieties.

Taking into account the division of goods into groups, subgroups and types, it is customary to single out a group and intra-group (expanded) assortment of goods. Group assortment is a list of product groups included in the nomenclature. The intra-group (expanded) assortment is a detail of the group assortment for specific types and varieties of goods. These two concepts, in turn, are closely related to the concept of breadth and depth of assortment. At the same time, the breadth of the assortment of goods is determined by the number of product groups and items, and the depth - by the number of varieties of goods. For example, a relatively narrow assortment of specialty stores consists of a large number of varieties of related products and is more in-depth.

Goods are also classified according to such features as the frequency of demand for goods, as well as the stability and nature of the demand.

According to the frequency of demand, goods are divided into three groups:

everyday demand - the most frequently and even daily goods purchased by the population;

periodic demand - goods, the purchase of which is carried out periodically;

rare demand - durable items, the service life of which usually exceeds five years.

In addition, there is a group of seasonal goods, the sale of which is carried out during certain periods (seasons) of the year.

Demand for goods can be stable (steady) or subject to certain (including sharp) fluctuations. With this in mind, goods are divided into the following groups: stable demand; goods, the demand for which is subject to sharp fluctuations; firmly articulated demand; alternative demand; impulse demand.

For the rational formation of the assortment of goods in the retail trade network great importance has a grouping of goods according to the complexity of the demand of buyers, when the complexes include goods of various groups, intended for the complex satisfaction of demand. The basis for the development of such complexes can be based on age and gender (“Goods for women”, etc.), lifestyle and leisure activities (“Goods for a gardener”, “Goods for a tourist”, etc.), as well as other signs. Consumer complexes are divided into micro-complexes.

The formation of the assortment of goods in stores, in contrast to wholesalers, has its own specifics. In this case, it is necessary to take into account the influence of many factors.

The following factors influence the construction of the assortment of goods in retail trade enterprises: the type and size of the store and its technical equipment; conditions for the supply of goods to the retail trade network (primarily the availability of stable sources); population served; transport conditions; the presence of a network of competing stores, etc.

It is known that one of the important features that determine the type of store is its assortment profile. Therefore, the first thing to consider when forming an assortment of goods is the type of retail trade enterprise.

In addition, in stores of the same type, but with a different sales area, the assortment of goods will differ both in breadth and depth. In this case, the equipment of the store, for example, refrigeration equipment, will also have a significant impact.

In order to ensure the constant availability of certain goods for sale, it is necessary that the store be supplied with them from stable sources and preferably in a centralized manner.

The process of forming an assortment of goods in a retail trade network can be divided into three stages (Figure 2).

Figure 2 - The process of forming an assortment of goods in a retail network

The formation of the assortment of goods in retail trade enterprises is strongly influenced by the social composition of the population served and the nature of its labor activity, the level of cultural development, social security and the level of income of the population. A very significant factor is the level of prices for goods. In addition, gender, age, professional and National composition population, its traditions and customs, as well as the number and structure of families served.

When forming the range of goods, it is impossible not to take into account the presence of a network of competing stores, the range of goods presented in them, the level of prices for goods, methods of sale, services offered, etc.

Thus, the formation of the assortment of goods in stores should be primarily subordinated to the interests of the most complete satisfaction of the demand of the population, i.e. sufficient completeness of the assortment of goods well known to the population, the complexity of their offer should be ensured. In addition, the profitable operation of the store must be ensured.

Goods of good quality must be sold in stores.

Please note that the range of products is constantly updated. This process occurs under the influence of scientific and technological progress, fashion, seasonal fluctuations in demand and other factors. Therefore, at retail trade enterprises, work must constantly be carried out to create demand by actively including new products in the proposed assortment. In addition, during the period seasonal trade retailers should expand the range of relevant products. At the same time, buyers must be informed about the appearance of new products.

Taking into account the need to constantly regulate the range of goods, taking into account changes in market conditions and other factors, in stores, as well as in wholesale trade enterprises, assortment lists of goods can be used, which are set for each particular store depending on its type, size of sales area, location and other factors. The presence of such lists makes it possible not only to rationally regulate the assortment of goods, but also to systematically control its completeness and stability. Under the completeness of the assortment is understood the possibility of a wide choice of their varieties, and under the stability - the constant availability of goods of the corresponding type on sale.

Procurement planning and optimization

Process The sale of goods requires the constant availability of inventory at the trade enterprise. Formation certain sizes inventory allows the trading company to ensure the stability of the range of goods, to implement a certain pricing policy, to increase the level of satisfaction of customer demand. All this requires maintaining optimal level and sufficient breadth of assortment positions of commodity stocks at each enterprise.

The implementation of planning the procurement of goods is one of the most important components of the trade and procurement activities of retail enterprises.

Obviously, suboptimal procurement planning entails losses. On the one hand, with excessive purchase of goods, funds are frozen, turnover is reduced, warehouse space is overstocked and, consequently, there is a lack of space and underpurchase of other goods. The risk of losses from the expiration of the shelf life of the goods increases. On the other hand, with insufficient or late purchases, the lack of goods on the shelf reduces sales and reduces customer loyalty.

