Drawing up a matrix of goods. What is an assortment matrix? important rules for the formation of an assortment matrix based on goals

Definition and types

The assortment matrix is a list of goods (commodity items) to be sold in retail company, compared by any one indicator that is important for the store - for example, depending on the supplier or price.

The most common are two types of assortment matrices.

List of goods

The key factor is the list of goods to be sold in the retail company. You have to start with him. How to define it? You have to go from the general to the details.

Let's answer the question first: Who are the buyers who are guaranteed to come to our store? Who are they, where do they live, how much do they earn, where do they prefer to buy jewelry, where else do they go for them, how much they spend on Jewelry and how often they are bought, what styles, types of products they prefer, etc. It is important to understand exactly the image of a typical (target) buyer, to present it in as much detail as possible. There may be not one type of such typical buyers, but two or three (but not five or ten). It is important that you make sure that they are guaranteed to come to your store because:

They already go to it;
. live or work nearby;
. there are no other shops nearby;
. we have what others do not have and what our target customers need;
. everyone already knows us (a well-known store or a well-known chain).

Then select (specify) the store format: on what area, in what place do we work for our target customers?

The format is a specification of the company's strategy. Their number is limited, for jewelry retail it is usually:

Jewerely store,
. jewelry store,
. jewelry boutique,
. jewelry section.

Further, based on the target groups of buyers and the format chosen (suitable for the target buyers), we determine the product groups that, in our opinion, must be in the store, because it is these types of goods that our target buyer wants to buy. For example, our customers are low-income residents of residential areas, to a lesser extent - buyers with an average income level, mostly housewives with children; format - a small jewelry store (20-30 sq. m.) in a class "C" shopping center. Therefore, we determine that silver and gold items should be presented in our store. In this case, gold products should be represented by the following groups:

Products from red, yellow and mixed gold of the 585th test;
. rings, earrings, pendants, chains, bracelets, watches, necklaces;
. each type of product (except chains): without inserts, with zircons, with semi-precious stones, with pearls, with precious stones (including diamonds).

Thus, the first step is to determine which commodity groups we will trade.

Assortment Tree

The next step is to compile a multi-level product classifier from the generated list, the so-called assortment tree. As a rule, the classifier contains five levels, although three to five are acceptable. The use of less than three levels does not allow reflecting the structure of the assortment in full and, accordingly, complicates management.

A commodity classifier should also have lists of product characteristics - those that are not reflected in the classifier itself, but are important and necessary for analyzing sales, income, turnover and for planning purchases. For example, the characteristics of gold products are: sample and color of gold; any ring - size; diamonds - the size of the stone, the number of stones (single or loose), the type of setting, the type of cut, the characteristics of the diamond; jewelry in general - design (type of style - classic, geometric, floral, fantasy, etc.), etc. You need to compile, firstly, a list of characteristics for your range, and secondly, all options within each characteristic (library of characteristics).

Matrix construction

Then it is necessary to determine how many types of products should be, that is, to designate the capacity of product categories and product groups. If you already have a store, you need to analyze the shares in income, turnover and occupied retail space (counters and shop windows) using the updated list of product groups / product categories. And bring the sales areas of product categories in line with the shares of categories in income based on the principle “the amount of space for a product should correspond to the amount of profit; the more income a product brings, the more space it should occupy.

After that, knowing how much space is allocated for each product category, determine the number of products that can be placed there, taking into account the specifics of the format - fewer products are displayed in the boutique, more decor and free space; in the store - the goods are located tightly to each other, usually on palettes, there is little free space. Result this stage- exact knowledge of how many products of each type should be in the store.

It remains to determine the proportions of price segments (high, medium, low) for the entire range (this is partly duplicated with the assortment-price matrix). As a result, we must know, for example, that there should be 60 chains in a store, five types of length, 15 types of weaving. We paint the quantity for each combination of length and type of weaving. For example, the “belzer” weaving chain is presented in sizes: 45, 40 and 35 cm. And so on for all product categories.

Everything. The matrix is built.

Commodity views

But that is not all. Any matrix requires management - adjustments, changes, input-output of goods, their rotation depending on changes in the composition of buyers, the amount of money they have, their tastes, fashion, demand in general, depending on the number of competitors and their actions, on the general economic situation in country. The stable components in this process are the store format (it is not recommended to change it), the capacity of the store (if the area and number of counters have not changed), the list and ratio of the main product groups.

Note: it is impossible to change (optimize) the assortment to achieve higher results (turnover, income) without organizational changes. The assortment is created by specific people in the company, and in order for them to create a different assortment, they must work differently, or it must be different people. In order for them to work differently, they need different knowledge, conditions and resources: different tasks, different Information system, differently streamlined business processes, another organizational structure, finally. Therefore, it is important to be prepared for the fact that changing the assortment entails the need for other changes in the company.

