Internship at an advertising agency. Report on internship at an advertising agency Report on pre-graduate internship at an advertising agency

Date of writing: 23.10.2022

Reading time: 51 minutes

Introduction

In accordance with the curriculum, I completed an internship in a limited liability partnership advertising agency"Asia Direct" since June 9, 2008 to July 12, 2008

I was accepted for practical training on the staff of the partnership for the position of manager.

Together with the head of the practice directly at the partnership, a work implementation plan was drawn up, which I successfully completed.

During my internship, I:

I got acquainted with the constituent document - the charter, approved by the founder of the company;

Familiarized himself with the structure of the organization;

Familiarized himself with the organization and the functions and responsibilities of the company’s employees;

Familiarized himself with the content of economic and organizational work;

Familiarized yourself with the features of working with databases;

Introduction to telemarketing;

Familiarized himself with the specifics of the work of a BTL department manager (see appendix);

Participated in home sampling of Aquafina table water;

Managed a team of promoters as a supervisor;

Compiled reporting statements for the promotional campaign for home sampling of Aquafina table water;

Maintained time sheets.

Main part.

Asia Direct Agency is one of the first professional direct marketing agencies in Central Asia.

Member:

· 1999 - RADM (Russian Association of Direct Marketing)

· 2000 - FEDMA (Federation of European Direct Marketing Associations)

· 2003 - InterDirect Network (International Network of Independent Direct Marketing Agencies)

The company was organized in the form of a limited liability partnership on March 31, 1998. Full name of the enterprise - Limited Liability Partnership advertising agency "Asia Direct"

The advertising agency "Asia Direct" was created in accordance with the Constitution of the Republic of Kazakhstan, the Law of the Republic of Kazakhstan "On Limited Liability Partnerships". The partnership is guided in its activities by the Civil Code of the Republic of Kazakhstan, the Memorandum of Association on the creation of the partnership and the Charter of the enterprise.

Management of the current activities of the partnership is carried out by the sole executive body - the general director.

Company's mission -contribute to the development and promotion of the business of our clients.

The company carries out its mission through “direct marketing”.

Direct marketing- continuous process of attracting new customers, meeting needs regular customers and developing long-term relationships with them, as well as strengthening a positive attitude towards the company and increasing sales volumes.

Basic operating principles:

· Professionalism

· Individual approach to each client

· Creative approach to solving problems of any complexity

· Privacy

· Ethical standards

Companies:

Procter&Gamble Kazakhstan

Samsung electronics

North Winds Kazakhstan

· BankTuranAlem

Styx&Leo Burnett

McCANN-Erickson Kazakhstan

Panda promotion

Tequila Russia

BBDO marketing (Moscow)

· DM club (Moscow)

· Connections (Moscow)

More details about the main aspects of the company's activities are described in the appendix. In particular, you can familiarize yourself with direct marketing, BTL (below the line), promotions, telemarketing and databases.

Permanent staff The company has 37 people:

CEO;

Deputy General directors;

Marketing department - 6 people,

BTL department - 4;

IT department - 5;

Field department - 14;

Accounting - 3;

Drivers - 2;

Secretary - 1.

But in some cases, this number of people is not enough for the agency to fully operate, and the company resorts to temporary hire additional employees. Mostly this is unskilled labor - promoters, loaders, telemarketing operators. Hiring temporary workers is associated with one-time promotions and the absence of the need to constantly maintain a large staff.

Attracting temporary employees has a certain seasonality. In the summer, a large number of promotions are carried out, since in warm weather it is possible to hold promotions on the streets, in parks, in recreation areas, etc. It is also easier to hire promoters, who are mainly high school students and students who want to work during the summer holidays and agree to low wages.

Product cost structure of Asia Direct LLP, thousand tenge:

When analyzing this table, it should be noted that the largest share in the cost structure is wages with accruals - 43-45%, materials costs 22 - 30%. This is due to the peculiarity advertising business, which is not energy-intensive, material-intensive, etc. and the first place in the cost structure is the payment of workers up to 70% (in some cases).

Main indicators of financial and economic activities of Asia Direct LLP for 2005-2007, thousand tenge.

Production efficiency is one of the key categories of a market economy, which is directly related to achieving the ultimate goal of the development of social production as a whole and each enterprise individually.

Profit occupies an important place in the economic system. It is profit that ensures the economic stability of the company and its financial independence.

Profitability there is a relative indicator that has the property of comparability and can be used when comparing the activities of different enterprises. Profitability characterizes the degree of profitability, profitability, profitability.

Profitability of sales (turnover, sales) is determined by the ratio of the annual balance sheet profit of the enterprise to the amount of annual revenue from the sale of products, expressed as a percentage:

P b - the value of the enterprise’s annual balance sheet profit (tg./year);

B - annual revenue from product sales (tg./year);

2005 R sales (turnover) = 22815 / 72120 * 100% = 31.7%

2006 Sales (turnover) = 26500 / 78200 * 100% = 33.9%

2007 Sales (turnover) = 39180 / 98500 * 100% = 39.8%

This indicator characterizes the efficiency of entrepreneurial activity: how much profit does an enterprise have from 1 tenge of sales, work performed, services rendered.

It is clear from these calculations. That the level of profitability is growing every year, just as net profit is increasing.

In the profit structure, direct mail has the largest share - 45%, i.e. sending individual postal items;

promotions - 35%;

Conclusion

Industrial practice is an important element of the educational process for preparing a specialist in the field of economics.

During its completion, the future economist applies the knowledge, skills and abilities acquired during the training process in practice.

The main objectives of industrial practice are:

Gaining practical work experience.

Improving the quality of professional training.

Developing a specialist in the spirit of respect for the law.

Consolidation of acquired knowledge in general and special economic disciplines.

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

- Professionalism

- Individual approach to each client

- Creative approach to solving problems of any complexity

- Privacy

- Ethical standards

The goal of 3Decor LLC is to provide high-quality and complete satisfaction of the needs of organizations and individuals for services, as well as making a profit.

At the initial stage of development, the driving force of the business was large-format printing. A flexible pricing system and a friendly approach to the client allowed us not only to gain a confident foothold in the market within one year, but also to create a good name. 3Decor LLC is a dynamically developing advertising agency. The company strives to completely free the client from advertising “concerns”, taking responsibility for success and viability advertising campaign. That is why the company has its own production base and is constantly improving its arsenal of methods. The company's successful projects combine strong classic technologies and brilliant creativity. The strategic task of an advertising agency is to manage the client's image. This process involves professional achievement of the goal at each stage of positioning. Competent planning and analysis plus exceptionally high-quality step-by-step implementation is the basis for creating a reputation and, ultimately, promoting a business.

Full name of the organization: limited liability company "3Decor", abbreviated name: LLC "3Decor".

Form of ownership: private.

Composition of constituent documents: Charter of the enterprise, approved by its founders and the Memorandum of Association.

Types of activities: large-format and interior printing; creation, installation/dismantling of outdoor advertising; professional marketing research; design of transport advertising (external and internal); various types of printing; production of souvenirs; design services; placement and registration of outdoor advertising.

2 Enterprise – socio-economic management system

In this section we will consider and analyze the external and internal environment of the organization, as well as the organizational culture of the enterprise.

The external environment of the organization consists of: management subjects regulating activities, competitors, consumers, suppliers, etc.

Advertising agency "3Decor", like all enterprises, depends on environmental factors. This dependence became especially acute during the economic crisis. Let us take a closer look at the interaction of this company with environmental factors.