Effective planning is optimal choice the moment of purchase and the volume of purchase. For such a choice at each moment of time, it is enough to have such information as the volume of current product balances, the expected time from the order to the appearance of the goods in the store, the volume of orders already made, but not yet delivered, the sales forecast for the future and the size of the insurance (minimum) stock . At the same time, information about the volume of current product balances, the expected time from the moment the order is made to the appearance of the goods in the store, the volume of orders already made, but not yet delivered, is contained in the accounting system. The sales forecast is usually carried out either by experienced experts or specialized systems, and the safety stock is calculated taking into account possible fluctuations in demand and delivery delays.

As a basis for the optimal choice of purchase parameters, a forecast of future sales of each product and a forecast of commodity balances calculated on its basis are needed. (Figure 3)

Figure 3 - Forecast of sales and balances

The moment of purchase is chosen in such a way that by the time a new product arrives on the shelves of the store, the balances are not less than the safety stock. (Picture 4)

Figure 4 - Determination of the moment of purchase

The optimal size of the purchased lot corresponds to the minimum total cost per unit of goods. The cost of storing a unit of goods depends on the volume of purchases made, which in turn depends on the sales forecast. Costs are proportional to the time spent in the warehouse and the volume occupied. The expiration date cost also depends on the sales forecast - this is the amount of goods that cannot be sold before the expiration date. (Figure 5)

Figure 5 - Unit Costs

A safety stock is necessary so that an increase in demand or a delay in delivery within certain limits does not lead to the disappearance of goods from the shelf. The safety stock should ensure the presence of goods on the shelves in almost all cases, but at the same time not overload the warehouse or store shelves. (Figure 6)

Figure 6 - Definition of safety stock

Daily sales forecasting and forecast quality

The main source of uncertainty in procurement planning is the forecast of future sales. High accuracy forecast provides effective choice moments and volumes of purchases, as well as the size of the safety stock. The accuracy of the sales forecast is a factor that determines the profitability or unprofitability of the procurement planning system. Most often, the accuracy of forecasting is characterized by the magnitude of the error - the deviation of the forecast from real data. At the same time, it is obvious that overestimation and underestimation of the forecast are not equivalent in terms of possible losses, so the strategy of minimizing possible losses is preferable to the standard strategy of minimizing errors.

An important factor in the daily calculation of the forecast is the efficiency of calculations. The assortment of a modern store consists of tens of thousands of positions. Often a trading network consists of several dozen stores. As a result, the number of positions for which the forecast must be calculated for a time not exceeding several hours can be in the millions. It is assumed that an entry-level computing server or even a workstation can be used to perform calculations.

Optimal choice of safety stock

In order to determine the optimal size of the safety stock, it is necessary, when the goods were previously divided into groups by priority, for each such group to establish an acceptable level of availability of goods (for example, as a percentage of the number of days, no more than which goods from this group may be absent from the shelves ). The optimal amount of safety stock is selected for each priority group in such a way as to ensure a given level of availability in cases of unexpected increases in demand or delivery delays. When choosing a safety stock for each product, the accuracy of previously made forecasts of its sales is also taken into account (it is compared with the actual sales volumes for previous periods).

Goods availability control

Often situations may arise when there is no demand for an available product. For example, the product is not in the store, but its balance in the accounting system is positive, or the product is on the shelf, but has lost its quality or is not in the right place. Timely informing managers about such situations allows you to quickly (up to several times a day) respond to them in order to quickly restore the level of sales.

Sale of goods

Currently, the main stages, according to the degree of their influence on the overall performance of a trading enterprise, are the stages of the trading and technological process, at which the enterprise is connected with elements of its external environment, i.e. business stages.

Retailers carry out various operations related to bringing goods directly to the population. At the same time, certain trade (commercial) and technological functions are performed.

The main trading functions of retailers include:

- study of consumer demand for goods;
- formation of the assortment of goods;
- organization of purchases and delivery of goods;
- provision of trading services to customers;
- advertising of goods and services.

It is important to distinguish between technological and commercial processes. The trading process provides a change in the forms of value. The peculiarity of this process lies in the fact that the subject of labor here is not only goods, but also buyers. Store employees sell goods and serve customers, and customers participate in the trading process. Providing direct delivery of goods to consumers, the trading process also includes such types of organization of commercial activities as the study of public demand, the formation of an assortment and advertising of goods, the provision of additional services to customers, the current replenishment of goods, etc.

The technological process includes a set of consistently interconnected methods, techniques and labor operations aimed at preserving the consumer properties of goods and accelerating the delivery of goods to the trading network and consumers. The technological process ensures the processing of flows, starting with the receipt of goods in the store and ending with their complete preparation for sale. The technological process includes such operations as acceptance of goods in terms of quantity and quality, storage, packing and packing of goods, their movement and display in trading floors, etc.

Figure 7 shows the organization of trade and technological processes in the store.

The main principles of organizing these processes in trade enterprises are:

- Ensuring an integrated approach to the development of optimal options for the sale of goods.
- Provision best conditions choice of goods, saving time of buyers, high level of trade service.
- Achieving optimal economic efficiency of the technological process by accelerating the turnover of goods, saving labor, increasing its productivity, reducing distribution costs.

These factors determine the dynamism of the trade and technological process. The activity of a commercial enterprise does not proceed independently. It is directed by people, regulated and controlled by them.

