{"id":10943,"date":"2023-03-24T17:40:14","date_gmt":"2023-03-24T16:40:14","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=10943"},"modified":"2024-05-13T14:57:20","modified_gmt":"2024-05-13T12:57:20","slug":"marketing-nakupu-a-jeho-etapy","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/marketing-nakupu-a-jeho-etapy\/","title":{"rendered":"Marketing n\u00e1kupu a jeho etapy"},"content":{"rendered":"<h2>Marketing n\u00e1kupu<\/h2>\n<p>Marketing n\u00e1kupu je ch\u00e1pan\u00fd dvojako:<\/p>\n<ul>\n<li>Proakt\u00edvny pr\u00edstup z\u00e1kazn\u00edka, ktor\u00fd optimalizuje strednodob\u00e9 a dlhodob\u00e9 n\u00e1kupy z h\u013eadiska vlastn\u00fdch n\u00e1kladov.<\/li>\n<li>Kvalitat\u00edvna a kvantitat\u00edvna technika, ktor\u00e1 umo\u017e\u0148uje s\u00falad medzi potrebami podniku a trhu na z\u00e1klade organizovan\u00e9ho a metodicky ur\u010den\u00e9ho postupu.<\/li>\n<\/ul>\n<p>Prostredn\u00edctvom marketingu n\u00e1kupu z\u00e1kazn\u00edk riadi materi\u00e1lov\u00e9 zdroje podniku, predv\u00edda a akt\u00edvne ovplyv\u0148uje vz\u0165ahy v\u00fdmeny na trhu n\u00e1kupu s cie\u013eom prisp\u00f4sobi\u0165 strat\u00e9gie n\u00e1kupu z h\u013eadiska intern\u00e9ho prostredia (prek\u00e1\u017eky podniku) a extern\u00e9ho prostredia (trhu dod\u00e1vate\u013eov).<br \/>\nCie\u013eom nie nevyhnutne nak\u00fapi\u0165 za najni\u017e\u0161iu cenu, lebo vstupy, ktor\u00e9 s\u00fa prisp\u00f4soben\u00e9 potreb\u00e1m podniku a s\u00fa vy\u0161\u0161ej kvality, napom\u00e1haj\u00fa zlep\u0161i\u0165 v\u00fdkonnos\u0165 fin\u00e1lneho produktu.<br \/>\nMarketing n\u00e1kupu umo\u017e\u0148uje:<\/p>\n<ul>\n<li>dosiahnu\u0165 v\u00fdhodu na trhu dod\u00e1vate\u013ea (napr. z h\u013eadiska n\u00e1kladov, z\u00e1sob,..) na z\u00e1klade \u010dinnosti nakupuj\u00faceho,<\/li>\n<li>vytvori\u0165 sie\u0165 dod\u00e1vate\u013eov nov\u00e9ho produktu a zabezpe\u010di\u0165 kompletn\u00fd materi\u00e1lov\u00fd servis intern\u00fdm zlo\u017ek\u00e1m podniku,<\/li>\n<li>vedie k systematick\u00e9mu spozn\u00e1vaniu prostredia s cie\u013eom napom\u00f4c\u0165 vz\u00e1jomn\u00fa interakciu z\u00e1kazn\u00edkov a dod\u00e1vate\u013eov.<\/li>\n<\/ul>\n<h2>Etapy marketingu n\u00e1kupu<\/h2>\n<p>Marketing n\u00e1kupu m\u00e1 10 et\u00e1p. Prv\u00fdch 5 z t\u00fdchto et\u00e1p predstavuje <a href=\"https:\/\/www.euroekonom.sk\/marketing\/strategicky-marketing\/\">strategick\u00fd aspekt<\/a>, \u010fal\u0161\u00edch 5 et\u00e1p predstavuje operat\u00edvny aspekt. <strong>Strategick\u00fd aspekt<\/strong> s\u00favis\u00ed s etapami charakterizuj\u00facimi trh, kde podnik p\u00f4sob\u00ed. <strong>Operat\u00edvny aspekt<\/strong> s\u00favis\u00ed s etapami charakterizuj\u00facimi, ako podnik na trhu postupuje. Ide o nasledovn\u00fdch 10 et\u00e1p:<\/p>\n<ul>\n<li>anal\u00fdza potrieb<\/li>\n<li>klasifik\u00e1cia