Suppliers. The activities of the enterprise under study directly depend on the continuous supply of raw materials (in this case, vinyl film). These supplies are necessary primarily for such a stage of work as the manufacture of an object. Delivery is not carried out directly, but through intermediaries, i.e. the company purchases materials from the official representative of the German manufacturing company in the city of Chelyabinsk. During the crisis, the cost of transportation increased, and accordingly the cost of the film itself increased, which affected the company’s activities. At first, the management of the 3Decor advertising agency decided not to increase the cost of finished products due to the increase in the cost of film, so as not to lose customers. But soon the enterprise’s income decreased significantly, and when the time came for the next payment of taxes and other mandatory contributions, which, by the way, were also increased, but by the government, the enterprise had almost no profit. Then the company's management had no choice but to increase prices for their products.

In the field of trade, mechanisms are often used that give the wholesale buyer the right to receive goods at a maximum discount. At the enterprise under study, these mechanisms have not yet been introduced, but active work in this direction is already underway.

Laws and government bodies. As is known, the state in a market economy influences organizations both indirectly, primarily through the tax system, state property and budget, and directly - through legislative acts and the activities of local authorities. For example, high tax rates significantly limit the activity of firms, their investment opportunities and push them to hide income. High bureaucratic barriers hinder entrepreneurial activity and the opening of small and medium-sized enterprises.

Advertisers and advertising agencies strive to control the advertising market as much as possible. At the same time, the state is forced to increasingly manage their advertising activities under pressure public opinion and under the threat of undesirable socio-economic consequences.

Today, the state manages advertising through the Law of the Russian Federation “On Advertising”. According to this law, outdoor advertising should not resemble road signs and indicators, impair their visibility, or reduce traffic safety. It is permitted for distribution with permission from the relevant local government authority. Subject to permission and an agreement with the owner, advertising may be placed on the territory of any objects, including historical, cultural and specially protected natural complexes. Advertising on vehicles can be placed on public roads and railways, in the subway and on other vehicles only with the consent of their owner. In this case, it is necessary to take into account the safety requirements of the Road Traffic Regulations. The authorities responsible for traffic safety control have the right to limit or prohibit the distribution of this advertising.

A recent case at the 3Decor advertising agency clearly demonstrated the company’s interaction with government bodies. A citizen contacted the company with a request to make a plastic copy of his license plates, supposedly in order not to damage the real ones in the event of an accident. Understanding the seriousness of the matter, the company's management demanded that the customer obtain permission from the traffic police to use such numbers. The order was completed only after the customer brought such permission.

Competitors. The influence of such a factor as competition on the organization is manifested in many aspects of management. In many cases, it is competitors, not consumers, who determine what kind of performance can be sold and what price can be charged. Underestimation of competitors and overestimation of markets lead even the largest companies to significant losses and crises. It is important to understand that consumers are not the only object of competition among organizations. The latter may also compete for labor resources, materials, capital and the right to use certain technical innovations. At the same time, it should be noted that competition sometimes pushes firms to create agreements of various types between them, from market division to cooperation between competitors.

As for the competition of the enterprise under study, we can say that it is not so significant. The company immediately found its niche among consumers and has been successfully operating in it for several years. However, competition is always present and the main thing for an enterprise today is not to lose the trust of customers.

Let's consider a comparative analysis using the example of some of the leading advertising companies on the market, competitors in the provision of large-format printing services and the production of outdoor advertising, Galaxy Center LLC and the Letter Factory private enterprise, presented in Table 1.

Table 1 – Competitive strength assessment

According to the table, we can conclude that the leading place is occupied by the competing company with 3Decor LLC, the advertising agency Galaxy Center, although the assessment of its volume of activity is somewhat lower than that of 3Decor, the Galaxy Center company is a competitive organization due to the professionalism of its staff, and this means an increased quality of the services offered and due to widespread advertising of its activities. The 3Decor company is a leader in terms of activity volume assessment, which means there are development prospects.

Consumers. There are a number of factors that determine a consumer's bargaining power. These factors include:

The degree of dependence of the buyer on the seller; (3Decor services are necessary today, since advertising has become the main engine of trade);

The volume of purchases made by the buyer (the company produces objects of various sizes and costs, which does not limit consumer opportunities);

The level of awareness of the buyer (with the expectation of attracting the attention of the consumer, the advertising agency "3Decor" placed billboards advertising its agency in several places in the city. This move was necessary because the agency premises itself are located not on the main street, but in the courtyard);

Availability of substitute products (objects manufactured at the enterprise cannot be purchased anywhere or made with your own hands; the only source may be competing companies);

Cost for the buyer to switch to another seller (the company offers low enough prices that consumers do not want to switch to other agencies);

The buyer's sensitivity to price, depending on the total cost of services, the presence of certain requirements for the quality of the product, its profit, etc.

Thus, we see that the whole variety of external factors is reflected in the consumer and through him influences the organization, its goals and strategy.

It is necessary to take into account factors influencing consumer behavior and their demand. Consumer demand has also become a decisive factor in 3Decor's activities. In the context of the global economic crisis, enterprises were forced to reduce their expenses. Many of them did this precisely by reducing advertising costs. All this, of course, shook the customer base, but not for long. Some enterprises realized that in conditions of increasing competition for consumers during a crisis, advertising mechanisms are very necessary.

Consumer behavior needs to be studied with a view to reducing its negative impact and taking advantage of the opportunities it provides. But it is important not to forget that an enterprise must independently actively shape the needs and preferences of consumers, their value guidelines, in order to solve its market problems.

The company occupies one of the leading positions in the market for providing services. The agency cooperates with such organizations as: the accessories store "Schinka", "Multibank", the chain of stores "Expert", the chain of multi-brand fashion stores "Snow Queen", the chain of retail stores "Lady Prima", the salon of Exclusive fur "Black Lama", beauty salon "Aist", Air ticket offices, furniture salon "Style House"

Economic factor. Management must be able to assess how the organization's operations will be affected by general changes in the economy.

There are many mechanisms for regulating the influence of economic factors on the activities of an enterprise. If, for example, inflation is forecast, management may consider it desirable to increase the organization's supply of inputs and negotiate fixed wages with workers in order to contain the rise in costs in the near future. It may also decide to make a loan, since when payments become due, the money will be worth less and thereby partially compensate for losses from interest payments. If an economic downturn is predicted, the organization may prefer to reduce inventories of finished products, since there may be difficulties in selling them, lay off some employees, or postpone plans to expand production until better times.

However, it is important to understand that a particular change in the state of the economy can have both a positive and negative impact. For example, if during the economic crisis some enterprises reduce their advertising costs, then some, on the contrary, use advertising methods to attract consumers.

3Decor's activities also depend on foreign exchange rates. For example, an enterprise prefers to place large orders for the supply of raw materials precisely during the period when the dollar is falling, which, although not significantly, reduces some of the costs.

There are many more aspects of an enterprise’s interaction with the external environment, and it is simply impossible to cover them all, because they are constantly subject to change. After all of the above, we saw that environmental analysis is a very important and complex process that requires careful monitoring of processes occurring in the environment, assessing factors and establishing connections between strong and weaknesses organization, as well as the opportunities and threats that exist in the external environment.

Let's consider the internal environment of the organization, i.e. assortment, prices, organization design, material and technical base and technological process.

Analysis pricing policy:

1. Large format printing

Banner fabric – from 115-170 rubles/sq.m.

Film with adhesive base - 145 rubles.

Light box 8000 RUR/sq.m.

Volumetric letter 10 cm high 350 rub.

3. Operational printing

Business cards 1.5 rub. single-sided and 2.4 double-sided rubles/pcs.

A4 booklets -15 RUR/piece.

Sheet A3-27 RUR/piece.

Form and procedure of payment:

Advance payment in cash and by bank transfer;

Final payment within 1 month.