The organization of the trade and technological process, the sequence of performing various operations depend on the consumer properties of the goods, the degree of their readiness for sale, accepted system commodity circulation, forms of sale, type and type of trade enterprise.

Acceptance of goods by quantity and quality is carried out in accordance with the instructions "On the procedure for accepting industrial and technical products and consumer goods by quantity", "On the procedure for accepting industrial and technical products and consumer goods by quality", if the contracts include deliveries , standards and specifications do not provide for a different procedure for the acceptance of goods.

Figure 7 - Organization of trade and technological processes in the store

Acceptance of goods by quantity is a reconciliation of the mass, number of places, units of actually received goods with indicators of accompanying documents.

Acceptance of goods by quality is the identification of the quality and completeness of the goods, the compliance of containers, packaging, labeling with established requirements, as well as accompanying documents (quality certificate, health certificate, veterinary certificate).

After acceptance of the goods, the required quantity enters the trading floor, and the rest is moved to the warehouse. When organizing the storage of goods, the main attention should be paid to combating product losses. The rational organization of storage involves the creation of storage conditions for goods in accordance with their physical and chemical properties, the optimal placement of goods in storage places, taking into account the time of their receipt and the order of sale, the frequency of demand, and the efficient use of storage space. The most complex and time-consuming operation of the trade and technological process in grocery stores is the preparation of goods for sale, in particular their packaging. When selling pre-packaged goods, preparatory operations are minimized, which can significantly speed up the process of their sale.

Goods prepared for sale are moved to the trading floor. Goods are delivered at the time when there is a minimum number of buyers in it, so as not to interfere with the sale process.

The sale of goods is the final stage of the trade and technological process in the store.

Thus, the organization of the trade and technological process at a trading enterprise should contribute to the most effective delivery of goods in a wide range of good quality to the buyer with least cost labor and time with a high level of trade service.

The quality of trade services is determined by the minimum time spent on the purchase of goods, the convenience and comfort of service, and the economic efficiency of the stores.

Commercial relations can develop in the conditions of economic freedom of subjects of business relations, which involves the ownership of capital and the ability to manage finances, a focus on extracting the maximum possible profit for the prevailing conditions and the most profitable ways of capitalizing it, the ability to manage commercial risk, the formation of such organizational structures of commerce that are capable of adapt to changing conditions, susceptibility to changes in market needs, full equality of partners. At the same time, economic freedom in commercial activities cannot be considered complete independence from the interests and actions of market entities, since in some cases, in order to achieve any strategic goals, a compromise with business partners. In addition, the freedom of commercial relations may be limited by the conditions of the external environment, trade secrets and other objective factors.

Commercial activity in trade is a broader concept than a simple purchase and sale of goods. In order for the act of sale to take place, a trade entrepreneur needs to perform some operational, organizational and economic operations, including studying the demand of the population and the market for the sale of goods, finding suppliers and buyers of goods, establishing rational economic relations with them, transporting goods, advertising and information work for the sale of goods, the organization of trade services, etc.

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Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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Introduction

1. Characteristics of the supermarket "Kirovskiy"

2. The concept and essence of control, the meaning and tasks of control

3. Types of control, their characteristics

4. Control process, main stages

5. Control rules "managerial five", control documentation

6. State and municipal control of retail trade enterprises

Conclusions and offers

Literature

Introduction

Management activity is one of the most important factors in the functioning of organizations in a market economy. Enterprises that reform their management systems in accordance with the requirements of the external environment are in a better position. For more than ten years, trade enterprises have been operating in the system of market relations. And it is no longer the deficit that dictates the "conditions of the game", but the requirements of the consumer. At this time, when there is a formation and development of market relations, the manager is increasingly faced with large quantity management related problems.

Many entrepreneurs, managers and specialists of commercial and non-profit organizations do not take into account the importance of knowledge in the field of management in their activities.

A serious shortcoming in the management of trade enterprises is the underestimation of the human factor in improving work efficiency. The lack of professionalism, control, flexible incentive systems for staff leads to a deterioration in the moral climate in the team, a decrease in its efficiency.

As previously mentioned, management is an important factor in the functioning of organizations, it is a cycle of functions and decision-making. It is a continuous process of purposeful action. Plans are not always carried out in the way they were originally designed; people do not always clearly and correctly perform tasks; The external environment is changing and the organization must adapt to it.

Determining whether the organization has achieved its goals, whether and when to start the adaptation process, is achieved through control. In other words, managers constantly check with the help of control whether what is happening in reality corresponds to what should be.

Control in a trading enterprise has certain specifics associated with the characteristics of the activity. Directions of control, for example, control over customers on the trading floor, control over sales and operational personnel, control the quality of goods. The objectives of control in a trading enterprise: to ensure the safety of goods, the level of quality of service.

The purpose of the course work:

To study the organization and control process in a trading enterprise.

