Corporate identity of the companies of OAO Kazanorgsintez. Organization of management of marketing activities at JSC "Kazanorgsintez". General characteristics of OJSC Kazanorgsintez enterprise

Introduction

There is a direct relationship between quality and production efficiency. Improving quality improves production efficiency, resulting in lower costs and increased market share. This is what determines the relevance of the topic chosen by the author.

The object of the study is the enterprise JSC "Kazanorgsintez".

The subject of the research is the production quality management system.

Open Joint Stock Company "Kazanorgsintez" is one of the largest enterprises in the chemical industry in Russia, which is of strategic importance for the development of the economy of the Republic of Tatarstan. The main type of product manufactured by OJSC Kazanorgsintez is high and low pressure polyethylene. High density polyethylene is used for the production of cables, gas pipes, insulating film, etc.

The purpose of this work is to diagnose the quality management system on the example of the enterprise OJSC Kazanorgsintez.

The main tasks that need to be solved to achieve this goal are the following:

1. Consider the general characteristics of the enterprise OJSC Kazanorgsintez.

2. Carry out diagnostics of the control system at the JSC Kazanorgsintez enterprise.

3. Develop a scheme of the business process of quality management at the enterprise OJSC Kazanorgsintez.

4. Conduct a functional cost analysis of the management system at the OJSC Kazanorgsintez enterprise.

5. Develop proposals to improve the reflexive behavior of the quality management system for the production of products - polyethylene pipes.

general characteristics JSC "Kazanorgsintez" enterprises

Full name of the organization: Open Joint Stock Company Kazanorgsintez.

Brief name of the organization: OJSC Kazanorgsintez.

Open Joint Stock Company "Kazanorgsintez" is one of the largest enterprises in the chemical industry in Russia, which is of strategic importance for the development of the economy of the Republic of Tatarstan. The enterprise is located in the capital of the Republic of Tatarstan - Kazan.

Founded in 1958. In 1963, the first products were produced - phenol and acetone.

The main type of product manufactured by OJSC Kazanorgsintez is high and low pressure polyethylene. High density polyethylene is used for the production of cables, gas pipes, insulating film, plastic pipe joints, bags and packaging materials.

Low pressure polyethylene is used for the manufacture of water pipes, cables, plastic containers. OJSC Kazanorgsintez also produces pipes of various diameters from both high and low pressure polyethylene and is the largest producer of polyethylene pipes in Europe. Polyethylene pipes are widely used in the construction of gas pipelines, water pipelines and sewerage, housing construction, for amelioration, and the production of a protective sheath for cables. OAO Kazanorgsintez is one of the largest producers of organic synthesis products. Phenol and acetone meet international standards in terms of their quality indicators. They are widely used in various industries from pharmaceuticals to the production of high-strength plastics.

Legal address of the enterprise: 420051, Kazan, st. Belomorskaya.

Enterprise website: http://kazanorgsintez.ru /

Kazan Open Joint Stock Company "Organic Synthesis" was established in 1993 in accordance with the plan for the privatization of the Kazan lease production association"Organic Synthesis".

The main activities of Kazanorgsintez OJSC are:

1) production, sale of products and goods, provision of services;

2) production and implementation of research and development work;

3) manufacture of equipment for chemical, petrochemical, oil refining and explosive and toxic substances and mixtures;

4) financial, investment activities.

Currently, the enterprise produces polyethylene, polyethylene pipes, phenol, acetone, ethylene glycols, ethanolamines, bisphenol, polycarbonate and other products of organic synthesis. The entire range includes more than 170 items with a production volume of more than 1.3 million tons. The structure of the company is shown in Figure 2.1.

Figure 2.1 - The structure of the company OJSC "Kazanorgsintez"

The organizational structure at OJSC Kazanorgsintez is linear-functional, stepped, hierarchical, pyramidal.

The organizational structure diagram has two levels of management:

1 - director, deputies, employees of the plant management;

2 - heads of shops, department management apparatus.

In production, the scheme has a detailed continuation: the second stage is subordinated to the heads of sections, foremen; Each stage has its own line managers: at the first stage - the director of the enterprise, his deputies; at the second stage - heads of shops.

The connections in this scheme are quite complex. The director is the line manager for the chief engineer, who is the line manager for his deputies and heads of functional departments. The deputies of the chief engineer have functional links with various shops and line links with the employees of their functional units and shops, who are the executors for the first stage.