In practice, so-called commodity views are often used in order to analyze and draw up plans not on the basis of a sufficiently large number of product categories, but on the basis of aggregated (combined according to a certain attribute) data (views). This will be shown below with an example - see figure.

A company can have several commodity views:

Catalog (commodity classifier, which is usually an assortment matrix);
. setting for category management;
. setting by manufacturers (suppliers);
. other settings.

As you can see from the diagram, settings can be made not only at the level of categories and subcategories, but also at lower levels - subgroups and even products.

IN retail sales It is very important to correctly determine the composition of the goods sold. The range of products offered is what the consumer sees when visiting the store. An effective assortment is a tool to attract and retain consumers.

An assortment is effective if it:

Attracts the consumer, i.e. provides the necessary traffic.
Quite complete so that the consumer finds all the necessary goods, and does not go to a competitor's store.
Cost effective: the volume, price and marginal profit of sales of goods is sufficient to achieve the goals trading company in terms of revenue and profit.

Ideal assortment in terms of efficiency- such that the consumer constantly visits only this store (and not the outlets of competitors), completely buys up the goods for a certain period (stocks of commodity balances are minimal), while the prices for the goods are such that the company receives sufficient profit from its sale.

In reality, it is very difficult to meet all these conditions.- there are too many factors to consider, but it is necessary to strive for this, since an effective assortment is a key tool in a highly competitive struggle.

In solving this problem, a document is formed, which is called assortment matrix. This document reflects the result of compiling the assortment in the form of a table that describes which product groups and SKUs should be presented in the assortment, at what price they should be sold and what volume. inventory should be at every point of sale.

Stages of compiling an assortment matrix

There is no generally accepted algorithm for compiling an assortment matrix; each trading company may have its own way. Nevertheless, the set of factors that must be taken into account is the same for everyone, and recommendations can be given for compiling an assortment matrix.

Exemplary kit stages of compiling an assortment matrix:

Development / revision concept of a specific point of sale.
Market segmentation and identification of target customers for a point of sale.
Definition of price ranges for target clients.
Formation of the assortment classifier: dividing the assortment into groups and SKUs.
Determining Width and Depth for each product group.
Defining a set of brands presented in each product group.
Distribution of roles product groups and brands.
Formation of a list of goods in the assortment matrix(table rows).
final filling assortment matrix (table columns).

On the first The concept development stage determines the needs of which customers a particular outlet should satisfy. Each store is characterized by some parameters that the company cannot influence.

Some of these parameters defining the concept are:

Area(center, outskirts, business, industrial or residential area);
Area trading floor and the total area of the premises;
Floors and location of the outlet among other shops;
Availability for buyers: ways of approach and entrance.
Very important factor - the presence of competitors and their assortment and pricing policy.

Taking into account all these parameters, the concept of a retail outlet is formed: a supermarket, a pavilion, a specialized store, etc.

For example, a company that sells cell phones and cellular communication, can accommodate:

in a big shopping center– a full-scale pavilion offering a full range of services and products of the company;
in a small premise of a prestigious residential area– shop of elite models;
in the premises of convenience stores and stop pavilions- small kiosks that provide a limited range of services and a minimum set of inexpensive phones.

Everyone concept outlets will be different, and the assortment matrices will also be different, despite the fact that all outlets belong to one trading company and can work under a single sign.

On the second stage, the customer segments that can visit these outlets are determined. Customers can be segmented according to a variety of criteria: income level, age, nature of demand, habits, etc. As a result, the target segment of buyers will be determined, for which the corresponding assortment matrix will be formed.

On the third stage, all goods are divided into price segments and the ratio of these segments.

Now it's the turn of the goods.

On the fourth At the stage, the entire range of goods is divided into product groups, subgroups and segments up to a separate SKU. SKU, or article (such a term was used in Soviet time) is the identifier of a single commodity item. The same product can be represented by different SKUs, for example, granulated sugar in 1 kg, 5 kg and refined sugar - all these are different SKUs.

On the fifth At the stage, it is determined how wide (number of product groups) and how deep (how many SKUs should be in each group) the assortment should be. Here, the main factors are the concept of the outlet and the assortment policy of competitors.

On the sixth The stage identifies brands in each category, again depending on the concept and information from competitors.

On the seventh each category is assigned a specific role.

Roles can be as follows:

target (image)- aimed at attracting and retaining the main share of buyers; this category is characterized by high marginal income.
Main- a group of the most demanded goods, which attracts the main and constant flow of buyers: these are goods with low marginal income, but constant demand forms a large mass of total marginal income. Goods in this group must be presented in the outlet's assortment.
Seasonal (related)- as the name implies, this is a group with a pronounced seasonality, it helps to attract new customers and activate demand through new products and special seasonal offers.
Convenient (Optional)- a group of products that complement other groups and form customer loyalty through the convenience of purchasing all products in one place.

On the eighth And ninth At the stage, the table of the assortment matrix is filled.

