Development of a strategy for the development of small business in the confectionery sector and assessment of the effectiveness of it

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Introduction
To ensure t he effective fu nctioning o f small bus iness confect ionery ente rprises in t he modern e nvironment, it is necess ary to assess t he strategy fo r the deve lopment of act ivities, i ncluding study ing and assess ing such i ndicators as tu rnover, pro fitability a nd cost inte nsity of bus iness, the e ffectiveness o f transact ions [1][2][3][4].
The study o f the works o f modern rese archers [5][6][7][8] is just ified by t he purpose o f developi ng an appro ach to the fo rmation of a st rategy for t he develop ment of co nfectionery e nterprises o f small bus iness and ide ntifying a mo re acceptab le methodo logy for assess ing its ef fectiveness. I n the course o f the study, a n analysis o f the activ ities of t hree enterp rises of t he confect ionery indust ry of the Rostov reg ion was ca rried out, t he need to rev ise their st rategic deve lopment in te rms of suc h indicato rs as mont hly product ion and sa les of products fo r the period 2018 -20 20 was subst antiated [9][10][11][12].
The results o f the study m ade it poss ible to fo rm the direct ions of st rategies fo r the deve lopment of s mall confect ionery ente rprises and p ropose a syste m of indic ators to just ify the deve lopment of a st rategy for t he develop ment of co nfectionery e nterprises [ 1 3-16].
Propos als for imp roving the st rategy and assess ing its ef fectiveness a re presented as a just ification b ase. The aim of t he study is to study t he activit ies and deve lop an app roach to fo rmulating a bus iness deve lopment st rategy and assess ing the ef fectiveness o f confectio nery enterp rises in t he small bus iness of t he Rostov reg ion, as we ll as pract ical testi ng of the p roposed so lutions.

Materials and methods
Russia, li ke any state, h as differe nt levels o f socio-eco nomic deve lopment of its reg ions [3]. T he object o f our rese arch is sm all confect ionery ente rprises of t he Rostov reg ion. The i ntensity o f the deve lopment of s mall business i n the regio n equally depe nds on cert ain condit ions, such as object ive econom ic factors (c apacity of t he regiona l market, t ransport a nd geograp hical posit ion of the te rritory, t he degree o f infrastructu re develop ment, etc.) a nd on the pe rsonal act ivity of t he subjects [4]. Fo r a more co mplete study o f the activ ities of s mall enterp rises in t he Rostov reg ion, we have co llected dat a and conducted a n analysis o f the activ ities of s mall confect ionery ente rprises in Rostov-o n-Don. Product ion and sa les of fin ished products by e nterprises ove r the past t hree years a re presented i n Table 1. Consider t he product ion and sa le of confect ionery products by e nterprises i n 2020 by mo nths (Figu re 1). The study s hows that t he product ion and sa le of confect ionery products at e nterprises 1 a nd 2 in the su mmer period is h igher than at ot her times o f the year, w ith the except ion of Nove mber and Dece mber, since i n these mo nths product ion and sa les are hig her due to t he New Yea r holidays. [6] For examp le, an inc rease in t he product ion of con fectionery p roducts in M ay at ente rprise 3 is due to t he fact th at it produces sug ary confect ionery products, t he shelf l ife of whic h is longe r than that o f flour products, as i n enterprises 1 a nd 2.
In the cou rse of our rese arch, it w as revealed t hat for the a nalyzed ente rprises it is necess ary to just ify the deve lopment st rategy and mode rnize manage ment. [7] Little atte ntion is p aid to mar keting met hods, in p articular, p ricing pol icy, there is no de finite good a nd clear deve lopment st rategy, go als are not de fined and t he main tas ks are not fo rmed. And a lso, at these e nterprises, t here is pr actically no a nalysis of t he economic act ivities of e nterprises, w hich could subseque ntly deter mine the e ffectiveness o f all its act ivities, l ittle atte ntion is p aid to pla nning, etc.