The line managers of the first stage have direct linear connections with the managers of the second stage, and among themselves the line managers also have cooperative ties.

Let's consider information communications at the given enterprise.

Information flows related to the supply and sales department move within the framework of vertical and horizontal communications. In this way, the employees of the department are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. For example, the chief technologist informs the supply and marketing department about upcoming changes in the production of a product, therefore, the main task of the supplier in this case is to find the most effective ways to purchase raw materials for production new products. Thus, it is clear that the input information received from the higher management is the need to search for new suppliers or to revise the work with old ones. The output will be in response to a proposed management request. It is possible to consider how information flows flow at the OJSC Kazanorgsintez enterprise using the example of the supply and sales department. Streams move within the framework of vertical and horizontal communications.

In this way, the employees of the department are informed about current tasks, changes in priorities, specific tasks, recommended procedures, etc. For example, the chief technologist informs the supply and marketing department about upcoming changes in the production of a product, therefore, the main task of the supplier in this case is to find the most effective ways to acquire raw materials for the production of new products. Thus, it is clear that the input information received from the higher management is the need to search for new suppliers or to revise the work with old ones. The output will be in response to a proposed management request.

This department interacts not only with higher management bodies, but also with the external environment of the enterprise. Here it is possible to identify buyers of products, both actual and potential, suppliers of raw materials for its manufacture.

In addition to the downward exchange, the organization needs upward communication, i.e. down up. The transfer of information from lower levels to higher levels can have a significant impact on performance. The department informs management about changes in interaction with the external environment, i.e. with the same suppliers and consumers.

During work, formal communications are involved, but there are also informal connections between employees and managers of different levels. Informal communications come to the fore during holidays and annual corporate events organizing outdoor recreation.

Horizontal communications in OJSC Kazanorgsintez mainly proceed through communication between employees. If this department (supply and sales) needs any information from another department, for example, from the planning and economic department, then this request and the information received in response passes through the head of the company.

It is possible to consider the organizational structure of the enterprise JSC "Kazanorgsintez".

Based on the organizational structure, it can be concluded that communications between the general director and the board of directors at the Kazanorgsintez enterprise usually take place in the form of meetings and reports, which he provides almost monthly.

In turn, the CEO interacts directly with the personnel department, since he directly learns from the personnel department any changes that occur in the enterprise. And the personnel department receives orders orally, the frequency of interaction with the personnel department is 2 times a month.

Also, based on the diagram, we can conclude that the incoming information moves from top to bottom, i.e. from director to accountant. The financial director transmits information to the planning and economic department, also to the supply and sales department and the chief accountant, and he, in turn, to the accounting department.

Consequently, the outgoing information is distributed from the bottom up, for example, the accounting department provides information to the chief accountant, and he, in turn, passes it to the financial director.

Each department has its own frequency of transmitting information, for example, the accounting department transmits information to the chief accountant daily, and all other considered departments every week.

Due to the fact that the means of communication are very outdated, it can be seen that the time that the message takes in transit significantly exceeds the time that it could take if these means were updated.

The transmission of incoming information takes place by means of a meeting, which takes a lot of time, orally, which contributes to a certain distortion of information. And the outgoing information is transmitted by means of reports, in writing on paper.

With another department technical department, he also interacts both orally and in writing.

As in any other enterprise, Kazanorgsintez OJSC also has various obstacles and various difficulties. These difficulties include, for example, untimely reporting of information to employees and the management apparatus, which can lead to material losses or some kind of inconsistency. Another of the disadvantages inherent in all others large enterprises is the mental attitude. This may be the result, for example, bad mood or relationships with employees individually, or fear of communicating with directors and bosses.

Another reason for difficulties in organizational communications is the overload of communication channels, which can be caused as an elementary shortage. technical means communication and information processing, and redundancy of information flows. An example of such a difficulty at the JSC Kazanorgsintez enterprise can be the supply and sales department, because in this department there is a constant overload, since this department receives not only information from top management and other departments, but also simultaneously from the external environment, i.e. external environment enterprises. This implies another reason for inefficient communication channels, this is difficult feedback.

As you know, information is not transmitted independently, but directly through the means of transmission.

Oral transmission is most often when an idea is born or information is selected. This type transmission of information in the enterprise prevails, it is used in most cases.

Meetings are most often held when management has already made a decision and it needs to be communicated to all departments. In Kazanorgsintez OJSC, it is mainly used when the general director needs to convey to the board of directors the changes that have occurred at the enterprise.