Some important steps in compiling the assortment matrix should be considered in more detail.

Product group segmentation based on the physical properties of the product

The type of the final assortment matrix directly depends on the segmentation of product groups.

For example, a customer's need for thirst can be met by a variety of beverages that make up a very broad product group.

Group narrowing steps:

Drinks can be alcoholic and non-alcoholic;
Among non-alcoholic drinks, ready-made drinks can be distinguished and goods for the preparation of drinks;
Among the products for cooking, tea can be distinguished, coffee and other drinks.

Tea - this is a ready-made product group that satisfies a very specific need of the buyer. However, in this group, you can divide the products into segments. The following segments can be distinguished:

may be black depending on the variety, green, red or a mixture of teas;
depending on the brewing method can be in bags and loose;
depending on the value of the variety and brand can be segmented by price.

As a result of segmentation of product groups, a product classifier is formed, which is the starting point for creating an assortment matrix after determining the width and depth of the assortment.

Using sales analysis to determine the number of trade units (SKUs) within each of the segments

A separate segment can be represented by a different set of trade units (SKUs). Each outlet has a limit on the number of different SKU that can be displayed on the trading floor, this limitation is determined by the area of the trading floor used commercial equipment and display type.

Under these conditions, it is necessary to expose such a set of SKUs, to assortment of goods allowed to achieve maximum profit per unit of retail space. Knowing the limit on the number of SKUs, it is necessary to solve the problem of representing the SKU in each segment.

The necessary information for such decisions is provided by the analysis of actual sales for these products, taking into account the concept of the outlet and the actions of competitors. It is also necessary to take into account the role of the product group or its segment.

For example, sales analysis shows that among different types tea 70% of the profit gives black tea, 30% - green.

Let's say that the sales racks allow you to display 200 SKUs. Then a simple calculation shows that in the product display 140 SKUs should be from the subcategory of black tea, 60 - green.

This is a rather rough calculation that demonstrates a general approach to the distribution of SKUs by product segments, it can cause errors when determining SKUs in narrow segments.

Accurate SKU planning must take product category into account.

For example, for products of the main category, it is unacceptable to underestimate the SKU and exclude such products at low profits: if you exclude, for example, baby milk with low marginal profitability, then the buyer, not finding this product, may go to competitors, since this product is consumed daily and its absence in the assortment is unacceptable .

Also, the planned SKU level may be higher than the calculated level for seasonal products - these products provoke customer traffic and an increase in demand in general.

About price segments, determining the share of goods of each price segment (economy, mass, premium) in the assortment matrix

Usually products are divided into three segments:

economical- for buyers with low income and low requirements for consumer qualities of the goods;
mass- calculated on the main volume of consumer demand;
premium- Designed for a narrow segment of buyers with a high level of income.

Depending on the business sector, the number of segments can be either more or less. For example, natural gas how a product can not be segmented at all and be supplied to all consumers at the same price. Cars are often broken down into more price segments.

For each outlet, you need to determine the price levels of each segment and the share of the assortment in each segment.

For example, a cell phone company might establish the following ratios for the economy/mainstream/premium price segments:

for a big store – 30%/50%/20%,
for luxury fashion store – 0%/20%/80%,
for a small pavilion – 80%/20%/0%.

Thus, a new restriction, by price segments, is added to the previous distribution of SKUs by assortment. The assortment matrix needs to be refined using the segment ratios.

Continuing with the above example, let's say that the supermarket has 200 SKUs per product category "tea", and this outlet has a 30/50/20 ratio.

This means that the store should have:

Black tea - 140 SKU in total, including:
- Economy segment brands – 140*30% = 52 SKUs,
- Bulk - 70 SKU,
- Premium - 28
Green - 60 SKU, including:
- Economy - 18 SKUs,
- Bulk - 30 SKU,
- Premium - 12 SKUs.

Now you can proceed to filling each segment of the product category with trademarks (brands).

Selection of Trademarks (TM) to fill the assortment matrix

In the example above, it is calculated that the premium black tea segment should be represented by 28 SKUs in the store. This number of SKUs now needs to be populated with specific products from different manufacturers.

This should also be done on the basis of sales analysis data, taking into account additional considerations:

It is necessary to consider not only profitability(profit share) of the product, but also its popularity for buyers, otherwise there is a chance to fill the shelves with a profitable but slow-moving product;
Too many brands from different manufacturers makes it difficult to purchase them, laying out and accounting, the number of stamps should be the minimum necessary.

This leads to the fact that sales analysis should also be supplemented with marketing research data - a survey of buyers about the preference of brands, as well as information about the actions of competitors in these segments.

Information about which price segment a particular product belongs to can be understood in different ways: by surveying consumers, based on information from manufacturers and suppliers, or based on sales analysis (using the ABC analysis method).

Filling the assortment matrix with SKUs from the above created segmentation

The final stage in the formation of the assortment matrix is filling in the matrix table based on the created structure of categories and segments, as well as price lists of suppliers.