Technical and technological support for the organization’s activities. The 3Decor organization has various equipment. It is divided into office office equipment and professional equipment in the workshop. The office is equipped with the following office equipment: - computers, 11 pcs. - printer-copier, 5 pcs. - scanner, 2 pcs. Workshop: - printing equipment for large format printing, 2 pcs. - equipment for " post-printing processing, 2 pcs. - laser equipment for cutting hard materials, 2 pcs. - cutting plotter, 2 pcs. - printing equipment, 2 pcs. - "post-printing" equipment for printing, 5 pcs. - installation tools (punchers, screwdrivers, etc.) Characteristics of the design and interior design of the organization’s premises. Office of the company “3Decor” with an area of 80 sq.m. located on the third floor of the building. The office design features design elements in the style of minimalism. The color palette of walls and furniture is selected in accordance with the corporate color scheme of the organization. Each specialist has a place to work with the customer. There is also a table for customers and office employees to drink tea, relax or have an informal conversation with customers. There is an exhibition stand with samples of the manufactured product. Table for issuing finished products.
Large format printing workshop. Area 120 square meters. There is a large work desk with an area of 25 sq. m., printing equipment, racks for printed materials, cabinets for finished products, and printers’ work stations. There is 6 m. stepladder for mounting signs up to 2 storeys high. Laser cutting workshop. Area 250 sq. m. there are 8 windows, a cutting table of 10 sq. m., racks for tools, niches for sheet material, a huge free area for the manufacture of metal structures. A dining area equipped with household kitchen appliances for workshop employees.

3 Organizational management structure

The organizational structure of management is understood as an ordered set of services, line managers, functional departments, responsible executives or individual positions in their subordination according to administrative, functional and methodological connections. Organizational structure is the composition, relationship and subordination of independent management units and individual positions.

The essence of the organizational structure is the delegation of rights and responsibilities for the division of labor. The organizational structure of an advertising agency is a reflection of the powers and responsibilities assigned to each of its employees.

The purpose of the organizational structure is:

Division of labor;

Determining the tasks and responsibilities of employees;

Defining roles and relationships

The main objective of the organizational structure of the advertising agency "3Decor" is to establish relationships of authority that connect senior management with lower levels of employees. This relationship is established through delegation, which means transferring powers and tasks to a person who accepts responsibility for their implementation.

To work effectively, management must distribute among employees all those tasks that are necessary to achieve the goal of the enterprise.

The enterprise clearly distributes powers and responsibilities for each position. Everyone understands what is expected of them and who is relying on them. The management structure of the enterprise is linear-functional (Figure 1). Line management is supported by support services.

	The value of the indicator
Index	in 2010	in 2011


Senior managers
Middle managers
Lower level managers
Specialists
Employees


Men
Women
- ·from 35 to 45 years
- ·from 25 to 35 years
- up to 25 years
- · higher education
- ·specialized secondary
- general average

The level of professional training in the specialty, after an analysis of the personnel composition, is as follows:

From the above data it is clear that the number of employees without professional training has changed noticeably during the reporting period, there is a downward trend from 27% to 21%, and the number of employees with professional training from one to five years has increased by 5% and amounted to 32 % of the total number of employees. In other categories there are minor fluctuations.

The company's permanent staff is 28 people: Director - 1 person. Customer service department: customer service manager - 2 people. Supply and production development department: technologist - 1 person, worker - 2 people. Creative and design department: PR manager – 1 person, designer – 2 people. Accounting: Accountant – 2 people. Large-format and interior printing department: technologist – 1 person, installer – 2 people, worker – 3 people. Printing production department: technologist – 1 person, worker – 1 person. Department for the production and installation of outdoor advertising: technologist – 1 person, installer – 2 people, worker – 2 people. Department for placement and approval (registration) of outdoor advertising: technologist – 1 person, installer – 1 person, worker – 1 person, manager – 1 person.

The General Director acts on behalf of the enterprise without a power of attorney in the following cases:

Provides operational management of the enterprise's activities;

Has the right of first signature on financial documents;

Approves the staffing table, concludes employment contracts with employees of the enterprise, applies incentive measures to these employees and imposes penalties on them;

Technologists from the departments of supply and production development, large-format and interior printing, production of printed products, production and installation of outdoor advertising, control the process of creating advertising products, make calculations and designs, travel with installers to sites where they take measurements and photographs of the object. Monitor the safety of the entire workshop and installation workers.

The accountant documents the business transactions carried out at the enterprise: supply, purchase of goods, raw materials, settlement transactions with suppliers, transport organizations, the budget, calculates the cost of manufactured products, conducts inventory, calculates wages and taxes, and maintains the company's records.

The customer service manager works with first-time customers, conducts commercial negotiations with customers in the interests of the company, receives and processes customer orders, necessary documents related to the shipment of products to the company’s clients, maintains a client base. Shop workers work on specialized equipment, producing promotional products, monitor the equipment, carry out adjustments of equipment, make a request to the technologist for the purchase of materials and necessary tools. Installers carry out installation according to the technologist’s clear plan . The designer creates sketches of an advertising project, works closely with production technologists, develops corporate styles, and creates design layouts for all advertising products. But in some cases, this number of people is not enough for the agency to fully operate and the company resorts to temporarily hiring additional employees. These are mainly promoters and workers. Hiring temporary workers is associated with one-time promotions and the absence of the need to constantly maintain a large staff. Attracting temporary employees has a certain seasonality. In the summer, a large number of promotions are held, because... in warm weather, it is possible to hold events on the streets, in parks, in recreation areas, etc. It is also easier to hire promoters, who are mainly high school students and students who want to work during the summer holidays and agree to low wages.

4 Management functions

In this section, we will consider the planning and control of the activities of 3Decor LLC, as well as management functions.

According to their importance in the management process, the following functions are distinguished: general and specific.

General management functions include planning and control. A plan is a model of the future state of the enterprise. Planning means, first of all, the ability to think ahead and presupposes systematic work. "Planning is far from improvisation - it requires analytical thinking."

The planning function involves deciding what the organization's goals should be and what members of the organization should do to achieve those goals. The strategic planning process is a tool to assist in making management decisions. Its task is to ensure sufficient innovation and change in the organization.

So, let’s formulate the main advantages that planning gives us:

Removing uncertainty;

Precise definition of goals and actions to achieve them;

The emergence of meaningfulness in activities;

Avoiding mistakes in future activities;

The ability to anticipate and act in a future situation ahead of time.

There are plans:

1) long-term (5-above years);

2) medium-term (1-5);

3) short-term (up to 1 year).

Planning at the 3Decor LLC enterprise is mid-term, that is, the assigned tasks must be achieved within 1-5 years.

For this period, the company has planned to increase sales volumes in order to increase profits.

For this purpose, a program has been developed to achieve this goal, which is currently being gradually implemented. The company plans to enlarge the workshop, purchase new equipment to increase the volume of work and the timing of orders.

Management functions and the determination of their composition are the basis for establishing an organizational structure, developing a technological management process, selecting and placing engineering and technical workers and employees, etc. The variety of management functions, different degrees of generality and levels of detail predetermine the need to group them into general, specific and special .

The general management function is part of the management cycle (characterized by the repetition of the type of activity), is aimed at each management object and determines the functional division and specialization of management work. The most reasonable is the following typical composition of operations of the management cycle: forecasting and planning; organization; coordination and regulation; activation and stimulation; control, accounting and analysis.

A specific management function is a combination of a general management function (a particular operation of the management cycle) with a specific management object. In turn, management objects, and, consequently, specific functions are grouped according to three criteria: the organizational structure of trading activity, individual stages of the trading activity process, and individual factors of trading activity.