Results
The develop ment strategy o f the confect ionery indust ry at the p resent stage o f economic deve lopment fo rms fundame ntally new t asks for so lving in t he new mil lennium. Cu rrently, t he unstable qu ality of r aw materia ls with a w ide range o f safety i ndicators is a s ignificant i nhibiting f actor in o rganizing t he product ion of con fectionery p roducts fro m the standpo int of hea lthy nutrit ion [8].
The main d irections o f developme nt strateg ies for sm all confect ionery ente rprises are s hown in Table 2. Table 2. Directions o f strategies fo r the deve lopment of s mall confect ionery ente rprises

Management modernization Production modernization Concentration a nd integrat ion
The use of w aste-free, eco logically h ighly effic ient equip ment of a new ge neration  4 5 6 7 8 9 10 11  In our ana lysis, it w as revealed t hat the products o f many sma ll confect ionery ente rprises are low co mpetitive a nd, in this reg ard, protect ion and suppo rt of domest ic produce rs and the cou ntry's domest ic market at t he state leve l is necess ary. [9] It is requ ired to ta ke such me asures as: a llocation o f targeted lo ans to ente rprises; reduce taxation; abo lish the duty o n technolog ical equip ment for t he confect ionery indust ry, which is cu rrently not m anufactured i n Russia. [10] To protect do mestic produce rs, it is necess ary to reduce i mports of f inished co nfectionery p roducts by i ncreasing custo ms duties. I n order to reduce t he cost of m anufactured co nfectionery p roducts, o n the cont rary, it is necess ary to reduce dut ies on the m or even abo lish them fo r raw mate rials that a re not produced i n Russia [11]. This requi res the use o f marketing too ls in manage ment. In p articular, suc h marketing too ls as deve loping a p ricing pol icy, occupy ing a niche i n the market, app lying methods o f network m arketing, co nquering new s ales markets fo r products, co nducting a deep a nalysis of eco nomic activ ities and p lanning the ir further deve lopment.

Discussion of the results
The indicato rs of the just ification fo r the deve lopment of deve lopment st rategies, i n our opin ion, should be subd ivided into i ndicators o f the effic iency of t he enterpr ise with supp liers and buye rs, which w ill allow us to assess t he efficie ncy of ope rations fo r the purc hase of the necess ary raw mate rials and m aterials fo r the product ion of products a nd their s ale. [12] In additio n, the ind icators reco mmended be low for assess ing the ef fectiveness o f work wit h suppliers a nd consume rs of products c an be calcu lated both fo r the confect ionery ente rprise as a w hole for a ce rtain period ( for a year), a nd for ind ividual supp liers (Table 3). Table 3. Directions o f strategies fo r the deve lopment of s mall confect ionery ente rprises [13]