The assortment matrix will include information:

Line by line– SKUs grouped by product groups and segments;
By columns:
- planned quantity SKUs
- markup percentage for each position;
- profit from each SKU;
- share in total arrived.

Such a matrix is compiled for each outlet. Summarizing the data of assortment matrices by outlets, a general assortment matrix of the company is compiled, which can be further analyzed in order to achieve the company's profitability goals.

General assortment matrix- the basis for planning procurement and logistics work.

Conclusion

The article uses examples to consider a typical process for creating a company's assortment matrix.

You can use another matrix generation algorithm, but in any case, the following principles must be observed:

Accounting concept point of sale;
Product segmentation on consumer properties;
Product segmentation by price level;
Accounting for category type when allocating SKU.

Kind, Ladies and Gentlemen! The topic of our lesson is "ASSORTMENT MATRIX" .

"Assortment matrix - what is it?"

Let's start by answering this question:

ASSORTMENT MATRIX — this is the optimal set of commodity items in your nomenclature catalog that you are currently trading in the context of commodity levels, categories and characteristics.

An effective assortment matrix is a MUST :

Maximize sales, profit, batteries, market share- depending on what goals your business faces;
Fully meet customer expectations, and for product groups with the “Develop” strategy, it exceeds these desires;
Maintain optimal production cycle and stock within the specified standards, minimizing illiquid, excess and zeroed balances of goods.

So the funniest thing is that the Assortment Matrix in the form of standard excel plates, which numerous textbooks woo us, prof. sites and miracle consultants, this is complete bullshit and profanity.
And why? Yes, because the Assortment Matrix is not Egyptian pyramid, which stands for four thousand years in one place.

Once and for all imbued with the next. The assortment matrix is not a constant sign, it is an infinity symbol. This is a super dynamic thing that can change every day.
And make it up in Excel, sign it with the boss, and then collect the signatures “Acquainted” from buyers and salespeople, a rare stupidity and a stupid waste of time.

But we immediately have a second question.

And how to manage and control this very matrix, if it changes every day? And what is it supposed to look like?

My friends, in order for the assortment matrix to be formed quickly and automatically, buyers and salespeople must constantly answer three key questions:
Why are we selling this product?
What product do we NOT need?
What product do we need?

"How do you make your sculptures?" Michelangelo was asked.
“I take a stone and cut off everything superfluous” he replied.

“How to make your Assortment Matrix?” - you ask.
“Take a list of your products and cut off everything superfluous ... and then add there what your customers lack”, I will answer.

However, no. I won't just answer. I will give you my personal instrument along with instructions.

GROUP DESCRIPTION OF GOODS

I will start the demo with my favorite construction and distribution example, although from time to time I will throw up options from other product groups in order to convince you of the applicability of my method for any commodity business.

And the first thing we need is to break our assortment into enlarged groups and subgroups. These are links to tutorials where I showed you how to do it:

I will not repeat. The main thing is that at the end you can build such a report with sales for each group and subgroup.

Grouping products for assortment matrix

Read, understand. And we get to the point. So.

Step 1. For groups with a strategy KILL We have a very simple plan of action. We take it out of stock , sell the rest of the goods and forget about it until the next strategic session.

Step 2 In the second step we describe the products from each group by subgroups in the hierarchy and logically we check each of the subgroups for compliance with the market , in order not to engage in commercial schizophrenia, offering beach umbrellas on the shores of the Arctic Ocean.

If a subgroup for some reason does not match the market, it follows the group with the Kill strategy. We are withdrawing it from the assortment, and giving the rest of the subgroups a green light.

Step 3 On the third step we distribute goods by categories, build category maps and compare them with market category cards. And this is where our paths diverge. For a group with a strategy to Develop and a strategy to Hold is black and white, the yin and yang of our range.

The fact is that product groups with a strategy DEVELOP should be small, because inside them you are obliged to form the widest and deepest assortment. It is very important. Starting to develop a product group, we actually declare to our customers that we are not sickly specialists in it. And if you position yourself as a product group specialist, be kind, do everything according to Feng Shui. Satisfy in it all the possible needs of your customers to the maximum!

Therefore, the principles of forming the Assortment Matrix for Development groups will be fundamentally different from the principles for groups with the Hold strategy.

If you are working with a Growth Group and see an assortment hole on its category map, then be kind, find a supplier, puzzle the technologist and enter the missing product in the price list, because it must be there.

In groups with a strategy KEEP everything is upside down. For these categories, we must conduct a very strict selection and include only TOP categories in our price list.

TOP PRODUCT CATEGORIES

TOP CATEGORIES — these are categories that, according to the results of the ABC analysis, were assigned group A for two indicators “Sales in rubles” and “Number of documents punched out”.

In this case, ABC analysis should be done within each specific group. Below is an example of an ABC analysis for the Power Supply Group, in which the TOP categories of this group are highlighted.