n\u00e1kupov<\/li>\n<li>anal\u00fdza a vo\u013eba trhu n\u00e1kupu<\/li>\n<li>vizualiz\u00e1cia portf\u00f3lia n\u00e1kupu<\/li>\n<li>diagnostika situ\u00e1cie<\/li>\n<li><a href=\"https:\/\/www.euroekonom.sk\/obchod\/priemyselne-a-obchodne-trhy\/nakupy-organizacii\/\">n\u00e1kupn\u00fd mix<\/a><\/li>\n<li>pl\u00e1novanie \u010dinnosti n\u00e1kupu, resp. pl\u00e1n n\u00e1kupu<\/li>\n<li>n\u00e1kupn\u00e9 rokovanie<\/li>\n<li>uzatvorenie zmluvy<\/li>\n<li>hodnotenie &#8211; kontrola marketingu n\u00e1kupu<\/li>\n<\/ul>\n<h3>Anal\u00fdza potrieb<\/h3>\n<p>Anal\u00fdza potrieb je prvou inform\u00e1ciou kt. je potrebn\u00e1 na anal\u00fdzu s\u00fa\u010dasn\u00fdch a potenci\u00e1lnych n\u00e1kupov.<br \/>\n<strong>N\u00e1stroje anal\u00fdzy potrieb:<\/strong><\/p>\n<ul>\n<li>charakteristika potrieb intern\u00fdch z\u00e1kazn\u00edkov:\n<ul>\n<li>o\u010dak\u00e1vania \u2013 presn\u00fd opis produktu<\/li>\n<li>prek\u00e1\u017eky, ktor\u00e9 bud\u00fa predmetom obchodn\u00e9ho rokovania<\/li>\n<li>\u010d\u00edseln\u00e9 inform\u00e1cie t\u00fdkaj\u00face sa produktu<\/li>\n<li>intern\u00e9 n\u00e1roky, ktor\u00e9 treba vyjedna\u0165 v r\u00e1mci podniku<\/li>\n<\/ul>\n<\/li>\n<li>stanovenie potrieb:\n<ul>\n<li>ur\u010denie spotreby orientovan\u00e9 na v\u00fdrobn\u00fd program = ide o v\u00fdrobn\u00fa objedn\u00e1vku, resp. po\u017eiadavky v\u00fdroby<\/li>\n<li>ur\u010denie spotreby orientovanej na obdobie = ide o sledovanie v dlh\u0161om \u010dasovom rade a trval\u00fa aktualiz\u00e1ciu z\u00edskavan\u00fdch \u00fadajov. Z anal\u00fdzy v\u00fdvoja spotreby v \u010dase mo\u017eno odvodi\u0165 horizont\u00e1lnu (st\u00e1lu spotrebu), trendov\u00fa (st\u00fapaj\u00facu, \u010di klesaj\u00facu) spotrebu a sez\u00f3nnu spotrebu.<\/li>\n<\/ul>\n<\/li>\n<li>z\u00e1kladne po\u017eiadavky na produkt &#8211; s\u00fa dvojak\u00e9ho druhu:\n<ul>\n<li>technick\u00e9 po\u017eiadavky = potrebn\u00e9 \u00fadaje pre v\u00fdvoj, v\u00fdrobu, zabezpe\u010denie kvality, normy a po\u017eadovan\u00fd materi\u00e1l<\/li>\n<li>funk\u010dn\u00e9 z\u00e1kladn\u00e9 po\u017eiadavky = s\u00fa v\u00fdsledkom funk\u010dnej anal\u00fdzy a vyjadruj\u00fa potreby vo forme o\u010dak\u00e1van\u00fdch funkci\u00ed.<\/li>\n<\/ul>\n<\/li>\n<li>vyplnen\u00fd formul\u00e1r \u017eiadanky o n\u00e1kup: Je v podstate internou objedn\u00e1vkou, ktorou za\u010d\u00edna proces n\u00e1kupu. Splnomoc\u0148uje n\u00e1kupcu, aby vynalo\u017eil pr\u00edslu\u0161n\u00fd rozpo\u010det na dan\u00fa potrebu. Jej n\u00e1le\u017eitosti s\u00fa: polo\u017eka, materi\u00e1l, mno\u017estvo, cena, ozna\u010denie, term\u00edn a miesto dodavky.