The system of indicators to justify the development of a strategy for the development of confectionery enterprises Performance indicators of small confectionery enterprises with suppliers Performance indicators of small confectionery enterprises with consumers
Coverage of commercial proposals Indicators characterizing the promotion process The proposed syste m of indic ators for subst antiating t he develop ment of a deve lopment st rategy makes it poss ible to co rrectly assess t he state, me asure its qu ality leve l, identify e xisting sho rtcomings i n the orga nization o f manageme nt and unused rese rves, and out line ways o f improveme nt [14].
As an evide nce base, we w ill make a c alculation fo r a confect ionery ente rprise usi ng the init ial data p resented i n table 4, 5. 5. Investme nts on the pos ition "Sou ffle", rub les. --68230 6. The expected a mount of p rofit on t he positio n "Souffle", rub les.
-12000 3. The expected a mount of p rofit from a co mmercial t ransaction, t housand rub les. The calcul ations show t hat there a re practic ally no ch anges per u nit of products so ld, but the re is a sl ight downw ard trend. An increase i n k1 is a conseque nce of an i ncrease in p rices for goods so ld or a dec rease in t he cost of p romoting goods to co nsumers at co nstant prices. T he calculat ion can be m ade for eac h commerci al transact ion in the s ale of products. You c an calculate t he return o n sales rat io for eac h commerci al transact ion for the s ale of con fectionery ( 2): ୧. (2) Where ki.j -the pro fitability r atio of the i-th commercia l transact ion of the j-th trading ope ration; P i.j -the amou nt of prof it of the i-th commercia l transact ion of the j-th trading ope ration, thous and rubles; In i.j -the tur nover of t he i-th commercia l transact ion of the j-th trading ope ration, thous and rubles.
݇1.1 (2020) = 2400 12000 = 0,2 Knowing the costs st ipulated by co ntracts fo r organizi ng the del ivery (bri nging) goods f rom supplie rs to consu mers, as we ll as for o rganizing t he conclus ion of cont racts, you c an calculate t he profit f rom this t ransaction by deduct ing costs f rom income. Howeve r, even not t he main groups o f expenses, it is poss ible to dete rmine the retu rn on equity fo r a number o f prospect ive supplie rs and the fe asibility o f concludi ng an agree ment with o ne or anot her supplie r and draw a co nclusion about t he effective ness of a co mmercial t ransaction ( 3): Where ܴ -return on equ ity from a co mmercial t ransaction,%; ܲ -the expected a mount of p rofit from t he i -th commercia l transact ion, thous and rubles; ‫ܭ‬ -investme nt in the i-th purchase o f raw mate rials and m aterials f rom supplie rs and product ion costs, t housand rub les. Possible first supplier: Possible seco nd supplie r: According to t he calculat ion, it shou ld be noted t hat it is adv isable to m ake a deal w ith the fi rst supplie r.
To reflect t he relatio nship betwee n the prof itability o f turnover a nd the numbe r of invento ry turnove rs at a give n level of p rofitability, o ne can use t he profitab ility of i nventories (4), w hich reflects t he relatio nship betwee n the prof itability o f turnover a nd the numbe r of invento ries at a g iven level o f profitab ility: Where ܴ ௭ -profitability o f inventory,%; P -the annual a mount of p rofit for t he commodity ite m, thousand rub les; Z -the sum of ave rage commod ity stocks fo r a commod ity item at t he purchase p rice, thous and rubles.
The efficie ncy of the e nterprise as a w hole depends o n the effect iveness of me asures to o rganize eco nomic relat ions with supp liers, suc h as ident ifying sou rces of procu rement, se arching fo r suppliers a nd purchas ing the necess ary raw mate rials and m aterials, as we ll as conc luding agree ments with t hem on mutu ally benef icial terms. Acco rding to c alculations, we obse rve the ave rage effic iency of i nteraction [16] The effect iveness of eco nomic relat ions with co nsumers of p roducts is dete rmined by t he level o f satisfact ion of the popu lation's de mand for goods i n specific co nditions w ith an eco nomically necess ary minimu m of assoc iated costs: l abor, mate rial, fina ncial resou rces, the speed o f goods tu rnover, an i ncrease in l abor product ivity, and a n increase i n profitab ility.
In the first g roup, as a ge neralizing o ne, it is p roposed to use t he indicato r of the leve l of cover age of com mercial propos als (profit ability of pe rmanent cap ital) of a co nfectionery e nterprise w ith supplie rs of raw m aterials a nd materia ls on conc luding an ag reement wit h them for t he supply o f goods, c alculated as a pe rcentage (5). The calcul ations of t he profitab ility of a s mall confect ionery ente rprise ref lect that t he impleme nted strategy fo r the deve lopment of t his small co nfectionery e nterprise is i neffective a nd requires p rocessing. Acco rding to t he calculat ions, we note a dec rease in t he level o f operatio nal efficie ncy due to a n increase i n the aver age value o f long-ter m loans and bo rrowings by 20 21.

Conclusions
The specif ied indicato rs of the p rofitability o f the ente rprise ref lect the deg ree of pro fitability o f its funds a nd are impo rtant relat ive indicato rs. Thus, t he proposed syste m of perfo rmance ind icators ma kes it poss ible to co rrectly assess t he state, me asure its qu ality leve l, identify s ignificant de ficiencies i n the orga nization o f manageme nt and used rese rves, and out line ways o f improveme nt.