Control is a critical and complex management function. One of the most important features of control that should be considered first is that control must be comprehensive. Every manager, regardless of his rank, must exercise control as an integral part of his job responsibilities.

The enterprise carries out three main types of management control: preliminary, current and final. Preliminary – precedes the active activities of the organization. In its content, this is organizational control, the task of which is mainly to check the readiness of the organization, its personnel, production apparatus, management system, etc. for work.

Preliminary control over personnel is intended, first of all, to answer the question of whether it is possible to solve the tasks provided for in the plan with its help. Such control is carried out on the basis of pre-developed requirements for each category of specialists using various types of tests, interviews, and exams. This control is exercised by the manager.

Personnel control is also intended to monitor the training and retraining of personnel, their instruction, conditions for creativity and innovation, and health status.

The third area of preliminary control is the state of the organization’s material and financial resources. In relation to material resources, the availability of stocks of raw materials, supplies, and components in warehouses is checked, the compliance of their structure and quantity with production needs, and the guarantee of supplies. In this direction, control is carried out by department technologists.

Current control at 3Decor exists in the forms of strategic and operational. Strategic has as its main object the efficiency of using the organization’s resources in terms of achieving its ultimate goals and is carried out not only by quantitative, but also by qualitative indicators: the level of labor productivity, new methods of work, technologies both in the organization as a whole and in its divisions. Strategic control is carried out by managers and technologists of the enterprise.

Operational control, carried out literally simultaneously with the execution of the main work, is focused on current production and economic activities, in particular the movement of products within the technological process (sequence of operations, time standards for their implementation, quality of work); loading equipment; adherence to the general work schedule; availability of inventories, work in progress and finished products, level of current costs, current expenditure of funds. Operational control is carried out at the level of individual operations. Operational control is carried out by the manager and technologists of 3Decor LLC.

The third type of control is final. It is associated with assessing the organization’s implementation of its plans and involves a comprehensive analysis of not only specific performance results over the past period, but also its strengths and weaknesses. Final control data is used to draw up future plans. Final control is carried out by the director of the advertising agency.

At 3Decor LLC, control over activities is carried out by managers of all levels: the general director controls the activities of the organization as a whole and subordinates in particular. Financial control is carried out by the chief accountant. Through financial control, the implementation of financial plans and the organization of financial and economic activities are verified. Internal control is exercised by the director and managers. External control, i.e. control over operations, foreign economic relations, suppliers, clients, intermediaries, banks is exercised by the manager and director.

Private (specific) management functions include: commercial, marketing, innovation, production, etc.

Their tasks include:

1) development marketing policy at the enterprise based on analysis of consumer properties;

2) conclusion of new contracts;

3) search for new markets;

The innovative and production functions of the organization are performed by the creative and design department and the outdoor advertising production and installation department, respectively.

Their tasks include:

1) development of an innovation policy at an enterprise by studying the market sector in the field of innovative implementations, as well as consumer properties of products

2) project, design and installation of the advertising product itself

3) implementation and promotion of the organization’s services and products in the advertising industry, etc.

5 Management methods

Management methods are a set of techniques and methods of influencing the managed object to achieve the goals set by the organization.

All management methods used at the enterprise can be divided into three groups:

1. Economic methods.

2. Social and psychological.

3. Organizational and administrative.

Economic management methods are a set of methods of influence by creating economic conditions that encourage an enterprise employee to act in the right direction and achieve solutions to the tasks assigned to him. They are based on the objective needs and interests of people. Economic management methods are successfully used to increase labor productivity.

At 3Decor LLC, remuneration is the main motive for work activity and a monetary measure of the cost of labor. It provides a connection between the results of labor and its process and reflects the quantity and complexity of labor of workers of various qualifications. By setting salaries for employees and tariff rates for workers, the agency's management determined the standard cost of labor taking into account the average labor costs for its normal duration.

Social-psychological methods are understood as a group of methods aimed at the totality of social interests and psychological characteristics of the employee. Thus, these methods influence the social processes occurring in work groups and interpersonal relationships and connections. The condition for the formation and development of work collectives is compliance with the principles of psychophysiological compatibility. The main goal of using socio-psychological management methods is to create a positive socio-psychological climate in the team.

The 3Decor advertising agency uses sociological methods that are aimed at all departments of the enterprise and their interaction in the production process; psychological methods that specifically influence the personality of each employee (the inner world of a person).

· socio-economic (requirement to comply with safety regulations, establishment of implementation standards, guarantee of minimum wage);

· social and personal (identifying capable workers who may occupy leadership positions in the future with the help of various tests, observations and organizing the development of their management skills).

Organizational and administrative management methods are a system of influencing organizational relations to achieve specific goals. Performing the same work is possible in different organizational conditions: strict regulation, flexible regulation, setting common goals, establishing acceptable boundaries of activity, etc. These methods ensure clarity, discipline and order of work in a team.

1) mandatory requirement:

a) orders (Order No. 46 “On the introduction of a new staff unit”);

b) orders (Order No. 4 “Modernization of technical systems, as well as internal communication systems”);

2) conciliatory:

a) consultation (seminar, training to improve the skills of company employees in the advertising industry);

b) resolution of compromise (intra-collective council to resolve controversial issues in the process of relations between company employees);

a) advice (informal prescriptions of the internal rules of conduct in the organization);

b) clarification (detailed explanation to an employee of the organization of certain points of internal regulations and other points that have a dual structure of understanding);

c) proposal (putting on the agenda for consideration by the management of the organization an improvement proposal, or another rationalization idea for improving the production process or production area).

It should be noted that 3Decor management uses the entire range of management techniques and methods that exist in modern management.

6 Motivating the work activity of enterprise personnel

This section will consider the system of economic incentives for labor, namely: forms of wages used at the enterprise, various allowances and bonuses. Salary is the price paid to a worker for the use of his labor, depending on his qualifications, complexity, quantity and quality. Payments occupy the main place in the total income of the population. The enterprise independently establishes remuneration systems, salaries, bonuses and other incentive payments. All these points are fixed in the collective agreement, as well as in individual employment contracts between employees and the organization.

A collective agreement is a legal document that regulates labor, socio-economic and professional relations between employers, that is, property owners and employees of an enterprise. The administration cannot unilaterally cancel or introduce other conditions for the organization of labor and remuneration if they are not provided for in the collective agreement.

The collective agreement in the field of remuneration provides for:

1. Periodic salary increases in accordance with the growth of average wages.

2. Amounts of payments if appropriate funds are available: for health improvement, for children’s camps, etc.

The time-based form of remuneration can be:

Simple time-based;

Time-based bonus;

Time-based with a standardized task.

3Decor LLC uses simple time-based wages - that is, when wages are calculated by multiplying the salary of each employee by the quantity and quality of time worked.

The company also uses a piece-rate form of remuneration. This form of remuneration makes workers more interested in increasing turnover.

Types of piecework wages:

Direct piecework;

Indirect piecework;

Piece-progressive;

Piece-bonus;

Chord.

3Decor LLC uses direct piecework wages - calculated by multiplying the price per unit of production by the number of products sold.

Bonuses play an important role in labor incentive systems. Through an effective bonus system, the material interest of employees in increasing labor productivity, reducing costs and, on this basis, increasing profits is stimulated.

This enterprise does not use a bonus system, which should be noted as a negative point in the work of the enterprise. In my opinion, the enterprise should develop a bonus regulation and agree it with the team, where the following points should be clearly stated:

Bonus indicators, that is, are indicated specific conditions, for which a bonus is awarded;

Bonus amounts;

Conditions for bonuses, that is, bonuses are accrued subject to exceeding turnover, or turnover and profit, or only profit;

Sources of bonuses;

The procedure for calculating the bonus.