<\/li>\n<\/ul>\n<h3>Klasifik\u00e1cia n\u00e1kupov<\/h3>\n<p>Umo\u017e\u0148uje usporiada\u0165 s\u00fabor n\u00e1kupov do homog\u00e9nnych skup\u00edn a podskup\u00edn na z\u00e1klade krit\u00e9ri\u00ed segment\u00e1cie. Ka\u017edej skupine produktov sa ur\u010d\u00ed n\u00e1kupca, ktor\u00fd je za \u0148u zodpovedn\u00fd. Klasifik\u00e1cia n\u00e1kupov sa sklad\u00e1 z 3 et\u00e1p: zdroje inform\u00e1ci\u00ed, zber inform\u00e1ci\u00ed a anal\u00fdza \u00fadajov.<br \/>\n<strong>Pr\u00edstup, ktor\u00fd zodpoved\u00e1 \u00fa\u010dtovn\u00fdm krit\u00e9ri\u00e1m<\/strong> je <strong>Klasifik\u00e1cia v\u00fdrobkov na spracovate\u013esk\u00e9 \u00fa\u010dely pod\u013ea Kotlera a Armstronga:<\/strong><\/p>\n<ul>\n<li>produkty, ktor\u00e9 vstupuj\u00fa cel\u00e9 do v\u00fdrobku, bu\u010f \u010fal\u0161\u00edm spracovan\u00edm, alebo ako jeho komponent (materi\u00e1l a polotovary)<\/li>\n<li>tie, ktor\u00e9 postupne odovzd\u00e1vaj\u00fa svoju hodnotu fin\u00e1lnemu produktu (statky investi\u010dn\u00e9ho charakteru)<\/li>\n<li>tie, ktor\u00e9 nevstupuj\u00fa do hotov\u00e9ho v\u00fdrobku (pomocn\u00fd materi\u00e1l a slu\u017eby)<\/li>\n<\/ul>\n<p>V\u00fdznam tejto klasifik\u00e1cie je, \u017ee zodpoved\u00e1 \u00fa\u010dtovn\u00fdm krit\u00e9ri\u00e1m a tie\u017e u\u013eah\u010duje identifik\u00e1ciu pr\u00edslu\u0161n\u00fdch n\u00e1kladov. Jej nev\u00fdhodou je, \u017ee neumo\u017e\u0148uje vypracova\u0165 strat\u00e9giu zo strednodob\u00e9ho, resp. dlhodob\u00e9ho h\u013eadiska a nezoh\u013ead\u0148uje trh.<br \/>\n<strong>Pr\u00edstup pod\u013ea kateg\u00f3rii n\u00e1kupu<\/strong>: Produkty rozde\u013euje z h\u013eadiska funkcii, technol\u00f3gie a n\u00e1kupn\u00fdch skup\u00edn.<\/p>\n<ul>\n<li>Funk\u010dn\u00e1 klasifik\u00e1cia, produkty rozde\u013euje pod\u013ea hlavn\u00e9ho zamerania n\u00e1kupu:\n<ul>\n<li>suroviny,<\/li>\n<li>v\u00fdrobne komponenty (polotovary, s\u00fa\u010diastky),<\/li>\n<li>subdod\u00e1vky,<\/li>\n<li>pomocn\u00fd materi\u00e1l,<\/li>\n<li>\u00fadr\u017eb\u00e1rensk\u00e9 a oprav\u00e1rensk\u00e9 slu\u017eby,<\/li>\n<li>informatika,<\/li>\n<li>\u0161pi\u010dkov\u00e9 technol\u00f3gie a syst\u00e9my.<\/li>\n<\/ul>\n<\/li>\n<li>Technologi\u010dka klasifik\u00e1cia: produkty sa rozde\u013euj\u00fa pod\u013ea technologickej podstaty:\n<ul>\n<li>chemickej,<\/li>\n<li>mechanickej,<\/li>\n<li>biochemickej technol\u00f3gie.<\/li>\n<\/ul>\n<\/li>\n<li>Klasifik\u00e1cia pod\u013ea n\u00e1kupn\u00fdch skup\u00edn: vytvoria sa homog\u00e9nne skupiny, ktor\u00e9 umo\u017e\u0148uj\u00fa ur\u010di\u0165 finan\u010dn\u00e9 pr\u00ednosy ale aj <a href=\"https:\/\/www.euroekonom.sk\/ekonomia\/riziko\/\">rizik\u00e1 n\u00e1kupov<\/a>.