Telephone conversations and written transmission, when the message itself is directly transmitted. The company also actively uses this type of information transfer. In this case, the distortion of messages is less than during oral transmission.

Email and computer networks when the message is directly implemented. These means of information transmission at OJSC Kazanorgsintez are very outdated, which leads to slow transmission of information.

As noted above, many enterprises use a variety of means to communicate with the components of their external environment, OJSC Kazanorgsintez is no exception. They communicate with existing potential consumers through advertising, and other programs to promote goods to the market, as well as conducting various sociological surveys. In the field of public relations, priority is given to creating a certain image, the "image" of the enterprise at the local, national or international level. The OJSC "Kazanorgsintez" enterprise has to obey state regulation and to complete lengthy written reports in this regard. In its annual reports, like any company, it provides information on finance and marketing, as well as information about its location, career opportunities, benefits, and more. By making contributions to various political groups, committees, the enterprise is trying to influence the content of future laws and regulations.

There are various problems in the enterprise that hinder an effective communication process. Quite often such processes are psychological differences in perception. People interpret the same information in different ways depending on education, life experience, range of interests, needs, emotional state. The OJSC "Kazanorgsintez" enterprise is also subject to such a problem, however, as well as individual departments, in this case, the supply and sales department.

The nature of the relationship between the leader and the subordinate is also very important. In an atmosphere of trust, information flows expand, and the accuracy of information increases: if managers are honest and open, informing their subordinates, the latter respond to them in the same way. At this enterprise, the relationship between the leader and subordinates is purely formal, so there is no atmosphere of trust between them.

Another part of the problems of interpersonal contacts is connected with semantic barriers. They manifest themselves in the fact that the symbolic words used to encode information can have different meanings for different people depending on their profession, social status, national and cultural differences, positions, etc. The situation is complicated by the fact that in many organizations, and sometimes even in their structural divisions, their own jargon is developed, which can also serve as a source of semantic distortions. This enterprise OJSC "Kazanorgsintez" is also no exception, it is naturally subject to such a problem.

One of the reasons that cause difficulties in the communication process is filtering. In an organization, there is a need to select or filter information so that when information is exchanged between departments or levels of management, only those messages that concern him are sent to the recipient. To speed up the movement of information and make the message more clear, information is “compressed” in a certain way: they simplify, process, and summarize. This can lead to sifting out some and emphasizing other information that distorts the content of the information.

When analyzing the communication system, some shortcomings were identified. These shortcomings adversely affect the enterprise as a whole, so it is necessary to make a number of changes in the communication system.

As noted above, there are certain means of information transmission, one of the means of transmission is computer networks. At OJSC Kazanorgsintez they are very outdated. As a recommendation, you can suggest updating the computer database. This event will increase the speed of information transfer, which in turn will affect the quality and speed of acceptance management decisions, and their implementation. The number of new computers in the supply and sales department will be 6 pieces for the first time. On this moment the cost of one good computer is 30 thousand rubles, therefore, 180 thousand rubles will be spent on 6 computers. When updating the computer base, the Internet will also become better and faster. You can also create local network in the enterprise in order to transfer electronic modes reports to save time for both employees and management.

Also, by order of the General Director of JSC Kazanorgsintez, a group of 3 people will be appointed - researchers who will conduct benchmarking, i.e. conduct research at other competing enterprises. They will be assigned an additional surcharge in the amount of 5,000 rubles per person per month. With the help of research from competitors, management will be aware of what to do to improve the communication system in the enterprise, what is most beneficial to do, and what, on the contrary, should not be considered.

There is another problem - an irrational organizational structure. If the organizational structure of the organization is poorly thought out, then this causes duplication of functions, tasks and powers, this inevitably leads to parallel flows of information, its distortion and slowdown in movement. In addition, the more levels of leadership in organizational structure, the greater the likelihood of information distortion, since each level filters and corrects the transmitted information. An irrational structure can also cause conflicts between different departments and individual managers, which naturally creates serious problems in the exchange of information and management decisions. Based on the foregoing, it can be concluded that the duplication of functions should be removed at Kazanorgsintez OJSC, this will lead to the disappearance of parallel information flows. Increase the quality and speed of information transfer.

This will lead to the fact that the problem will disappear when exchanging information and making managerial decisions, since everyone will have their own functions, tasks and responsibilities, then conflict situations will also disappear.

