OÜ Pajumäe talu müügistrateegia analüüs
Laen...
Kuupäev
2016
Kättesaadavus
Suletud / Closed, Korraldus nr. 6-1.MS/141
Autorid
Ajakirja pealkiri
Ajakirja ISSN
Köite pealkiri
Kirjastaja
Abstrakt
Käesoleva uurimistöö probleem tuleneb väikeste ettevõtete turule pääsemise raskustest
ning sellest, et turul olleks peavad nad leppima suuremate vahendajate otsustega. Töö
eesmärk on nimetatud probleemi analüüsida läbi Pajumäe talu senise müügistrateegia ja
teha ettepanekuid strateegia võimalikuks paremustamiseks.
Teoreetilises osas antakse ülevaade müügistrateegia olemusest ja sellega seostuvatest
olulisematest komponentidest. Empiirilises osas on kasutatud ettevõtte 2015. aasta
klientide müügitulude andmeid, meetodiks on teiseste andmete kvantitatiivne analüüs.
Põhianalüüsi tulemuste kinnitamiseks viidi läbi täiendav intervjuu ettevõtte juhiga.
Müügitulude andmeid analüüsiti kahest aspektist: Eesti turu kaetus Pajumäe toodetega
maakondade lõikes ning Pajumäe talu klientide jaotamine müügitulude ja ostusageduse
alusel. Turu kaetuse analüüsist selgus, et Pajumäe tooteid ei müüda kahes maakonnas –
Jõgevamaal ja Põlvamaal. Lisaks on viis maakonda, kus müügikäibed on väga väikesed,
nendeks on Ida-Virumaa, Võrumaa, Saaremaa, Hiiumaa ja Järvamaa. Klientide jaotamise
analüüsist esimese jaotusviisi järgi tuli välja, et Pajumäe talul oli 2015. aastal 13 (12,75
%) suurklienti, 33 (32,35 %) keskmist klienti, 42 (41,18 %) väikeklienti ning 14 (13,73
3
%) potentsiaalset klienti. Suurkliendid ostsid suurema osa kogu toodangust, keskmised
kliendid andsid keskmise osa käibemahust, väikekliendid ostsid periooditi väikestes
kogustes. Teise jaotuse järgi oli Pajumäe talul 2015. aastal 53 (51,96 %) püsiklienti, 25
(24,51 %) korduvklienti ning 24 (23,53 %) esmaklienti. Intervjuust ettevõtte juhiga selgus
töö alguses püstitatud probleem, milleks oli see, et turul olles peavad väikeettevõtjad
leppima suuremate vahendajate otsustega. Töö lõpuosas annab autor ettevõttele kaks
soovitust müügistrateegia tõhustamiseks. Kokkuvõttes aitab töö kaasa edasise
müügistrateegia kujudamisele, samuti võib töö aidata ettevõtet mainekujunduse alal ja
tuntuse tõstmisel maakondades, kus oldi 2015. aastal vähe esindatud.
The research problem of the paper at hand derives from the difficulties small companies face when entering the market and from how they are forced to accept the decisions of larger retailers while being on the market. The objective of the paper is to analyze the aforementioned issue through the sales strategy of Pajumäe farm and to make propositions for the possible amelioration of that strategy. The theoretical part gives an overview of the essence of a sales strategy and the most important elements associated with it. The empirical part uses the data from the sales revenues of the customers in the year 2015, the method used for analyzing is quantitative analysis of secondary data. In order to confirm the results of the main analysis, a complementary interview with the manager of the company was conducted. Data of sales revenues was analyzed from two aspects: the coverage of the Estonian market with the products of Pajumäe in each county and the distribution of the customers of Pajumäe farm according to sales revenues and purchasing frequency. The analysis of the coverage of the market indicated that the products of Pajumäe are not being sold in two counties – Jõgeva and Põlva. In addition to that, the sales turnover is very small in the following five counties: Ida-Viru, Võru, Saare, Hiiu and Järva. The analysis of the distribution of clients according to the first method brought out that in 2015, Pajumäe farm had 13 (12.75%) large customers, 33 (32.35%) medium customers, 42 (41.18%) small customers and 14 5 (13.73%) potential customers. Large customers bought the greatest part of the entire production, medium customers provided a medium share of the turnover capacity, small customers bought periodically and in small quantities. According to the second distribution, Pajumäe farm had 53 (51.96%) regular customers, 25 (24.51%) repeat customers and 24 (23.53%) first-time customers in 2015. The interview with the manager brought out the issue raised in the beginning of the paper, namely that small enterprises are being forced to accept the decisions of larger retailers while being on the market. In conclusion, the paper provides support for the further development of the sales strategy and it may also be of help in the field of reputation building and for becoming better known in the counties where representation was low in 2015.
The research problem of the paper at hand derives from the difficulties small companies face when entering the market and from how they are forced to accept the decisions of larger retailers while being on the market. The objective of the paper is to analyze the aforementioned issue through the sales strategy of Pajumäe farm and to make propositions for the possible amelioration of that strategy. The theoretical part gives an overview of the essence of a sales strategy and the most important elements associated with it. The empirical part uses the data from the sales revenues of the customers in the year 2015, the method used for analyzing is quantitative analysis of secondary data. In order to confirm the results of the main analysis, a complementary interview with the manager of the company was conducted. Data of sales revenues was analyzed from two aspects: the coverage of the Estonian market with the products of Pajumäe in each county and the distribution of the customers of Pajumäe farm according to sales revenues and purchasing frequency. The analysis of the coverage of the market indicated that the products of Pajumäe are not being sold in two counties – Jõgeva and Põlva. In addition to that, the sales turnover is very small in the following five counties: Ida-Viru, Võru, Saare, Hiiu and Järva. The analysis of the distribution of clients according to the first method brought out that in 2015, Pajumäe farm had 13 (12.75%) large customers, 33 (32.35%) medium customers, 42 (41.18%) small customers and 14 5 (13.73%) potential customers. Large customers bought the greatest part of the entire production, medium customers provided a medium share of the turnover capacity, small customers bought periodically and in small quantities. According to the second distribution, Pajumäe farm had 53 (51.96%) regular customers, 25 (24.51%) repeat customers and 24 (23.53%) first-time customers in 2015. The interview with the manager brought out the issue raised in the beginning of the paper, namely that small enterprises are being forced to accept the decisions of larger retailers while being on the market. In conclusion, the paper provides support for the further development of the sales strategy and it may also be of help in the field of reputation building and for becoming better known in the counties where representation was low in 2015.
Kirjeldus
Märksõnad
talud, müümine, strateegiad, analüüs, bakalaureusetööd