ПОКАЗНИКИ РЕЗУЛЬТАТИВНОСТІ ПРОДАЖІВ НА ПІДПРИЄМСТВАХ БУДІВЕЛЬНОЇ НАПРАВЛЕНОСТІ

Abstract

The article considers the peculiarities of implementation of performance indicators of the sales department at construction enterprises. Achievement of the planned indicators is possible through effective resource management based on information about the company's economic and operational activities, analysis and prevention of possible deviations from the plan. In addition, these indicators should be fully consistent with the fundamental strategic goals of the entire organisation. In this regard, special attention is paid to setting achievable values that will satisfy both the fundamental aspirations of the owners to increase profits and the real market and organisational capabilities of the construction industry. The KPI system is used as the main tool for regulating this task, due to its ability to identify and control specific, measurable actions. The position of the KPI system in the overall structure of the sales department has been determined. The key performance indicators of a sales manager in the context of his activities at a manufacturing enterprise with specifics of work in the construction materials market are researched. An analysis of the results of the commercial department's activities in terms of meeting the planned indicators is carried out. It has been found that when implementing KPIs, the motivation system becomes clear and transparent, since planned and actual values are recorded. The applied strategy reveals its weaknesses and the necessary principles of employee motivation in relation to the set goals. The internal factors of influence on the performance of the sales department are proposed, which improve the internal climate and create favourable conditions for motivation and initiative of employees. It is proved that the use of KPI performance indicators allows identifying and adjusting specific tasks necessary to achieve the planned goals, more efficiently managing available resources in key areas of activity, and controlling the economic and operational activities of the company.