Also, as activities, you can offer input new position, which will be called a psychologist, who will receive 17,000 rubles a month. Since conflicts negatively affect the transfer of information, they slow down the process of transferring information, distort data and negatively affect the entire work of the enterprise. It will help to avoid critical situations, relieve the tension of employees of the enterprise in conflict situations, and from this it follows that the position of a psychologist should positively affect all the activities of the enterprise as a whole.

Public relations should also be established. Establishing relationships between the enterprise and various contact audiences by creating a favorable reputation for the enterprise, a positive "corporate image", on the one hand, and eliminating or preventing unwanted rumors, gossip and actions - on the other. These are directed actions that create an atmosphere of understanding and mutual trust between the firm and various audiences.

It is also possible to offer, as an event, refresher courses for managerial personnel, where they will teach information Technology And foreign languages. Management staff will learn how to work with new programs, which will improve communication networks. And knowledge of the language will allow not to lead to distortion of information, and will allow you to correctly both encode information and decode it.

Year of foundation: 1963

Industry: chemical industry

Manufactured products: polyethylene, polyethylene pipes, phenol, acetone, ethylene glycols, ethanolamines, bisphenol, polycarbonate and other organic synthesis products

Revenue: RUB 79,021,773 thousand (2018)*

Net profit: RUB 19,913,410 thousand (2018)*

CEO: Minigulov Farid Gertovich

PJSC "Kazanorgsintez"— the largest domestic manufacturer of ethylene polymers and copolymers, the leading enterprise chemical industry Russian Federation, which is of strategic importance for the development of the economy of the Republic of Tatarstan and is part of the TAIF OJSC group of companies. Produces more than 38% of all Russian polyethylene and is its largest exporter.

The history of the enterprise began in 1958, when a decision was made to build a plant. In 1963, the first tons of phenol and acetone were produced, and the plant became one of the operating chemical enterprises.

Open Joint Stock Company "Kazanorgsintez" was established in 1993 in accordance with the privatization plan for the Kazan leased production association "Organic Synthesis". Since the transformation, the enterprise has undergone a number of large-scale modernization programs production capacity. Today, the plant has many years of experience in the chemical goods market, and is the largest producer of polyethylene and polyethylene pipes in Russia.

Currently, polyethylene, polyethylene pipes, phenol, acetone, bisphenol A, polycarbonates are produced. There are 170 types of products in total. The volume of annual production is 1.6 million tons.

THE STRUCTURE OF THE COMPANY

Plant for the production and processing of low-density polyethylene
HDPE plant
Bisphenol A Plant
Polycarbonate plant
Ethylene plant
Plant of organic products and industrial gases
Plant for preparation and overhaul

KEY SHAREHOLDERS**

as of September 30, 2019

56,32% - OOO "Telecom-Management"
21,18% - JSC "Svyazinvestneftekhim"
17,18% - PJSC Joint Stock commercial bank "AK BARS"

A huge role in the process of achieving the goals is played by the division "Marketing Department". Marketing department - is structural unit joint-stock company without the right of a legal person.

The Marketing Department is headed by the Head of the Department Khalilov R.R., this subdivision is directly subordinate to the Commercial Director of Kazanorgsintez OJSC and is responsible for the timely and high-quality fulfillment of the tasks assigned to the department. A person who has a higher professional (economic or engineering and economic) education and has undergone special training in the field of marketing, with experience in engineering and technical and leadership positions at least five years. The head of the department is appointed and dismissed by order Director General society.

The Marketing Department in its activities is guided by:

the current legislation of the Russian Federation, the Republic of Tatarstan;

the charter of the joint-stock company "Kazanorgsintez";

internal labor regulations;

orders and instructions for the enterprise;

this provision;

decisions of the Board of Directors, the Executive Directorate of OJSC Kazanorgsintez, orders and orders of the General Director, orders of the Deputy General Directors, on issues within their competence;

quality policy;

quality manual;

STP Quality Management Systems.

Tasks and functions. The main task of the department is the formation of policy effective sales products, its planned and guaranteed deliveries, obtaining the established indicators of profit from the sale of products by:

Development and development of sales markets for the products of OJSC Kazanorgsintez;

Development and implementation of new schemes for the sale of products.