<\/li>\n<\/ul>\n<h3>Anal\u00fdzy a vo\u013eba trhu n\u00e1kupu<\/h3>\n<p>Objektom anal\u00fdzy trhu n\u00e1kupu s\u00fa:<\/p>\n<ul>\n<li>Dod\u00e1vatelia : pon\u00fakan\u00e9 v\u00fdrobky \/ rizika spojene s ponukou \/ pru\u017enos\u0165 ponuky<\/li>\n<li>Z\u00e1kazn\u00edci : mno\u017estvo spotreby \/ kvalita spotrebovan\u00fdch v\u00fdkonov \/ spotrebovan\u00e9 druhy<\/li>\n<\/ul>\n<p><strong>Vlastn\u00e1 anal\u00fdza trhu n\u00e1kupu predpoklad\u00e1:<\/strong><br \/>\na) Trval\u00fd marketingov\u00fd doh\u013ead: zhroma\u017e\u010fuje inform\u00e1cie o trhu n\u00e1kupu z h\u013eadiska podniku. Inform\u00e1cie sa t\u00fdkaj\u00fa:<\/p>\n<ul>\n<li>poznania vstupn\u00fdch a v\u00fdstupn\u00fdch prek\u00e1\u017eok trhu,<\/li>\n<li>postavenia dod\u00e1vate\u013ea na trhu,<\/li>\n<li>motiv\u00e1cie dod\u00e1vate\u013ea &#8211; toto poznanie je d\u00f4le\u017eit\u00e9 pre \u010fal\u0161iu spolupr\u00e1cu,<\/li>\n<\/ul>\n<p>b) Anal\u00fdzu syst\u00e9mu konkurencie: opiera sa o typol\u00f3giu trhu a konkuren\u010dn\u00e9 strat\u00e9gie dod\u00e1vate\u013eov na trhu n\u00e1kupu (strat\u00e9gia minimaliz\u00e1cie n\u00e1kladov, diferenci\u00e1cie, \u0161pecializ\u00e1cie).<br \/>\nc) Poznanie v\u00fdvoja trhu n\u00e1kupu: predpoklad\u00e1 poznanie konkuren\u010dn\u00fdch strat\u00e9gi\u00ed dod\u00e1vate\u013eov a \u017eivotn\u00e9ho cyklu trhu. Rozozn\u00e1vame <a href=\"https:\/\/www.euroekonom.sk\/manazment\/marketingovy-manazment\/zivotny-cyklus-vyrobku-a-trhu\/\">\u0161tyri f\u00e1zy \u017eivotn\u00e9ho cyklu<\/a>:<\/p>\n<ul>\n<li>Uvedenie: investovan\u00fd kapit\u00e1l dod\u00e1vate\u013eov sa s\u00fastre\u010fuje do v\u00fdskumu a v\u00fdvoja.<\/li>\n<li>Rast: rast predajov a v\u00fdrobn\u00fdch kapac\u00edt.<\/li>\n<li>Zrelos\u0165: stabiliz\u00e1cia predaja a tlak na predajne ceny.<\/li>\n<li>\u00datlm: pokles dopytu, rentability a atrakt\u00edvnosti trhu.<\/li>\n<\/ul>\n<p>Na z\u00e1klade t\u00fdchto et\u00e1p \u017eivotn\u00e9ho cyklu trhu dod\u00e1vatelia prisp\u00f4sobuj\u00fa ich konkuren\u010dn\u00e9 strat\u00e9gie, ktor\u00e9 m\u00f4\u017eu byt rizikom, alebo pr\u00edle\u017eitos\u0165ou pre n\u00e1kupcu.<\/p>\n<h3>Vizualiz\u00e1cia portf\u00f3lia n\u00e1kupu<\/h3>\n<p>Ide o zn\u00e1zornenie prek\u00e1\u017eok n\u00e1kupu podniku s cie\u013eom identifikova\u0165 a usporiada\u0165 \u010dinnosti, ktor\u00e9 sa maj\u00fa realizova\u0165.<br \/>\n<strong>V\u00fdskum prek\u00e1\u017eok n\u00e1kupu:<\/strong><br \/>\nPod\u013ea p\u00f4vodu rozozn\u00e1vame prek\u00e1\u017eky:<\/p>\n<ul>\n<li>intern\u00e9: intern\u00e9 prostredie podniku (jeho ek. situ\u00e1cia, poz\u00edcia v jeho \u017eivotnom cykle)<\/li>\n<li>extern\u00e9: tie, ktor\u00fdmi trh dod\u00e1vate\u013eov vpl\u00fdva na n\u00e1kupy podniku<\/li>\n<\/ul>\n<p><strong>Postup vypracovania zoznamu prek\u00e1\u017eok:<\/strong> najprv sa vypracuje zoznam prek\u00e1\u017eok a kvantifik\u00e1cia ich intenzity. Na kvantifik\u00e1ciu intenzity prek\u00e1\u017eok n\u00e1kupu mo\u017eno vyu\u017ei\u0165 numericko-verb\u00e1lnu stupnicu, v ktorej ur\u010ditej slovnej charakteristike zodpoved\u00e1 pr\u00edslu\u0161n\u00fd po\u010det bodov. Hodnotenie prek\u00e1\u017eok pritom predpoklad\u00e1 v\u00fdber najd\u00f4le\u017eitej\u0161\u00edch prek\u00e1\u017eok a priradenie im v\u00e1hov\u00fdch koeficientov. V\u00fdsledkom je kvantitat\u00edvne hodnotenie ka\u017ed\u00e9ho typu prek\u00e1\u017eky.