Objectives of the course work:

1. Learn to make the right decisions based on the results of control.

2. Identify managerial errors in order to achieve the intended goals.

3. Study of the control process and its stages.

4. State and municipal control in retail trade enterprises.

1. Characteristics of the supermarket "Kirovskiy"

The supermarket store "Kirovskiy" at the address Lilac Boulevard 2 was opened on 10/23/1987. Located in a separate two-story building, total area 6300 m², trade area - 4000 m². In 1993, the store was privatized and received the form of ownership - ZAO Supermarket Kirovsky. The company has its own charter, stamp seal, is a legal entity. On the first floor there is a food department and a cafeteria, on the second floor there are non-food departments: perfumery, cosmetics, toys, men's, women's and children's clothing, shoes and leather goods, cult goods, stationery, furniture, bedding, textile goods, household goods, radio goods , haberdashery and crockery. Working hours for buyers from 8.00-23.00, Saturday, Sunday from 9.00-23.00; for employees, the first shift is from 7.45-15.00, the second shift is from 15.00-23.00. The store is open without a lunch break, employees work on a tape schedule.

The form of customer service is combined, self-service prevails. The store is visited by buyers with average incomes, pensioners. Special prices apply.

"Kirovskiy" is the first network in Yekaterinburg, which introduced electronic scales at the checkouts in its supermarkets. The equipment complies with modern requirements and the development of scientific and technical progress. "Kirovskiy" guarantees its customers high standards of safety and quality of its own products and goods of suppliers. To date, the Kirovsky supermarket chain of stores is one of the most developed in the Ural-Siberian region. There are 125 branches in total. Supermarkets "Kirovskiy" provide a high level of service and conditions for a comfortable quick purchase near the house of products and related products of daily demand at the most low prices in the local market. In addition to stores, the Kirovsky supermarket system includes 3 restaurants, various workshops (meat, confectionery, salad), a wholesale depot, bread baking is organized. Branches are available in the cities: Kamensk - Uralsky, Nizhny Tagil, Revda, Pervouralsk. The President of the enterprise Kirovsky - Kovpak Igor Ivanovich was awarded the title "The best top-manager of the country".

Objectives of CJSC Supermarket Kirovsky:

Profit maximization;

Minimization of costs;

Increasing the market share by expanding the occupied areas and the volume of trade;

Creation of favorable impressions at buyers by expansion of assortment, culture of service of buyers.

Variety of services provided:

Free parking;

Sale of newspapers and magazines;

Kiosk selling medicines;

Luggage storage for buyers;

Sale and connection of cell phones;

Cashiers by bank transfer;

Development and printing of photos;

Sale and rental of video, audio discs;

Sale of fresh flowers, indoor plants;

Currency exchange;

ATMs.

Now the company employs 5 thousand employees. Also in the supermarket in the food department there is a 3-5% discount on discount cards and pensioners, WWII veterans are served out of turn. The store shows great concern for young people. For how many years the enterprise has been a production base for training young specialists in the field of trade, where students of USUE, ETET and a vocational school annually undergo training and work experience. Supermarket Kirovsky Sirenevy Boulevard 2 is the head enterprise of the trading network. I had an internship in the "Perfume and cosmetics" department on the second floor. The department is located between haberdashery and clothing. There is a very wide range of goods. Block layout is used, qualified personnel work.

2. The concept and essence of control, the meaning and tasks of control

control management trade retail

The success of any trade organization depends on the effectiveness of the control system.

Control is one of the management functions, without which it is impossible to implement other functions: planning, organization, motivation. In essence, any of them includes elements of control, in particular, a comparison of the results obtained with established standards and criteria.

The head begins to exercise the function of control from the moment the organization is created and its goals and objectives are defined. The top manager begins to exercise the function of control at the planning stage, since it is planning that must constantly take into account the real possibilities and changing conditions for the functioning and development of the organization. Control is designed to provide a correct assessment of the real situation and thereby create the prerequisites for making adjustments to the planned development indicators, both for individual units and for the entire organization. Therefore, control is one of the main tools for policy development and decision-making, ensuring normal functioning organization and achievement of the planned goals, both long-term and operational.

Thus, control is the process of ensuringorganization to achieve their goals.

Control is also called feedback. Influencing the control object, they receive information about the new state. Based on this information, new decisions are made and new actions are carried out.

The control function includes: collection, processing and analysis of information on actual results economic activity all departments of the organization, comparison with planned indicators, identification of deviations and analysis of the causes of these deviations; development of measures necessary to achieve the intended goals. In connection with this, control is considered not only as fixing deviations, but also as an analysis of the causes of deviations and identifying possible development trends.

Control elements are:

1. The subject of control is a specialist or a group of specialists performing control functions in the presence of appropriate powers.

2. Object of control - a component of the organizational system in respect of which control is carried out.

The objects of control include:

Resources of the organization (material, labor, financial, information and others);

processes;

Management products.

3. Subject of control - characteristics of the object of control.

4. Standards of control - specific results, the degree of deviation from which is measurable. The indicators defined in the instructions, descriptions, quality requirements and others can be used as standards.

5. Control procedure - a series of successive actions to carry out control.

6. Methods of control are the methods and methods of its implementation.

7. Means of control - everything that is used in the process of control. These include measuring instruments, schemes, reports of employees, estimates, budgets and others.

3. Types of control, their characteristics

Preliminary control labor resources carried out at the recruitment stage. It is achieved through a thorough analysis of those business and professional qualities and knowledge that they need to perform their respective tasks. official duties and selection of the most trained and qualified personnel. Therefore, the task of personnel services is to carefully study the newly hired employees, their professional suitability, and select the persons most suitable for the upcoming work. Such control is carried out on the basis of pre-developed requirements for each category of workers. Its main tools are all sorts of tests, interviews, and exams.