Advertising - formation of a positive attitude on the part of consumers and partners towards Kazanorgsintez OJSC and its products. Assistance in reducing the costs of manufactured and developed products through the rational use of the enterprise's potential. To implement the assigned task, the marketing department performs the following functions:

Collection and processing of information on sales markets, specifics and dynamics of demand for the products of OJSC Kazanorgsintez, determination of the buyer's requirements for consumer properties of products manufactured by OJSC Kazanorgsintez, its competitiveness in the markets. Comprehensive study of domestic and foreign markets for products, analysis of the activities of competitors and consumers (range, quality, prices, markets);

Based on the analytical processing of information, the development of current, medium-term and long-term plans for promoting products on the markets, forecasting the sales volume for each type of product. Search for new consumers for the company's products;

Participation in the development of comprehensive programs, research and development work aimed at improving product quality, increasing its technical level and competitiveness;

Participation in the formation of contractual prices for the company's products;

Study of modern marketing methods, analysis of the most economical methods of marketing (own distribution networks, dealers, intermediaries, etc.). Definition of the most effective ways payment for goods, considering individual characteristics every buyer. Development of recommendations on preferential sales promotion;

Organization of advertising, exhibitions, consumer conferences. Conducting and analyzing consumer surveys. Informing consumers about the features of the products. Justification and analysis of advertising costs. Tracking and timely informing the management about the possibility of obtaining prestigious and internationally recognized assessments of the enterprise's performance. Carrying out intensive promotional activities in order to stimulate sales and create a stable positive opinion of the consumer and partner about the quality of our products, the reliability and profitability of its use.

The head of the department has the following responsibilities:

Ensure timely and high-quality performance of management work in accordance with the work plan and requirements;

Develop measures to improve the work of management;

Know modern methods of market research. Ensure the collection and analytical processing of information, the preparation of sales plans in accordance with modern methods marketing;

Take into account the individual requests of consumers making bulk purchases of JSC products;

Analyze consumer requests, factors influencing the sale of the company's products, advise the Executive Directorate on these issues.

Conduct analysis and ensure the development of sales forecasts based on data from surveys of consumers, buyers and the commercial service of the enterprise;

Provide management and performers of the company with the necessary marketing information, provide plans for promoting products on the markets;

Communicate with departments of the joint-stock company on marketing issues. Determine the range of issues within the responsibilities of his subordinates, based on the tasks and functions of management. To carry out the selection and placement of personnel in management, to strengthen labor discipline, to ensure the implementation of the Internal Labor Regulations by all employees of the department. Ensure the confidentiality of the work performed in accordance with the Regulations on Trade Secrets.

Organize advanced training of management employees.

Manage management staff.

Ensure the content and maintenance of all documentation in accordance with the requirements of the Quality Management System.

Ensure the performance of work in the department in accordance with the standards of the Quality Management System, the Quality Policy.

Facilitate the work of quality officers.

Participate in internal and external audits of the Quality Management System.

Participate in the development and revision of the Quality Management System standards.

current, medium-term, long-term marketing plans and sales forecasts for each type of product;

measures necessary for the effective interaction of all research, design, production and commercial services of the enterprise;

analytical information on the state of sales markets for OJSC Kazanorgsintez's products;

proposals for improving the organization of the distribution system, for service and preferential sales promotion.

The head of the marketing department has the ability to:

Submit for consideration and approval:

schemes for delegation of authority and responsibility on the issue of marketing, if necessary;

proposals for moral and material incentives for personnel for their personal contribution to the achieved economic results;

proposals for improving the organization of enterprise management;

proposals and documents on issues financial activities marketing services and other structural divisions.

Receive all the information of interest to him about the work of the joint-stock company from the head of any level.

Represent on behalf of the company in other organizations on issues within the competence of management.

Employees of this unit (marketing specialists) report to the head of the marketing department. They are appointed and dismissed from their positions by order of the General Director of the company on the proposal of the head of the marketing department. The organizational structure and relationships with other divisions of this department are presented in the appendix.

Persons with higher qualifications are appointed to the position of marketing specialist. vocational education no requirement for work experience.

The marketing specialist must know:

legislative, regulatory and legal acts regulating the financial, economic and commercial activity enterprises;

fundamentals of a market economy;

marketing research methods;

sources of information;

modern means of collecting and processing information (computer equipment, telecommunications, etc.);

the procedure for developing agreements and contracts for the supply of products;

fundamentals of production technology, enterprise management structure;

basics of office work organization;

ethics of business communication;

fundamentals of labor legislation;

Internal labor regulations;

rules and norms of labor protection;

enterprise standards.