In addition to economic incentives for labor, there is also moral incentive for labor. At 3Decor LLC, it is expressed in the following forms: praising an employee in front of the entire team, singling out an employee from the team, that is, the employee may be given some tasks and the emphasis is placed on the fact that no one can cope with this task better than him, or that they trust him and count on him. In a word, they make the employee feel his importance and individuality.

Organization of corporate events.

An inseparable part of the company’s identity are the corporate events held there - holidays, trainings, team building. And they are not so much ways to “entertain” employees, but rather tools for moral stimulation of staff, elements of forming the internal image of the company. Experts call one of the most effective methods broadcasting corporate values at corporate events.

Corporate holidays perform a number of important functions in the life of an organization:

Recording success (in contrast to a simple summing up procedure, the holiday emphasizes the achievements and successes of the company with a positive focus);

Adaptation (helping newcomers join the team);

Education (introducing people to values that are significant for the organization);

Group motivation (the process of forming and regulating relationships in a team takes place in an informal, memorable, positive emotional environment);

Recreation (necessary distraction from the work process, rest, redirection of attention, entertainment);

7. Leadership styles

Leadership style is a method, a system of methods for a leader to influence subordinates. One of the most important factors for the effective operation of an organization, the full realization of the potential capabilities of people and teams.

Leadership style is determined by a number of factors:

Leader personality type;

The level of his upbringing and education;

Accumulated experience;

Working conditions of the enterprise;

Stage of team development.

In the practice of management activities, a certain role is played by: the observation method; testing method. The testing method involves conducting tests “Your leadership style” (Appendix 1).

When analyzing leadership styles, we had to be content only with our own observations, since managers at different levels refused to participate in testing and analysis of their own management activities. In the process of studying leadership styles, it turned out that different leaders use different style. Thus, the general director is characterized by centralization of power in the hands of one leader. He demands that all matters be reported only to him. This style is characterized by a focus on administration and limited contacts with subordinates. The director often makes (or cancels) decisions alone, is categorical, and often harsh with people. He always orders, manages, instructs, but never asks. In other words, the main content of his management activities consists of orders and commands. However, it should be noted that he often gives his subordinates the opportunity to take initiative, and often does not exercise intermediate control (only final control), which in general is not typical for an autocrat. However, it is characterized by dogmatism and stereotypical thinking. Everything new is perceived with caution or not at all, since in managerial work he practically uses the same methods.

The head of the customer service department is a manager who uses a predominantly democratic style. He strives to resolve as many issues as possible collectively, systematically inform his subordinates about the state of affairs in the team, and responds correctly to criticism. When communicating with subordinates, he is extremely polite and friendly, is in constant contact, delegates some managerial functions to other specialists, and trusts people. Demanding, but fair. All team members take part in preparing for the implementation of management decisions. In addition, this manager consults with subordinates and strives to use the best that they offer. Provides motivation not only through remuneration, but also in the form of some connection to management.

The head of the creative and design department is a leader with a liberal leadership style, who practically does not interfere in the activities of the team, and employees are given complete independence, the opportunity for individual and collective creativity. This leader is usually polite with his subordinates and is ready to cancel a decision he has previously made, especially if this threatens his popularity. Of the available arsenal of means of influencing the team, the main place is occupied by persuasion and requests. His gentleness in dealing with people prevents him from gaining real authority, since some employees demand concessions from him, which he does, for fear of ruining relationships with them. The choice of this style is largely due to the youth of this manager.

To optimize management styles, managers are recommended to analyze their own management methods and style and get advice from a psychologist.

Conclusion

The place where the educational internship will take place is one of the service enterprises that carries out advertising activities - the limited liability company advertising agency "3Decor". To study and analyze the management system in the 3Decor advertising group, the essence and significance of management, its principles, methods, and the technological process of preparing and making management decisions were studied. In addition, as part of the educational internship, the organizational and legal features of the enterprise’s activities were studied; external and internal environment of the enterprise, leadership styles. During the internship, the following conclusions and recommendations were made:

1. The organizational structure of 3Decor LLC is one of the most common and simple types - linear-functional. All power is in the hands of the leader - the general director.

The advantages of this structure are:

Simple construction;

Efficiency and accuracy of management decisions;

Along with the advantages, there are also disadvantages, such as:

Concentration of power in the top management;

In our opinion, the management of 3Decor LLC needs to think about improving the organizational structure of enterprise management. In our opinion, it is necessary to hire a personnel manager. This will allow the general director to organize the work of the enterprise more productively. And also create a marketing department, which will allow the most effective exploration of new markets for products; this department will take on the work of studying consumer needs, developing a competitive and pricing policy, then managers will be able to fully engage in their work, and this in turn will have a positive impact on work the entire enterprise as a whole.

A positive aspect in the work of the enterprise should be noted that the company’s management is interested in improving the skills of its employees, their training and retraining and constantly sends employees to various seminars, courses, etc.

2. 3Decor LLC uses economic, socio-psychological, organizational and administrative principles.

The management of 3Decor LLC applies all three methods in order to achieve optimal performance from its subordinates and, thereby, achieve success in its activities.

3. It is customary to distinguish two forms of labor incentives: economic incentives (salaries, bonuses) and moral incentives.

The main element of economic incentives at 3Decor LLC is wages; the bonus system at this enterprise is absolutely not developed. The company's management should develop a system of material incentives, since bonuses are a pleasant motivating stimulus when an employee, having spent some effort, sees results, receives a reward and a feeling of satisfaction and a sense of impact sets in. Moral stimulation is fully applied.

4. 3Decor LLC uses a democratic leadership style, which is characterized by the ability to combine care for people with care for production. Communication flows mainly go from top to bottom.

5. The company has a good moral and psychological climate in the team, friendly labor relations and relationships of mutual assistance. Everyone is ready to help the other. Relations within the team are very warm, there are practically no conflicts, employees go to work with pleasure, because in such a team you not only work, but also relax.

Also, the management of the 3Decor enterprise can recommend the following areas for improving the image:

1. Serving additional consumer groups, for example, an offer for consumers in the Chelyabinsk region.

2. Regular participation in exhibitions of souvenir products.

3. Attracting large enterprises with branches not only in Chelyabinsk.

This will increase sales of products, recognition of the company, and increase its financial turnover.

Bibliography

3. Kibanov A.Ya. Organizational personnel management: workshop. M. Economics, 2006. 232 p.

5. Maslov E.V. Enterprise personnel management. M. MSU. 2006. 344 p.

6. Meskon M.Kh., Albert M., Khedouri F. Fundamentals of management - M.: Delo, 2004. 327 p.

7. Moseykin Yu.N. Strategic planning. Course of lectures: Textbook. - M.: Publishing house RUDN, 2005. - 80 p.

9. Rogozhin S.V., Rogozhina T.V. Organization theory. Textbook.-M.: MGUK, 2001. 128 p.

11. Sandidis Ch., Freiburger V., Rotzoll K. Advertising: theory and practice. M.: Progress, 2003. 186 p.

Annex 1

Test – “Your leadership style.”

With the help of this test, we will be able to determine what leadership style is used by top and middle management.

1. Decision making method:

1) based on consultations from above or group opinion;

2) sole person with subordinates;

3) based on instructions.

2. Method of communicating decisions to the executor:

1) Offer;

2) Order, instruction, command;

3) Request, begging.

3. Distribution of responsibilities:

1) In accordance with authority;

2) Completely in the hands of the performer;

3) Completely in the hands of the leader.