Current control usually exists in the form of strategic and operational control.

Strategic control as an object uses the efficiency of the use of the organization's resources in terms of achieving its main goals and is carried out not only by quantitative, but also by qualitative indicators. The process of strategic control is reduced to the collection, processing and evaluation of information on the level of labor productivity, the introduction of new working methods, technologies, and the like, both in the organization as a whole and in its divisions.

Operational control is focused on the current trade (production) and economic activities.

Internal and external control are often applied in a certain proportion at the same time, depending on the type of obligations:

From the ability to obtain a reliable assessment of the results (if there is such an opportunity, then external control is preferable, if not, internal control);

From the nature of subordinates (for unscrupulous and inaccurate workers, external control is preferable; for conscientious - internal);

From the microclimate in the team (if favorable - external control, which will allow to smooth out or prevent conflicts in the team by will);

From the adopted system of remuneration based on performance (with individual forms labor is dominated by external - control; with collective - internal).

Internal control is carried out in all economic activities of the organization.

Examples of different types of control in the Supermarket "Kirovsky" on Sirenevy Boulevard 2.

1. An example of preliminary control. On Wednesdays, Thursdays, Fridays, goods are delivered to the perfumery and cosmetics department. Perfume and cosmetic products from the Kalina concern arrived on Wednesday: shampoos, creams, and soaps. The senior seller of the department, together with the loader and the representative of the supplier, counted the number of boxes, opened one box of each item of goods, counted the number of units of goods, checked the integrity of the packaging, left some of the boxes in the department, and transferred the rest to the back rooms. The senior salesperson signed the invoice, and the supplier's representative also signed. One copy remained with the head. department and the other was taken by the supplier's representative.

2. An example of current control. During the start of work, the manager, together with the seller, remove the X - report and knock out a zero check, then the manager. department leaves a bargaining chip to the seller for change. Also during the working day the department goes to the trading floor to check the employees and their work, also checks the layout, price tags, etc.

3. An example of the final control. At the end of the day, the department, together with the seller, make a Z - report and the sellers hand over the proceeds for the day. They also check the layout, equipment, assortment, ventilate the trading floor to start the next day.

4. An example of internal control. The administration of the store, for example, Kovpak I.I., went through the departments, checked the display of goods, the design of price tags, compliance with the assortment list, etc.

5. An example of external control. Carrying out control measures by state and municipal control (supervision) bodies: Rospotrebnadzor, tax office, fire inspection, migration service, department for combating economic crimes, etc.

Table No. 1 shows the types of control and their characteristics.

Table number 1. Types of control and their characteristics

Types of control		Objects of control
Preliminary	Conducted before a decision is made on a particular issue in order to prevent incorrect or unreasonable decisions.
	It is carried out in the process of executing the decisions made (planned targets). Purpose - timely detection of deviations (problems). It is carried out in the form of control of the work of a subordinate by his immediate superior.	Labor, material and financial resources
Final	It is carried out after the implementation of the solution to check the correctness of its execution.
Strategic	It provides for accounting, evaluation and analysis of the results of the development and implementation of a promising concept for the development of the organization.	Important aspects of the organization's policy: marketing, assortment portfolio, and so on.
Operational	It is aimed at the current accounting and analysis of processes. The task is to ensure the implementation of the accepted planned targets.	Thematic and production tasks, terms of work, quality of work, resources, enterprise protection
Financial	It is focused on the final economic results of the organization's activities and is carried out at different levels of management in accordance with the accepted organizational management structure.	Economic indicators: profit, costs, production and sales volumes, investments, financial condition of the enterprise (solvency and liquidity).
Administrative	It extends to the processes of activity and their management, has a hierarchical structure.	The production and economic process as a whole and its individual parts, planned targets, delivery dates, personnel discipline, and so on.
	It is built as an integral system, constantly functioning in the accepted organizational structure of management, or involves full control the entire object.	Labor, material and financial resources.
Selective	It is organized as a one-time event that has a target character or involves partial control of the object.	Labor, material and financial resources.
Interior	The control system is organized by the enterprise independently.	Labor, material and financial resources.
	Control by external control bodies.	Labor, material and financial resources.
Planned	It is carried out in a planned manner, for example, monthly, quarterly.	Any object
unscheduled (sudden)	It is carried out when negative signals are received from internal environment enterprises.	Labor, material and financial resources.

4. Control process, main stages

The control process includes three distinct stages:

· Development of standards;

· Changing the actual results and comparing them with the standards;

· Correction of actions.

The first step in any control process is the development of standards. Standard - it is a desired outcome or expected event against which managers can compare the subsequent sequence. Having clear standards makes it possible to measure the extent to which they are being achieved. The standards should adequately reflect the purpose of the control and be determined by the objectives of the organization. All standards used for control are selected from the multiple goals of the organization and its strategies. The goals used as standards for control are distinguished by two features: the time frame in which the work must be completed, the specific criterion against which the degree of work can be assessed. A specific criterion and a specific period of time are performance indicators that specify exactly what must be achieved in order to achieve the set goals. It is relatively easy to establish performance indicators for quantities such as turnover, profits, raw material costs, because they are quantifiable. But some goals cannot be expressed in numbers. For example, raising the moral level of the employees of the organization. However, these quantities can be quantified indirectly. So the number of layoffs is a measure of a person's job satisfaction. The danger of using proxy indicators is that they can be influenced by various factors, both external and internal.