Certification of a marketing specialist is carried out once every three years.

The key to the successful development of the enterprise and the prosperity of the business are people, so Kazanorgsintez strives to create a corporate environment in which each employee could realize his professional opportunities for maximum benefit to you and your company. They provide their employees with decent working conditions and material rewards.

All-Russian production volumes (Competitors):

In fact, 5 manufacturers are still present on the Russian polyethylene market. The sixth manufacturer, OOO "Sevilen" is actually a small enterprise, with a small share of production and sales of PE.

Of these, for the production of LDPE:

JSC "Tomsk Petrochemical Company". The raw material for the production of polyethylene is ethylene, produced from straight-run gasoline. At the moment, the management is carried out by OAO "Gazprom". The main operators for the sale of polyethylene produced by OAO "TNHK" are companies belonging to OAO "Gazprom" and AK "Sibur".

JSC "Ufaorgsintez" The raw material for the production of polyethylene is its own ethylene. Management is carried out by JSC "Bashneftekhim". Realization of polyethylenes through operators of OAO AK Sibur.

OAO Angarsk Polymer Plant. The raw material for the production of polyethylene is ethylene, produced from straight-run gasoline. Management is carried out by the structures of NK Yukos. Polyethylene is sold through trading house Yukos.

JSC "Salavatnefteorgsintez" Ethylene is the main raw material for production. It is in trust management of JSC "Gazprom".

LLC "Sevilen" The main raw material for the production of polyethylene is ethylene, obtained through an ethane pipeline from OAO Nizhnekamskneftekhim.

For the release of PND:

LLC "Stavrolen" The raw material for the production of polyethylene is ethylene, produced from straight-run gasoline at own productions. Management is carried out by OOO "Lukoil-Neftekhim". Sales of polyethylene are carried out through OOO Lukoil-Neftekhim.

Consider the environment of the petrochemical industry in the Russian Federation. In Russia, there was an increase in the number of manufacturers of products made from polymeric materials, in particular polyethylene. The polymer materials market is developing rapidly, in particular, the volume of consumption in the field of polymer containers and packaging is increasing. The production and consumption of household products made of plastics is increasing. IN Lately The packaging market is rapidly developing in Russia food products. In this regard, the production of containers and packaging for food products is growing. The main raw material for the manufacture food packaging are polyolefins, in particular polyethylenes, used for the manufacture of various films. During the period of demand, there is a significant shortage of these grades of polyethylene. Polyethylenes are in increasing demand for thin and strong films, and their consumption remains stable even during periods of so-called low demand for polyethylenes.

On Russian market polyethylene production, the prerequisites for the introduction of new polyethylene production capacities, as well as the renewal of the brand range, appeared. In the segment of new types of polyethylene grades Russian manufacturers significantly inferior to world manufacturers. In the last decade, the polyethylene consumption market has been significantly constrained in its development by the lack of domestically produced polyethylene.

Based on the above, manufacturing plants cannot have a significant impact on pricing. One of the manufacturers' enterprises that influences the sales policy is OJSC Kazanorgsintez, which sells independently the largest part of its products compared to other manufacturers.

The seasonal nature of products affects the pricing of the polyethylene market.

The most favorable periods in the sale of polyethylene are the summer months of the year, the end of spring and the beginning of autumn. This is due to the increased activity of producers of films, containers and packaging, which is associated with increased consumption of their products in the warm season. It also has a significant impact on the sales market planned overhauls manufacturing plants that fall in the summer. The shutdown of one of the producers leads to a sharp increase in demand due to the lack of polyethylene.

Taking into account the cost structure of polyethylene production, where the share of raw materials and energy carriers ranges from 55% - to 75%, pricing policy and pricing will be an advantageous factor for those companies that own and / or have a direct connection primarily to primary raw materials - straight-run naphtha, butane gas mixtures, and ethane. Moreover, the latter types of raw materials are the most cost-effective for the production of ethylene and polyethylene, and provide significant flexibility in pricing commercial products.

In 2006, Kazanorgsintez sold products and services worth 15.5 million rubles. Polyethylene, polyethylene pipes, phenol, acetone, glycols remain the main types of products, generating more than 80% of all sales proceeds. Basic specific gravity- 73% in the sales structure is sales of products to the domestic market. The increase in sales to the domestic market was due to a more favorable situation in the domestic markets of the main products, as well as a decrease in services for the processing of tolling raw materials (processing).