4. Attitude towards the initiative of subordinates:

1) Allowed;

2) Completely transferred to subordinates;

3) Encouraged and used.

5. Principles of personnel selection:

1) No principles;

2) Focus on business-minded, knowledgeable employees and helping them in their careers;

3) Getting rid of strong competitors.

6. Attitude to knowledge:

1) You think that you know everything yourself;

2) Indifferent;

3) Constantly learn and demand the same from your subordinates.

7. Attitude to communication:

1) You don’t show any initiative;

2) Negative, keep your distance;

3) Positive, you actively make contacts.

8. Attitude towards subordinates:

1) In mood, uneven;

2) Even, friendly, demanding;

3) Soft, not demanding.

9. Attitude to discipline:

1) Reasonable;

2) Rigid, formal;

3) Soft, formal.

10. Attitude towards stimulation:

1) Punishment, with rare encouragement;

2) There is no clear orientation;

3) Reward with rare punishment.

Test results:

The basic methodology for determining the leadership style of a work team was developed by V.P. Zakharov. A technique that allows you to identify several styles of leadership in a workforce.

1. Your company produces a group of goods that are not in great demand among customers. Competitors have developed a new technology for producing the same goods, which are of high quality, but require additional capital investment. What would your manager do in this situation?

a. will continue to produce goods that are not in demand among customers;

b. will issue an order on the speedy introduction of new technologies into production;

c. will spend additional funds on developing its own new technologies to ensure that its products are superior in quality to those of competitors.

2. Imagine that you work in a car factory. One of your employees recently returned from a business trip to attend an exhibition of new automotive products. He proposed modernizing one of the car models produced by the plant. Your plant manager:

a. will take an active part in the development of a new idea and will make every effort to quickly put it into production;

b. will order the development of a new idea to the appropriate personnel;

c. Before introducing this innovation into production, your manager will convene a collegial meeting, at which a general decision will be made on the advisability of modernizing the car you are producing.

3. At a collegial meeting, one of the employees proposed the most rational solution to one of the problems that arose in your work team. However, this decision is completely contrary to the proposal that your manager previously made. In this situation he:

a. will support a rational solution proposed by the employee;

b. will defend his point of view;

c. will conduct a survey of employees to help come to a consensus.

4. Your team has done a lot of labor-intensive work, which has not brought you the desired success (profit). Your leader:

a. will ask you to redo all the work by hiring new, more qualified personnel;

b. discuss the current problem with employees in order to find out the reasons for the failure in order to avoid them in the future;

c. will try to find those responsible for the failure (employees who failed to cope.

5. A journalist who works for a newspaper that is popular with readers has come to your organization. If you were asked to list the valuable qualities of your leader, which ones would you name first:

a. qualification, exactingness;

b. awareness of all difficulties arising in the enterprise; the ability to quickly make the right decision;

c. equal treatment of all employees, ability to compromise.

6. One of the employees made a minor mistake in his work, but it will take a lot of time to eliminate it. What do you think your manager will do in this situation?

a. will reprimand this employee in the presence of his colleagues, in order to prevent similar mistakes in the future;

b. make a remark in private, without attracting the attention of other employees;

c. will not attach much importance to this event.

7. A position has become vacant at your company. Several employees of the company are applying for it at once. Your manager's actions:

a. would prefer that a worthy candidate be selected by collective vote;

b. he will be appointed by the leader himself;

c. Before appointing a person to this position, the manager will consult only with some members of the team.

8. Is it customary in your team to show personal initiative when solving an issue that is not directly related to the activities of the entire enterprise?

a. all decisions are made only by the head of the enterprise;

b. Our company welcomes the personal initiative of employees;

c. When making an independent decision, before taking action, an employee of the enterprise must consult with the manager;

9. In general, assessing the activities of your manager, you can say that he...

a. completely absorbed in the problems that arise in your production, so that even in his free time he thinks about their reasonable solution. He is as demanding of others as he is of himself;

b. refers to those managers who believe that for fruitful work in a team, there must be smooth, democratic relations between employees;

c. your manager does not actively participate in the management of the enterprise, always acts according to a certain scheme, and does not strive to improve in areas little known to him.

10. The manager invited you and other employees to the anniversary. Usually in an informal setting he:

a. speaks with employees only about work, about plans to expand production, about increasing the workforce, etc., while it is he who sets the main tone of the conversation;

b. prefers to remain in the shadows in order to provide an opportunity for interlocutors, work colleagues, to express their point of view on an issue that interests them, to tell an entertaining episode from their life;

c. takes an active part in the conversation, without imposing his opinion on other interlocutors, without defending a point of view opposite to all other participants in the conversation.

11. The manager asked you to quickly complete the work that you started very recently, which will take you additional time, your actions:

a. immediately begin to implement it as quickly as possible, since you do not want to seem like a non-executive employee and value the opinion that your manager has about you;

b. I will complete this work, but a little later, since the boss will first of all evaluate the quality of its performance;

c. I will try to meet the deadlines proposed by the manager, but I cannot guarantee High Quality its implementation. In our team, the main thing is to complete the work on time.

12. Imagine that your manager’s office is temporarily occupied (it is being renovated), so he will have to work in your office for several days, how will you feel?

a. you will constantly be nervous, afraid, afraid of making any mistake in his presence.

b. I will be very happy about this, since this is another opportunity to exchange work experience with an experienced, interesting person;

c. the presence of the manager will not affect my work in any way.

13. You returned from advanced training courses and learned a lot of useful and valuable things for your future work. The manager gave you a small assignment and you used the knowledge acquired in the courses to complete it. What do you think your management will do?

a. he will definitely be interested in what is not yet known to him, and will ask you in more detail about other innovations;

b. will not attach any importance to this fact;

c. would prefer that you contact him personal experience carrying out such assignments, that is, he will advise you to complete the assigned task the way he would like it.

Key to the test

1. a - 0, b - 1, c - 2.

2. a - 1, b - 0, c – 2

3. a - 2, b - 0, c - 1.

4. a - 1, b - 2, c - 0.

5. a - 0, b - 2, c - 1.

6. a - 0, b - 2, c - 1.

7. a - 2, b - 0, c - 1.

8. a - 0, b - 2, c - 1.

9. a - 2, b - 1, c - 0.

10. a - 0, b - 1, c - 2.

11. a - 1, b - 2, c - 0.

12. a - 0, b - 2, c - 1.

13. a - 2, b - 0, c - 1.

Test results: 9 points

The head of your company prefers to make all decisions independently, defends his point of view to the end, all ideas coming from employees are carefully considered by him, but he does not always listen to them. He always acts according to the same scheme, which, in his opinion, is suitable for all occasions in life, therefore all innovations are perceived by them reluctantly, with some wariness. In his managerial activities, he is guided by the principle: criticism of one employee is a stimulus for the active work of other employees.