If we hold a group, then we are obliged to work only with the TOP categories from this group, with its assortment of fat and nothing more.

In my example, I DO NOT claim to be a specialist in this group, which means that my client will forgive the absence of camping lights or searchlights in my price list, but if there are no 100 watt bulbs or batteries, he will definitely strain.

Naturally, our main question is:
“How to find out which categories are TOP?”

To be honest, there are few methods and they are all on the verge of a foul.

Well, if that doesn't work, then do it.

Collect as much information as possible about the products of this group, build a hierarchy of all its subgroups, make a market map of categories.
And then turn on your head, brainstorm with your fighters and select the top categories for your taste and color.
Enter them into the assortment, and then, using the "Assortment Management" module of the TopControl system, automatically rotate them until you find the most sold ones.

Here are a few words about how ROBOTS will save us when managing the assortment matrix.

The fact is that every night our robot merchandiser independently analyzes commercial indicators for each category in the context of each product and assigns them statuses - Archive, No sales, Losers, On order, Working, Matrix .

And if you want to have an effective assortment matrix, then once a week or once a month, it depends on the turnover of your goods, generate such a report on the Status of the goods. And apply three standard solutions to them.

With goods Matrix, Working, On order We continue Work .

It’s a little more difficult with goods that a robot merchandiser has assigned a status to - No Sales or Losers .

If the USP of the product Minimum price or wow product , We continue Work with him, if the product has a USP Functionality or Feature we We change it to analog.

If the USP of the product is Brand, image, fashion or For assortment boldly We kill and as quickly as possible we clear the warehouse of its residues.

It is clear that if your assortment is 10 positions in which you understand better than Kasparov in chess, or you stupidly don’t care about your business, because last week oil was found in your yard, forget about everything that I just told you and do not fool around with assortment matrices.

But if you have a decent price list, do not have your own well and have a burning desire and ambition to have more than a Hyundai Solaris at the entrance and french fries from McDonald's, ...

Learn to Manage Goods Effectively.

Because the first Pi of marketing is not sales, promotion and everything else. The first Pi of marketing is PRODUCT! Thank you for your attention, good luck and big sales.

To be continued…VideoPost version

The assortment matrix is a list of all commodity items, including seasonal goods that may be temporarily out of stock in the store. But this is not just a list of goods - the matrix is built on the basis of the classifier and is the result of structuring the assortment. Subcategories, brands and other accounting units will be added to the division levels in the classifier.

The assortment matrix is the result of studying and taking into account such factors as:

customer demand

range of competitors

specificity of the region or city (city with developed infrastructure, industrial, port city or regional center, regional capital or outskirts);

location features (sleeping area, city center, near a busy highway, near a market, etc.);

format requirements (self-service or counter sales, mini market, supermarket, discounter or boutique

Based on the existing assortment matrix, an assortment minimum is compiled - a list of commodity items that must be constantly present in the store at a certain period of time. Again, the assortment minimum depends on seasonal fluctuations in demand and other factors related to the specifics of the store - opening hours, location of the store, main customers

You can also talk about things like:

assortment width is the total number of different product categories included in the assortment.

assortment depth - the total number of product items within each product category in the assortment. In other words, the deeper the category is represented, the better we can guess the needs of our buyer, the more choice we will give him. If we are dealing with a specialized store, for example "Computers", then the buyer rightly believes that the assortment in such a store will not be very wide, but deep enough, i.e. there will only be computers, but different brands, models and options . The deeper the assortment, the higher the specialization of the store.

Assortment of goods - a set of their types, varieties and varieties, combined or combined on a certain basis. The main grouping features of goods are production, raw materials and consumer.

Distinguish between the production and trade assortment of goods.

The production range is called the range of goods produced by industrial and agricultural enterprises, as well as other manufacturers. As a rule, enterprises producing goods produce a narrow range of goods, which allows them to introduce advanced production technology, improve the range of goods produced, and improve their quality. Therefore, the goods produced by them need further sorting, taking into account the requirements of trade, at the enterprises of which a wide range of goods is concentrated, which is a combination of products produced by a wide variety of manufacturers. Such sub-sorting, or assortment transformation, is carried out mainly at wholesale trade enterprises, through which the bulk of goods of a complex assortment pass. Some of the food and non-food products are sorted directly in stores and other enterprises retail.

The trade assortment is a range of goods to be sold in a retail distribution network. It includes a range of goods produced by many enterprises, and is divided into two commodity sectors: food and non-grocery goods. 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).

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.

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 that have an internal classification within the same type according to various characteristics (style, size, etc.) are classified as 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 footwear product group is divided into subgroups of leather, textile, felted and rubber shoes, a group of dishes 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 range of products specialized 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.

The procedure for the formation of an assortment of goods at wholesale trade enterprises

The formation of the assortment should be understood as the process of selecting and establishing a range of goods that meets the demand of customers and ensures high profitability of the trading enterprise. the formation of a rational assortment of goods is the most important function of commercial services wholesalers.