The second stage of the control process is to change the actual results and compare them with the established standards. At this stage, the manager determines how the results achieved meet his expectations, and gives an assessment of the safety and acceptability of the detected deviations from the standards.

Determination of allowable deviations is a very important issue, since the reduction tolerances may be costly. The costs of the control system consist of the time spent by employees on the collection, transmission and analysis of information, as well as the costs of all types of equipment used for control, and the costs of storing, transmitting and searching for information related to control issues.

Information intended for control needs must be timely, accurate and enable informed decisions to be made about whether to act or not to act in specific situation. The sources of this information are constant targeted observations, financial statements, current statistics, opinion polls, final reports and others.

Measuring results is the most expensive and time-consuming element of the control process. For measurements, it is necessary to select a unit corresponding to the type of controlled activity. So, if the established standard is profit, then the measurement should be carried out in rubles or as a percentage.

It is necessary that the speed, frequency, accuracy of measurements be consistent with the activity to be controlled.

The use of computers in the control system makes inspections much faster, cheaper and more accurate. For example, the use of computerized cash registers will allow trade organizations to determine and issue in tabular form data on the status and inventory at the time of purchase of goods. But any system for collecting and processing information is relatively expensive. The cost of making measurements is often the largest cost element in the entire inspection process.

Transfer and dissemination of information. For the control system to be effective, it is necessary to bring to the attention of all interested employees of the organization the established standards and the results achieved. At the same time, effective communication should be ensured between those who should carry them out.

The main difficulties that arise in the way of collecting and disseminating control information are related to various communication problems. Most of information, even when using a computer, must be processed by a person. Human participation is associated with the possible distortion of information on the basis of which decisions in the field of control should be made. Distorted information plays a negative role in cases where subjective assessments are inevitable. For example, if specific goals, criteria and standards are formulated, then the manager's performance can be assessed with minimal distortion and more effectively.

Participation of employees in the organization in the control procedure - effective remedy improved control at all levels. It is necessary, whenever possible, to involve subordinates in the procedure for developing standards, despite the fact that this is the prerogative of the manager.

Evaluation of information about the results is the final stage of the second stage of the control process. It consists in evaluating information about the results obtained. The manager decides whether the received information is needed and determines the degree of its importance. Important information is information that adequately describes the phenomenon under study and is sufficient to make the right decision. The scale of permissible deviations can serve as a measure of evaluation. Managers must give personal assessments of the significance of the information received and establish a connection between planned and actually achieved results. The purpose of this assessment is to make the best decision about the need for action.

Actions represent the third stage of control and consist of adjustments, if necessary. Adjustments can be made in two directions. They may involve adjusting actions and adjusting standards.

Actions taken after comparing the results with the established results are divided into three types.

· Nothing should be done if a comparison of the actual results with the established standards shows that the established goals have been achieved. In this case, the changes must be continued, repeating the control cycle.

· Deviations need to be corrected if the estimates indicate that the scale of standard deviations has exceeded the established level, while the control system must accurately indicate the cause of the deviations. Corrective actions to address deviations should begin by identifying the causes of these deviations in order to get the organization back on track. Before choosing a corrective action, it is necessary to weigh all relevant internal factors and their interrelationships. Since all departments of an organization are interconnected, any major change in one of the departments will affect the entire organization.

· Revision of standards is necessary when the standards themselves turn out to be unrealistic, insufficiently substantiated by plans, and plans are a forecast for the future. When plans are revised, standards are also revised. Successful organizations often revise their standards upwards. The standards, which are very difficult to meet, actually nullify all the aspirations of workers and managers to achieve their goals.

During the internship in the supermarket "Kirovskoye" Lidia Boulevard, 2 students of group 2-5M were supervised by the master Ryabkova Lidia Aleksandrovna. The students had an internship from 24.01.11 to 06.03.11. From 10.00 to 11.00 - training sessions, and from 11.00 to 19.00 - work in the department every other day. Lunch breaks from 12.00-12.30 and from 17.00-17.30. This was the schedule of our work, but the control was insufficient. Sometimes we came to the hall later and left earlier for lunch and home. The master rarely checked us, and the head. The department had no control over us. All this led to the fact that some girls did not go out to the gym at all after classes.

In the department, each salesperson has their own rack for which they are responsible. When a product runs out on the shelves, sellers replenish it. It checks everything. department, empty shelves should not be. Since there are no anti-theft gates and bar coding of goods in the department, the sellers themselves keep order and buyers in the hall. Some of their sellers are at the entrance to the department, and someone is at the exit.

Also, the technical school has its own standards, charter, which we must comply with, but not always all this is done. Students and staff of the technical school, for example, must not be late, follow the internal regulations, safety rules, and much more. But students simply cannot live without being late and violate the rules of the internal order - they smoke in the wrong places, use obscene words, for which they are punished. Conclusion: lack of control.