Content

Introduction……………………………………………………. ….…….………..….…….4

1. Characteristics of the object of practice…………………………….… …….….………..6

1.1 Brief technical and economic characteristics of the practice object…….….....6

1.2 Characteristics of the organizational structure…….…… ..…..……….…….….…8

1.3 Structure and functions of the customer service department………….….….…….….13

1.4 Composition of technical means for processing economic information in the customer service department……………………… …………………..…………..…….…..16

1.5 Characteristics of technological processes for collecting, transmitting, processing and issuing economic information in the department……………………….……….….…….16

2. Analysis of the financial condition and development prospects of an advertising agency based on financial statements forms……………….…… …..….……18

3. Software………………….…………….………… ….….………24

4. Legal support……………………….……….…………. …….….……….….25

Conclusion………………………….…….……….…… .………………..………….…..26

Introduction
The place of pre-diploma internship is the advertising agency M&C SAATCHI RUSSIA located at the address: Moscow, st. Malaya Gruzinskaya, 15. Legal entity Diamond Group LLC
I was accepted for an internship at an advertising agency as a project coordinator.
The objectives of the internship are:
1. Familiarization with the history of the development of the advertising agency, its constituent documents;
2. Familiarization with the organizational structure of the advertising agency as a whole, as well as the customer service department;
3. Coordinating the “Plan your vacation with Hotpoint Ariston” campaign;
4. Study of the main directions of activity, legal basis of activity, structure and methods of management;
5. Analysis of the financial condition of the advertising agency.
Together with the practice manager, a work implementation plan was drawn up, namely familiarization with:
- constituent document - charter approved by the founder of the company;
- structure of the organization;
-organization and performed functions and responsibilities of the enterprise’s employees;
- features of the project coordinator’s work
The main place of internship is the BTL department, which is engaged in the development and implementation of advertising campaigns.
The head of the pre-diploma practice is the head of the BTL department, Anastasia Ignatievna Degtyareva.
The mission of an advertising agency is to satisfy the needs of entrepreneurs and individuals for an advertising product, to promote the development and promotion of their clients’ businesses.
The company strives to completely free the client from advertising “concerns”, taking responsibility for the success and viability of the advertising campaign. The company's successful projects combine the latest technologies and brilliant creativity. The strategic task of an advertising agency is to manage the client's image.

1. Characteristics of the object of practice

1.1 Brief technical and economic characteristics of the practice object

The place of pre-diploma internship is the advertising agency M&C SAATCHI RUSSIA located at the address: Moscow, st. Malaya Gruzinskaya, 15. Legal entity Diamond Group LLC.
Along with the network of creative agencies Saatchi & Saatchi, an office of the M&C Saatchi Russia network has also appeared in Russia. The Russian group EMCG has become the Russian partner of M&C Saatchi.
British M&C Saatchi was founded in 1995. Now it provides a full range of communication services (creative, media services, PR, etc.) and has offices in 18 countries: America, continental Europe, China, Japan, Australia, etc. The total staff is 1.1 thousand people.
M&C Saatchi was founded by two living legends of British advertising - brothers Maurice and Charles Saatchi, who are known throughout the world as the founders of the Saatchi & Saatchi agency. Created in 1970, the agency became one of the largest advertising networks in the world by the 1980s.
M&C Saatchi announced its desire to enter the Russian market several years ago. Then the group warned that it would consider a partnership with a local player in 2010–2012.
The advertising agency M&C SAATCHI RUSSIA began its activities in 2010, before which it was called “Heaven Eleven”.
Specialization: Full-service advertising agency, providing a full range of services in the field of advertising and advertising communications - from market research, development of advertising strategy and advertising creation to the provision of media services.
Positioning: Our raison d'être is to give our clients the opportunity to grow. Make sure the client's strategy works so that the client achieves its goals. This is our brand promise and our mission.
An advertising agency performs the following main functions:
1. At the advertising planning stage:
study of goods or services as such and their competitiveness in the market;
market research to the extent necessary to justify advertising campaigns and determine the prospects for the sale of goods or services;
studying methods of organizing sales and distribution systems;
studying available means of advertising distribution and choosing the most effective and cost-effective among them;
drawing up a schedule for an advertising campaign.
2. At the advertising preparation stage:
create advertising products based on orders received from advertisers, develop plans for complex advertising campaigns and other advertising events, using the potential of both creative and technical specialists;
They cooperate with printing houses, studios, advertising factories, and freelance specialists.
3. At the stage of advertising placement:
purchasing advertising media services and transferring original advertising messages to them;
control over the appearance of advertising messages in press, broadcasting and other places where advertising is placed;
conducting direct mail;
organization and holding of exhibitions, fairs, press conferences, events within the framework of “public relations”, provision of services;
conduct settlements with advertisers and the media.
In addition, an advertising agency can develop trademarks and corporate identity, interiors of sales floors and offices, and carry out state registration of trademarks.
The strategic task of an advertising agency is to manage the image of each client. Competent planning and analysis plus exceptionally high-quality step-by-step implementation is the basis for creating a reputation and, ultimately, promoting a business.
Clients (brands): Beiersdorf (Nivea Visage, Body, Sun, Creme), Henkel (Pemolux, Persil, Bref, Pril, Laska, Vernel, Clin), Schwarzkopf (Taft, Got2Be, Gliss Kur, Palette), Nissan, Infiniti, Mars (Pedigree, Chappi, Twix, Skittles), Tchibo, Davidoff Coffee, Michelin, Absolut, ICI, Adidas, Hortex, Winston, Wings by Winston, International Moscow Bank, "Old Man Hottabych", DFM, Indesit (Hotpoint-Ariston).
The number of employees at M&C Saatchi Russia is currently 23 people, with an average age of 30 years.

1.2 Characteristics of the organizational structure.

In an advertising agency, there is a principle that all work with specific customers is carried out by one specialist. He is called the responsible executor of the project if he advertises a branded product. This specialist has information about the strategic plans, opportunities, prospects of the customer, data from market, competitive and segmentation analysis, which allows for a scientifically based approach to the planning, development and implementation of advertising campaigns. The executive director personally knows the specialists he needs working at the customer’s company, and enjoys their full trust and support.

Figure 1. Organizational structure of the advertising agency M&C Saatchi Russia.

Executive Director. He is a key figure in the advertising business. In conditions of increasing competition, when it is very difficult to find, let alone retain, a reputable customer, the nature of cooperation depends on it: spontaneous or planned, highly specialized or complex, limited or large-scale, short-term or long-term.
It is extremely important for an advertising agency that the executive director has special qualities.
- professionalism. And not only in my own advertising business. He also needs knowledge of the advertiser’s problems, the ability to predict them and quickly solve them using advertising opportunities. A professional director inspires respect and inspires trust.
- the ability to satisfy the advertiser's expectations. Organize an advertising campaign that would bring fame to his company, products, services, ensure sustainable sales, and bring tangible profits.
- ability to establish business relationships with customers,
- qualities inherent in good employees - passion for their work, thoroughness and accuracy, responsiveness, extraordinary thinking, logic, the ability to systematize their work and predict events;
- the ability to generate ideas and protect, implement, and promote them;
Now let's look at other departments of the advertising agency involved in providing an advertising campaign directly or indirectly. Their work is also important in ensuring effective operations.
Customer Service Department - a group of managers who are the link between the client and the advertising agency.
Responsibilities:

Planning, organizing and monitoring the work of the department - maintaining and developing relationships with existing Agency Clients, participating in tenders and attracting new Clients, processing incoming requests, preparing and selling proposals, conducting presentations and negotiations with Clients, resolving conflict situations, preparing and submitting reports, document management.

Providing the resources necessary for the operation of the department and the potential for its development. Training and professional development of department employees, employee motivation, involvement in teamwork, assessment of labor participation and distribution of the monthly bonus fund.

Control of the current work processes of the department - search, evaluation and implementation of new approaches and solutions, control and reduction of costs associated with the work of the department, increasing the team and personal efficiency of each employee

Creative department - this is the department responsible for creating ideas,

based on the strategy chosen by the strategic planning department. Copywriters (responsible for the text part of advertising) and art directors (visuals) work here. The department is headed by a creative director.

An important aspect of this position is interpreting the client's communication strategy and building creative concepts in line with that strategy. Another essential aspect is the responsibility to initiate, support and develop the creative ideas of everyone involved in the creative process. The creative director is responsible for the final creative product. He participates in strategy formulation

, the process of creating advertising, presenting and selling ideas to the client, in the implementation of an advertising product for publication in the media.