The most important principle in the formation of the assortment of goods is to ensure its compliance with the nature of the demand of the population served by the customers of the wholesale enterprise. It should provide for the comprehensive satisfaction of customer demand within the selected market segment. In this regard, the range of goods offered to wholesale buyers must have sufficient breadth and depth. At the same time, the breadth of the assortment is determined by the number of product groups, subgroups and items of goods included in the nomenclature, and the depth is determined by the number of varieties of goods for each item. The breadth and depth of the assortment of goods in the warehouses of the wholesale enterprise will depend on the assortment profile of the wholesale buyers served, the size of the warehouse space, the state of supply on consumer market and other factors.

One of the principles for the formation of a product range at a wholesale trade enterprise is to ensure its sustainability, which is especially important when it comes to consumer goods.

And, finally, one of the important principles of the rational formation of the assortment of goods at a wholesale trade enterprise is to ensure the conditions for its profitable operation, which is especially important in a market economy.

the next stage in the formation of the assortment is to determine the number of varieties of goods sold for each item. It goes without saying that, while engaged in the formation of an assortment of goods, commercial services must constantly monitor the appearance of new goods on the market and involve them in the turnover. At the same time, they must take measures to exclude obsolete models from their product range, as well as products for which demand has sharply decreased.

The tool by which the regulation of the assortment of goods in the warehouses of wholesale enterprises is carried out is the assortment list. It includes a list of product names corresponding to the established breadth of the range, and a minimum required amount varieties of goods that must always be in stock.

The procedure for the formation of an assortment of goods in stores

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.

To build a range of goods in retail trade enterprises the following factors influence: 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.

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 development of culture, social security and the level of income of the population. A very significant factor is the level of prices for goods. In addition, one should take into account the age, sex, professional and national composition of the 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.

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

At the first stage, a group assortment of goods is established, i.e. the assortment profile of stores is determined. This work is carried out taking into account the current principles of retail distribution network location and on the basis of marketing research in the target market. With this in mind, the place and role of the store in the overall system is determined. trade service city, district, etc.

The second stage involves the establishment of the quantitative ratio of individual groups of goods in the store, i.e. the structure of the group assortment is calculated.

At the third stage, the intragroup assortment is determined, i.e. the selection of specific varieties of goods of each group according to various criteria is carried out. At the same time, each store must ensure that the range of goods offered meets the demand of the population. They also take into account the influence of various factors on the construction of an assortment of goods in each particular retail trade enterprise.

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, it must be provided profitable job shop.

29. Merchandising is the planning, implementation and control of the physical movement of goods from their places of production to their places of use.

Merchandise goals.

These goals are set on the basis of a compromise between the requirement for a minimum of costs and the creation of a system that provides maximum service to customers.

Maximum customer service means maintaining large inventories, an impeccable transportation system and multiple warehouses, all of which drive up distribution costs. The enterprise must find an appropriate compromise and formulate goals that can guide planning.

Transportation. The choice of carrier determines the level of prices, the timeliness of delivery and the condition of the goods at the time of arrival at their destinations. When shipping goods, an enterprise can choose one or another mode of transport or a combination of them.

Railway transport is the largest carrier in the country. Railways are the most cost-effective view transport for the carriage of wagon loads of cargo ( hard coal, ores, sand, agricultural and forest products) over long distances. Efficient transport possible certain types other goods.

The cost of transporting bulky, non-perishable, low-value goods such as sand, coal, grain, oil, and metal ores by water is very low. But water transport is the slowest and is often affected by weather conditions.

Road transport is constantly increasing its share in transportation. In cities, motor transport carries out the bulk of freight traffic. This type of transportation is extremely flexible, allowing you to use various options for the route and schedule. Trucks are able to transport goods from door to door, eliminating the need for unnecessary transportation.

Pipeline transport is a means of transporting gas, oil, coal and chemical products from their places of origin to markets. Transportation of petroleum products through oil pipelines is cheaper than by rail, but somewhat more expensive than by water. This, along with air, is the most modern mode of transport.

Air Transport is gaining more and more importance. Although air freight rates are the highest, air transportation is preferred where speed is of the essence or distances are very long. Often the use of air transport allows you to reduce the level of inventory, reduce the number of warehouses, and reduce packaging costs.

Choice of mode of transport. This choice is made taking into account a number of factors. So, if the sender is interested in urgent transportation, then he opts for air or road transport. If its goal is to minimize costs, then a choice is made between water and pipeline transport. Thanks to containerization, shippers are increasingly resorting to the simultaneous use of two or more modes of transport. Containerization is the loading of goods into boxes or trailers that are easy to reload from one mode of transport to another. Any mixed mode of transportation provides the sender with certain benefits. Over time, the costs of different modes of transport change, and it is necessary to revise transportation schemes.