5. Control rules "managerial five", control documentation

In management practice, there is a so-called control technology, which consists of five groups:

The 1st group is the process of choosing the concept of control and includes a system, process or private checks; determination of the subject and purpose of control; definition of a supervisory authority.

The 2nd group is the process of determining control standards and contains ethical, legal, production and other standards.

The 3rd group is the process of determining the scope and scope of control, which can be complete, continuous, episodic, selective, financial, etc. Product quality, labor productivity, etc. may be subject to control. Product quality control is called quality inspection and is referred to as control in a narrow sense.

The 4th group combines methods or types of control, for example, preliminary (diagnostic, therapeutic), current, final, etc.

The 5th group represents the process of determining the purpose of control, which includes: the appropriateness, correctness, regularity and effectiveness of control.

The German management specialist G. Schroeder identified the following negative manifestations of control: the fact that an employee is under supervision forces him to observe himself, but at the same time, a person begins to think about his automatically flowing actions and loses self-confidence.

Control is a sign of a difference in status. It goes against the human need for recognition and appreciation (the one who is controlled is in most cases the subordinate);

Control is especially unpleasant when the observed does not know exactly what is being controlled, since control is legalized, no one can protect themselves from it; the irritation arising from this cause "poured out" somewhere else;

Control is often subjectively perceived as nit-picking, although the leader does not think about it;

Control can be perceived as distrust, in which case it prevents good relations between the leader and subordinates.

The employee must see that the control is not aimed at his personality, but at the work process;

The employee must know what exactly is controlled;

should be controlled openly;

It is necessary to exercise control over the result, and not over actions;

When organizing control, it should be limited to essential points - there should not be many indicators of control;

exercising control, it is necessary to adhere to a friendly tone when communicating;

· when bringing work instructions, special attention should be paid to the presentation of signs of control.

It is necessary to constantly keep in mind the target setting of control, not to allow it to turn into an independent function;

control must be appropriate controlled process;

It is necessary to justify control, to make its purpose clear;

Responsibility should be delegated.

Method of control "Managerial five". In the activity of a manager, the improvement of the style and method of personnel management is of great importance. The head of the enterprise should be inherent in managerial responsibility, fairness and objectivity in assessing each employee. Observations show that many leaders in their gestures use mainly forefinger, as if stating the guilt of subordinates. In practical management, there is the concept of "Managerial five", which gives a visual representation of the optimal choice of style of work with personnel.

Consider the functions that the fingers perform in the "Managerial Five".

The index finger usually points to someone whom the manager wants to accuse of dishonesty, indiscipline, lack of preparation, carelessness, etc. However, this technique can only be applied if the manager has answered positively to himself the following questions, for which the three fingers pointing back are "responsible":

"Who chose this person to do a job that was not done satisfactorily?" (middle finger);

"Who instructed the worker how it was done?" (ring finger);

"Was there appropriate control over his work? How could a bad result in the work of an employee be good management?" (little finger).

If positive marks are received for all answers, it is possible to unbend the “accusing” index finger and blame the worker for the failure of the task.

The thumb reminds that too strict punishment (excessive pressure) will not allow success and negatively affects the worker's performance.

6. State and municipal control of retail trade enterprises

Federal Law No. 294-FZ of December 26, 2008 "On the Protection of the Rights of Legal Entities and Individual Entrepreneurs in the Implementation of State Control (Supervision) and Municipal Control".

This Federal Law establishes:

1) the procedure for organizing and conducting inspections of legal entities, individual entrepreneurs by bodies authorized to exercise state control (supervision), municipal control;

2) the procedure for the interaction of bodies authorized to exercise state control (supervision), municipal control, when organizing and conducting inspections;

3) the rights and obligations of the bodies authorized to exercise state control (supervision), municipal control, their officials during inspections;

4) the rights and obligations of legal entities, individual entrepreneurs in the exercise of state control (supervision), municipal control, measures to protect their rights and legitimate interests.

The main principles for protecting the rights of legal entities, individual entrepreneurs in the exercise of state control (supervision), municipal control are:

1) predominantly notification procedure for the commencement of implementation certain types entrepreneurial activity;

2) presumption of good faith of legal entities, individual entrepreneurs;

3) openness and accessibility for legal entities, individual entrepreneurs of the regulatory legal acts of the Russian Federation, municipal legal acts, compliance with which is checked in the exercise of state control (supervision), municipal control, as well as information on the organization and implementation of state control (supervision), municipal control , on the rights and obligations of state control (supervision) bodies, municipal control bodies, their officials, with the exception of information, the free dissemination of which is prohibited or restricted in accordance with the legislation of the Russian Federation;

6) the inadmissibility of the requirement to obtain permits, conclusions and other documents issued by legal entities, individual entrepreneurs state power, local self-government bodies, to start the implementation of certain types of work, services established by this Federal Law in the event that the indicated persons submit notifications of the commencement of entrepreneurial activities;

8) inadmissibility of collection by state control (supervision) bodies, municipal control bodies from legal entities, individual entrepreneurs of a fee for carrying out control measures;

Organizing and conducting a scheduled inspection:

1. The subject of a scheduled inspection is the observance by a legal entity, an individual entrepreneur in the process of carrying out activities of the mandatory requirements and requirements established by municipal legal acts, as well as the compliance of the information contained in the notification on the commencement of certain types of entrepreneurial activity with the mandatory requirements.