Production Department - designers, pre-press specialists. People who help bring to life an idea born in the creative department.

Department

media planning

- plans the placement of client advertising messages in media that are most relevant to the audience of the advertised product or service. Divided into groups for working with clients (one group serves one or several clients).

Event, PR department – organizes any events, activities, holidays, show programs.

The responsibilities of a public relations specialist include the creation, expansion, and maintenance of favorable relations with the media (media relations), which includes the selection (selection) of the most suitable publications, television and radio channels, Internet resources that satisfy the client’s needs and the goals of a particular project. . Active work with selected media and constant contact with the public helps strengthen the reputation of a person or organization, increasing publicity capital and intangible assets in a competitive environment.

Working with the media today, which is the “fourth estate,” requires a systematic approach. In this regard, a public relations specialist should take into account the psychology of the journalist, his motivation, desires and needs in today's rapidly changing world.

Financial department. The main tasks of the financial department are:

-implementation of financial strategy and financial policy;

-organization of financial activities in order to effectively use financial resources;

-Development of economic development forecasts and participation in the formation of key performance indicators.

-Control over compliance with financial discipline, timely and complete fulfillment of contractual obligations, expenses and receipt of income;

HR department The HR department in an advertising agency has a functional and organizational function.

So, in functional terms, the HR department is engaged in:

- planning the advertising agency’s personnel needs, taking into account the existing staffing;

- attraction, selection and evaluation of personnel. To attract, select and evaluate personnel, the following activities are carried out: the ratio of internal (movement within the enterprise) and external (reception of new employees) attraction of personnel is optimized, criteria for personnel selection are developed, new employees are distributed to jobs;

- improvement of personnel qualifications and retraining.

- career advancement system (career management);

- wages and social services. The HR department must develop and implement wage systems, determine the specifics of remuneration for certain categories of workers employed at the enterprise;

- management of personnel costs.

In organizational terms, the HR department is responsible for ensuring the normal work activities of all employees and all structural divisions in the enterprise that are responsible for working with personnel.

Accounting. The main functions are:

- Accounting.

- Planning and accounting for the implementation of cost estimates for an advertising agency.

- Carrying out mutual settlements with enterprises, organizations, institutions and individuals, safety of funds and material assets.

1.3 Structure and functions of the customer service department

I did my practical training in the customer service department - BTL department.
Figure 2. Organizational structure of the BTL department of the advertising agency M&C Saatchi Russia.

BTL department is a group of managers who are the link between the client and the advertising agency.
Job responsibilities of the client manager:
- Effective communication with clients regarding the implementation of advertising activities
- Development of proposals for clients (ideas, presentations, budgets)
- Coordination of the implementation of marketing programs within the agency (working with the designer, field department, production, accounting)
- Active work with large clients and attracting clients
- Negotiations, presentation of the Agency, preparation of proposals
- Clarifying the client’s needs (receiving a brief)
- Briefing of agency executive departments and outsourcers (media, production, creative)
- Interaction with clients
- Records management
- Participation in tenders
During my internship, I was the coordinator of the project “Design your vacation with Hotpoint-Ariston”. My duties included:
- calling Kitchen Studios participating in the promotion;
- maintaining a database in Excel, as well as on the promotion website in administrative mode;
- interaction with the client;
- preparation of presentations;
- work with specialists involved for this promotion (mystery shoppers).
Let's take a closer look at the algorithm for placing an order with the advertising agency M&C Saatchi Russia:
-To make the first contact, the client contacts the advertising agency. To do this, just write or call.
- The agency assigns a manager to the client, who will become his permanent consultant, assistant, and coordinator of work to complete the order. He coordinates all work and is responsible for the quality and efficiency of their execution.
Advertising agencies wishing to collaborate with M&C Saatchi Russia can contact the advertising agency relations company. The company's managers will coordinate all work to fulfill the order of the partner advertising agency.
In order to provide the most accurate and high-quality services, the client manager, together with the client, fills out a marketing brief (technical specifications), which sets out the main goals, objectives and parameters of the upcoming advertising campaign.
To develop an advertising campaign, a project group is formed, the leader of which directs and coordinates the work on the strategy of the advertising campaign or the formation/development of the brand. He goes to a meeting with the client, finds out the list of requirements and objectives of the advertising campaign, and clarifies the preliminary technical specifications.
Members of the project team are involved in planning an advertising campaign: marketing analysts, media planners, creators, and BTL specialists.
The developed advertising campaign concept is presented to the client. During the presentation, the main advantages of the proposed strategy, features of the advertising campaign and its practical implementation are explained.
After approval of the advertising campaign plan, a working group is formed for its implementation, which includes specialists in various fields - creators, designers, production and advertising managers, BTL and PR event specialists.
At the end of the advertising campaign, the working group prepares a report for the client, which reflects the compliance of the activities carried out with the goals of the advertising campaign, evaluates the effectiveness and makes proposals for developing or adjusting the advertising strategy.
Each agency project is supervised not only by the head of the project team and client manager, but also by the director of the corresponding company, and in special cases - by the managing director of M&C Saatchi Russia.
So, from all of the above we can conclude that correct work on a client order ensures efficient and timely completion of work with maximum convenience and financial benefit for the client.

1.4 Composition of technical means for processing economic information in the customer service department

To process economic information in the BTL department, the following technical means are used:
- System software (OS, DBMS);
- Professional software Terrasoft;
- Program for maintaining a database Exel, Word.
- Program for creating PowerPoint, Photoshop presentations;
- Outlook business correspondence program;
- Hardware.

1.5 Characteristics of technological processes for collecting, transmitting, processing and issuing economic information in the department

The process of collecting, processing and transmitting information within the customer service department, as well as its interaction with other departments, represents many operations. For successful work The advertising agency generally uses professional Terrasoft software.
Terrasoft is a powerful CRM system that covers the main areas of customer relationship management and organizing internal processes of an advertising agency. The system helps to build effective interaction with counterparties at any stage of sales and marketing communications, and allows you to automate the company’s internal business processes.
Terrasoft CRM systems automate the following functions:
-Managing information about clients: maintaining contacts and companies, a complete history of relationships, convenient access to information about the client, the ability to create your own fields and bookmarks, distribution of access rights.
- Business processes: automation of routine operations, the ability to create conditions for branching and actions in a business process, organization of team work, automatic control of the fulfillment of a functional role in a project.
- Sales management: management of potential transactions, project management, control of payment deadlines, delivery and fulfillment of other obligations, sales funnel.
- Marketing management: functionality for planning and conducting marketing campaigns of any complexity, marketing research, conducting surveys, mailings, reports.
- Project management: planning, distribution, monitoring of resource use in the project; monitoring the progress of the project at the identified stages; project calendar management; quality management of project results; complete document flow for the project; analysis of project efficiency/profitability.
- Resource management: cost accounting, assessing client profitability, turnover management, work planning.
- Automation of document flow: maintaining contracts and specifications, invoices and payments, creating any document templates, the ability to integrate with 1C and other financial systems.
- Working time management: organizer, group calendar.
- E-mail: integration with MS Outlook, automation of mass personalized E-mail mailings using templates.
One of the important documents for transmitting information within a department, between departments and with the client himself is the brief. At its core, a brief is nothing more than a technical specification, a special document, shaped like a questionnaire, the purpose of which is to most fully extract information about the new customer. He organizes the fermentation of brilliant ideas in the minds of advertisers and gives them the direction of their creative search. In addition, the brief is one of the most optimal methods for ensuring the effectiveness of advertising from the very beginning.
2. Analysis of the financial condition and development prospects of an advertising agency based on financial statements forms