When organizing the process of product distribution, a number of factors affecting the efficiency of the process should be taken into account. They are combined into such groups: production factors, transport factors, as well as social and trade factors.

Production factors: location of production, existing specialization of production, seasonality in the manufacture of certain types of goods.

Also, a particular specialization of production in the production of a sometimes rather narrow range of consumer goods has a great influence on the organization of the process of commodity circulation. To a greater extent, this applies to goods with a complex assortment, since small stores cannot receive them without preliminary sorting in wholesale trade establishments. At the same time, most of the goods, before entering the retail trade enterprise, first pass through the chain through one or several sectors of the wholesale trade.

Production of certain groups of goods consumer goods- seasonally, and the seasonality of production in some cases is very pronounced.

Transport factors include the state of highways, the types of transport used in the movement of goods, and some other related ones. The vehicle fleet must also meet modern requirements rational and efficient organization of goods movement, which requires appropriate specialized transport, vehicles different carrying capacity, cargo capacity and cross-country ability.

Social factors have a very significant impact on the process of product distribution. These include the density of population settlement in districts and regions, the level of material prosperity, and others. With a low population density, for example, organize the delivery of goods end users much more difficult than in places where the population density is quite high: goods have to be transported over much longer distances and they pass through a greater number of intermediate links.

The level of money income of people has a decisive influence on the intensity of the process of commodity circulation.

So: the process of commodity circulation is influenced by such trade factors as the size, location and specialization of enterprises and trade establishments, the complexity of the assortment of groups of goods and the properties of these goods, as well as the level of organization of the supply of retail outlets. To a large extent, the distribution scheme depends on the properties and range of goods offered to the consumer. In particular, goods of a complex assortment, before entering the retail network, must be re-sorted in the link of wholesale points. Creation special conditions in the developed schemes of commodity circulation is necessary when working with perishable products. The process of product distribution will follow different schemes, depending on the chosen form of supply of goods to the retail trade network. The form of the process adopted in the calculations and the number of links in it have a serious influence on the organization and efficiency of commodity circulation.

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Privacy agreement

and processing of personal data

1. General Provisions

1.1. This agreement on confidentiality and processing of personal data (hereinafter referred to as the Agreement) is accepted freely and of its own free will, applies to all information that Insales Rus LLC and / or its affiliates, including all persons belonging to the same group with LLC "Insales Rus" (including "EKAM service" LLC) may receive about the User while using any of the sites, services, services, computer programs, products or services of "Insales Rus" LLC (hereinafter referred to as the "Services") and in during the execution of Insales Rus LLC of any agreements and contracts with the User. The User's consent to the Agreement, expressed by him in the framework of relations with one of the listed persons, applies to all other listed persons.

1.2. The use of the Services means the User's consent to this Agreement and the conditions specified therein; in case of disagreement with these conditions, the User must refrain from using the Services.

"Insales"- Society with limited liability"Insales Rus", PSRN 1117746506514, TIN 7714843760, KPP 771401001, registered at the address: 125319, Moscow, Akademika Ilyushin St., 4, building 1, office 11 (hereinafter referred to as "Insales"), on the one hand , And

"User" -

or individual who has legal capacity and is recognized as a participant in civil legal relations in accordance with the legislation of the Russian Federation;

or entity, registered in accordance with the laws of the state of which such person is a resident;

or individual entrepreneur, registered in accordance with the laws of the state of which such person is a resident;

which has accepted the terms of this Agreement.

1.4. For the purposes of this Agreement, the Parties have determined that confidential information is information of any nature (production, technical, economic, organizational and others), including the results of intellectual activity, as well as information about the methods of carrying out professional activities (including, but not limited to: information about products, works and services; information about technologies and research work; data on technical systems and equipment, including elements of software; business forecasts and details of proposed purchases; requirements and specifications of specific partners and potential partners; information relating to intellectual property, as well as plans and technologies related to all of the above) communicated by one party to the other party in written and / or electronic form, expressly designated by the Party as its confidential information.

1.5. The purpose of this Agreement is to protect confidential information that the Parties will exchange during negotiations, conclusion of contracts and fulfillment of obligations, as well as any other interaction (including, but not limited to, consulting, requesting and providing information, and performing other assignments).

2.Obligations of the Parties

2.1. The parties agree to keep all confidential information received by one Party from the other Party during the interaction of the Parties, not to disclose, disclose, make public or otherwise provide such information to any third party without the prior written permission of the other Party, except in cases specified in the current legislation, when the provision of such information is the responsibility of the Parties.

2.2. Each of the Parties will take all necessary measures to protect confidential information at least using the same measures that the Party applies to protect its own confidential information. Access to confidential information shall be granted only to those employees of each of the Parties who reasonably need it to perform official duties for the execution of this Agreement.