The choice of deliveries to the domestic or foreign market is carried out in such a way as to maximize the profitability of sales and maintain a sufficient volume of exports to increase it under favorable conditions. In the reporting year, exports amounted to 20% of sales.

Services for the processing of tolling raw materials accounted for 7% of all sales. The decrease relative to 2004 (11%) is associated with an increase in the supply of purchased raw materials.

Compared to the previous year, the amount of products sold increased by 1,632.8 million. rubles or 13.8%. The main reason for the increase in sales is the increase in prices for the company's products.

Kazanorgsintez's pricing policy is to set prices for products that would allow reaching the planned profit volume and capturing the maximum possible market share. When determining the price level, we take into account: market conditions, competitors' prices, production costs.

Consider the stages of the life cycle of goods. The life cycles of goods are very diverse, but it is almost always possible to distinguish the main phases. In classic life cycle product can be divided into five stages or phases:

Introduction or entry into the market. This is the phase in which a new product enters the market. Sometimes in the form of test sales. It starts from the moment the product is distributed and it goes on sale. At this stage, the product is still new.

Bisphenol, polycarbonate, etc. are at this stage at the enterprise.

growth phase. If the product is required in the market, then sales will begin to grow significantly. At this stage, there is usually an acceptance of the goods by buyers and a rapid increase in demand for it. Market coverage is increasing. New product information is passed on to new customers. The number of product modifications is increasing.

At this stage, there are polyethylene grades PE2NT05-5, PE2NT11-9, PE2NT22-12, PE2NT21-13, PE2NT26-16, film grades - PE2NT15-10, PE2NT17-5, PE2NT17-11.

Maturity phase. It is characterized by the fact that the majority of buyers have already purchased the goods. The product goes into the category of traditional. The quality of the goods and the smoothness of production are increasing. The service is being improved. Achieve maximum sales volume. Price competition.

At this stage, ethylene, high-density polyethylene, low-density polyethylene, ethylene oxide, phenol, etc. are found.

saturation phase. Sales growth stops. The price is greatly reduced. But, despite the price reduction and the use of other measures to influence buyers, sales growth stops. The market coverage is very high. Companies seek to increase their sector in the market. The sales network is also no longer growing. The technology is one. At this stage, there is a high chance of technological improvement goods and technology. Often this stage is combined with the stage of maturity for the reason that there is no clear distinction between them.

5. Recession. A recession is a period of sharp decline in sales and profits. Sales may drop to zero or remain at a very low level. The main reason: the emergence of a new, better product or a change in consumer preferences. The bulk of consumers are conservatives with low solvency.

The company's sales are based on the following principles:

Providing preferential terms to regular consumers who purchase significant volumes of products for a long time;

Expansion of highly efficient sales markets and search for new consumers;

Establishing such prices for products that would allow reaching the planned profit volume and seizing the maximum possible market share. When determining the price level, the demand for the products of OJSC Kazanorgsintez, market conditions, competitors' prices, production costs are taken into account;

In 2006 OJSC "Kazanorgsintez" exported products worth 2.8 billion. rub. in 27 countries of Europe and Asia. The main share in the structure of exports is occupied by HDPE and HDPE (75%).

In 2006, export earnings increased by 181 million rubles. (+6.9%). The main impact on revenue growth was the increase in polyethylene exports (+44% compared to 2005).

Main foreign markets the countries of the near abroad act - Ukraine, Belarus, Kazakhstan and Uzbekistan (61% of all exports). The markets of these countries are characterized by an increase in the consumption of chemical products and a higher level of prices in comparison with the world ones, in connection with which OJSC Kazanorgsintez considers this export direction as a priority.

Fig 2.1.1 Export structure of Kazanorgsintez OJSC by countries in 2006

Summing up, we highlight the competitive advantages of Kazanorgsintez OJSC:

) "Kazanorgsintez" is the only enterprise in Russia, which, since Soviet times, has been given the opportunity to obtain the basic monomer - ethylene, from low-cost ethane. This gives him competitive advantage compared to other polymer producers - ethane is three times cheaper than such feedstock sources as propane butane or straight-run gasoline.

) OAO Kazanorgsintez occupies a leading position in the Russian market for polyethylene and polyethylene pipes;

) Established relationships with suppliers and buyers.