2. Scheduled inspections are carried out no more than once every three years.

3. Scheduled inspections are carried out on the basis of annual plans developed by state control (supervision) bodies, municipal control bodies in accordance with their authority.

4. A scheduled inspection is carried out in the form of a documentary inspection and (or) field inspection in the manner prescribed by Articles 11 and 12 of this Federal Law, respectively.

5. A legal entity, an individual entrepreneur is notified of a scheduled inspection by a state control (supervision) body, a municipal control body no later than three working days before the start of its conduct by sending a copy of the order or order of the head, deputy head of the state control (supervision) body , the municipal control body on the start of a scheduled inspection by registered mail with a return receipt or in any other available way.

Organization and conduct of an unscheduled inspection:

1. The subject of an unscheduled inspection is the observance by a legal entity, an individual entrepreneur in the process of carrying out activities of the mandatory requirements and requirements established by municipal legal acts, the implementation of instructions of state control (supervision) bodies, municipal control bodies, the implementation of measures to prevent harm to life, health of citizens, harm to animals, plants, the environment, to ensure the security of the state, to prevent the occurrence of natural and man-made emergencies, to eliminate the consequences of causing such harm.

2. Applications and applications that do not allow identifying the person who applied to the state control (supervision) body, municipal control body, as well as applications and applications that do not contain information about the facts specified in paragraph 2 of this article, cannot serve as a basis for conducting an unscheduled checks.

3. An unscheduled inspection is carried out in the form of a documentary inspection and (or) an on-site inspection in the manner prescribed by Articles 11 and 12 of this Federal Law, respectively.

4. An unscheduled on-site inspection of legal entities, individual entrepreneurs that, in accordance with the legislation of the Russian Federation, belong to small or medium-sized businesses, may be carried out on the grounds specified in subparagraphs "a" and "b" of paragraph 2 of part 2 of this article by state authorities control (supervision), municipal control bodies after agreement with the prosecutor's office at the place of operation of such legal entities, individual entrepreneurs.

Field check:

1. The subject of an on-site inspection are those contained in the documents legal entity information, as well as the compliance of their employees, the condition of the territories, buildings, structures, structures, premises, equipment, similar objects, vehicles used by these persons in the course of their activities, goods produced and sold by a legal entity, an individual entrepreneur (work performed, provided services) and measures taken by them to fulfill the mandatory requirements and requirements established by municipal legal acts.

2. An on-site inspection (both scheduled and unscheduled) is carried out at the location of the legal entity, the place of activity of an individual entrepreneur and (or) at the place of actual implementation of their activities.

3. An on-site inspection begins with the presentation of an official certificate by officials of the state control (supervision) body, municipal control body, mandatory familiarization of the head or other official of a legal entity, individual entrepreneur, his authorized representative with an order or order of the head, deputy head of the state control body ( supervision), the municipal control body on the appointment of an on-site inspection and with the powers of the persons conducting the on-site inspection, as well as on the goals, objectives, grounds for conducting an on-site inspection, the types and scope of control measures, the composition of experts, representatives of expert organizations involved in field check, with the terms and conditions of its implementation.

4. The audit report is drawn up immediately after its completion in two copies, one of which with copies of the annexes is handed over to the head, other official or authorized representative of the legal entity, individual entrepreneur, his authorized representative against receipt of familiarization or refusal to familiarize himself with the audit report. In the absence of the head, other official or authorized representative of the legal entity, individual entrepreneur, his authorized representative, as well as in case of refusal of the person being checked to give a receipt for familiarization or refusal to familiarize with the inspection report, the act is sent by registered mail with a return receipt, which is attached to a copy of the inspection report kept in the file of the state control (supervision) body or municipal control body.

Conclusions and offers

Control is an important part of management. Since control is present everywhere, both in managing people and in managing an enterprise. Control can be different, has its own stages and processes, goals and objectives, etc. This is a very difficult, but necessary process to achieve your goals. In my term paper, I analyze the control in the supermarket "Kirovsky" Lilac Boulevard 2. There are present, as well as strengths control, and weak.

Strengths of control in the department of perfumery and cosmetics: well-controlled personnel, product display, product shelf life, product acceptance, product quality, customer service, i.e. all the main business processes of a trading enterprise are controlled, which ensures the implementation of economic indicators work.

Weaknesses of control: Old cash register equipment, which leads to inconvenience in customer service, reduces the quality of service. The absence of anti-theft gates and bar coding, which entails theft, and then shortages. Not the ability of sellers to advise buyers, insufficient knowledge of the consumer properties of goods.

Conclusion: Control in the supermarket "Kirovsky" Lilac Boulevard 2 is insufficient. My recommendations:

1) Updating cash register equipment and commercial equipment;

2) Professional development of department employees;

3) Periodic internal audits, eg "mystery shopper".

4) Certification of personnel.

5) Gain control labor discipline service personnel

Bibliography

1. Law No. 294 http://www.consultant.ru

2. "Fundamentals of management in trade" L.I. Rubtsova, 2006

3. "Management" G.B. Kaznacheva, 2008

4. http://www.bibliotekar.ru/biznes-29/46.

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