2.3. The obligation to keep secret confidential information is valid within the term of this Agreement, the license agreement for computer programs dated 01.12.2016, the agreement of accession to the license agreement for computer programs, agency and other agreements and within five years after termination their actions, unless otherwise agreed by the Parties.

(a) if the information provided has become publicly available without violating the obligations of one of the Parties;

(b) if the information provided became known to the Party as a result of its own research, systematic observations or other activities carried out without the use of confidential information received from the other Party;

(c) if the information provided is lawfully obtained from a third party without an obligation to keep it secret until it is provided by one of the Parties;

(d) if the information is provided at the written request of a public authority, other government agency, or organ local government in order to perform their functions and its disclosure to these authorities is mandatory for the Party. In this case, the Party must immediately notify the other Party of the request received;

(e) if the information is provided to a third party with the consent of the Party about which the information is being transferred.

2.5. Insales does not verify the accuracy of the information provided by the User, and is not able to assess its legal capacity.

2.6. The information that the User provides to Insales when registering in the Services is not personal data, as defined in federal law RF No. 152-FZ dated July 27, 2006. "About personal data".

2.7. Insales has the right to make changes to this Agreement. When making changes in the current version, the date of the last update is indicated. The new version of the Agreement comes into force from the moment of its placement, unless otherwise provided by the new version of the Agreement.

2.8. By accepting this Agreement, the User acknowledges and agrees that Insales may send personalized messages and information to the User (including, but not limited to) to improve the quality of the Services, to develop new products, to create and send personal offers to the User, to inform the User about changes in Tariff plans and updates, to send marketing materials to the User on the subject of the Services, to protect the Services and Users, and for other purposes.

The user has the right to refuse to receive the above information by notifying in writing to the e-mail address Insales - .

2.9. By accepting this Agreement, the User acknowledges and agrees that the Insales Services may use cookies, counters, other technologies to ensure the operation of the Services in general or their individual functions in particular, and the User has no claims against Insales in connection with this.

2.10. The user acknowledges that the equipment and software, used by him to visit sites on the Internet may have the function of prohibiting operations with cookies (for any sites or for certain sites), as well as deleting previously received cookies.

Insales has the right to determine that the provision of a certain Service is possible only if the acceptance and receipt of cookies is allowed by the User.

2.11. The user is solely responsible for the security of the means chosen by him to access the account, and also independently ensures their confidentiality. The User is solely responsible for all actions (as well as their consequences) within or using the Services under account of the User, including cases of voluntary transfer by the User of data for access to the User's account to third parties on any terms (including under contracts or agreements). At the same time, all actions within or using the Services under the User's account are considered to be performed by the User, except for cases when the User notified Insales about unauthorized access to the Services using the User's account and / or about any violation (suspicions of violation) of the confidentiality of their account access.

2.12. The User is obliged to immediately notify Insales of any case of unauthorized (not authorized by the User) access to the Services using the User's account and / or any violation (suspicion of violation) of the confidentiality of their means of access to the account. For security purposes, the User is obliged to independently carry out a safe shutdown of work under his account at the end of each session of work with the Services. Insales is not responsible for the possible loss or corruption of data, as well as other consequences of any nature that may occur due to the violation by the User of the provisions of this part of the Agreement.

3. Responsibility of the Parties

3.1. The Party that has violated the obligations stipulated by the Agreement regarding the protection of confidential information transmitted under the Agreement is obliged to compensate, at the request of the affected Party, the real damage caused by such a violation of the terms of the Agreement in accordance with current legislation Russian Federation.

3.2. Compensation for damages does not terminate the obligations of the violating Party for the proper performance of obligations under the Agreement.

4.Other provisions

4.1. All notifications, requests, demands and other correspondence under this Agreement, including those including confidential information, must be made in writing and be delivered in person or by courier, or sent by e-mail to the addresses specified in the license agreement for computer programs dated December 01, 2016, the agreement of accession to the license agreement for computer programs and in this Agreement or other addresses that may be specified in writing by the Party in the future.

4.2. If one or more provisions (conditions) of this Agreement are or become invalid, this cannot serve as a reason for termination of other provisions (conditions).

4.3. The law of the Russian Federation shall apply to this Agreement and the relationship between the User and Insales arising in connection with the application of the Agreement.

4.3. The User has the right to send all suggestions or questions regarding this Agreement to the Insales User Support Service or to the postal address: 107078, Moscow, st. Novoryazanskaya, 18, pp. 11-12 BC "Stendhal" LLC "Insales Rus".

Publication date: 01.12.2016

Full name in Russian:

Limited Liability Company "Insales Rus"

Abbreviated name in Russian:

Insales Rus LLC

Name in English:

InSales Rus Limited Liability Company (InSales Rus LLC)

Legal address:

125319, Moscow, st. Academician Ilyushin, 4, building 1, office 11

Mailing address:

107078, Moscow, st. Novoryazanskaya, 18, building 11-12, BC "Stendhal"

TIN: 7714843760 KPP: 771401001

Bank details:

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