<\/p>\n<h3>Diagnostika situ\u00e1cie<\/h3>\n<p>Jej cie\u013eom je napom\u00f4c\u0165 lep\u0161ie zvl\u00e1dnu\u0165 prek\u00e1\u017eky (intern\u00e9 a extern\u00e9) a dosiahnu\u0165 minim\u00e1lne n\u00e1klady n\u00e1kupu.<br \/>\n<strong>Matica portf\u00f3lia n\u00e1kupu umo\u017e\u0148uje tieto \u00favahy o postupoch n\u00e1kupnej \u010dinnosti:<\/strong><\/p>\n<ol>\n<li>kvadrant \u201en\u00e1ro\u010dn\u00e9 n\u00e1kupy\u201c \u2013 <a href=\"https:\/\/www.euroekonom.sk\/marketing\/vyskum-trhu\/marketingovy-vyskum-trhu\/\">detailn\u00fd v\u00fdskum trhu<\/a>, exaktn\u00e9 predv\u00eddanie dopytu, dlhodob\u00e9 vz\u0165ahy s dod\u00e1vate\u013emi, strat\u00e9giu \u201evyrobi\u0165 alebo nak\u00fapi\u0165\u201c<\/li>\n<li>kvadrant \u201eintern\u00e9 n\u00e1kupn\u00fd\u201c \u2013 neprisp\u00f4sobiv\u00e9 potreby pou\u017e\u00edvate\u013eov vo vz\u0165ahu k dod\u00e1vate\u013eovi, r\u00f4zne vz\u0165ahy \u00fa\u010dastn\u00edkov n\u00e1kupn\u00e9ho procesu, zmena produktov, vz\u0165ah z\u00e1kazn\u00edk-dod\u00e1vate\u013e<\/li>\n<li>kvadrant \u201ejednoduch\u00e9 n\u00e1kupy\u201c \u2013 optimaliz\u00e1cia po\u010dtu dod\u00e1vate\u013eov, \u0161tandardiz\u00e1cia produktov, zn\u00ed\u017eenie n\u00e1kladov podniku, centraliz\u00e1cia objedn\u00e1vok, optimaliz\u00e1cia z\u00e1sob, dod\u00e1vky \u201epr\u00e1ve v\u010das\u201c<\/li>\n<li>kvadrant \u201eexterne n\u00e1kupy\u201c \u2013 n\u00e1roky na v\u00fdkonnos\u0165 n\u00e1kupu v oblasti n\u00e1kupn\u00e9ho rokovania, rozvoj substitu\u010dn\u00fdch produktov, internacionaliz\u00e1cia zdrojov z\u00e1sobovania, funk\u010dn\u00e1 politika na z\u00e1klade vz\u0165ahu ponuka a dopyt.<\/li>\n<\/ol>\n<p><strong>\u0160tyri typy n\u00e1kupcov,<\/strong> ktor\u00fd zodpovedaj\u00fa jednotliv\u00fdm kvadrantom matice portf\u00f3lia n\u00e1kupu:<\/p>\n<ol>\n<li>kvadrant \u201en\u00e1ro\u010dn\u00e9 n\u00e1kupy\u201c \u2013 \u201en\u00e1kupca vysokej \u00farovne\u201c \u2013 je schopn\u00fd vyvola\u0165 sch\u00f4dzu vedenia podniku o danom n\u00e1kupe, ma \u0161irok\u00fd rozh\u013ead o in\u00fdch sektoroch aktivity.<\/li>\n<li>kvadrant \u201eintern\u00e9 n\u00e1kupne rokovania\u201c \u2013 \u201en\u00e1kupca technik\u201c \u2013 m\u00f4\u017ee pom\u00f4c\u0165 pri vypracovan\u00ed z\u00e1kladn\u00fdch po\u017eiadaviek na n\u00e1kup<\/li>\n<li>kvadrant \u201ejednoduch\u00e9 n\u00e1kupy\u201c \u2013 \u201ekomunikat\u00edvny typ n\u00e1kupcu\u201c \u2013 \u010dlovek kontaktu vie pou\u017e\u00edva\u0165 rokovacie taktiky, dopl\u0148uje okruh dod\u00e1vate\u013eov, je ich \u201ez\u00e1sobova\u010dom\u201c<\/li>\n<li>kvadrant \u201eexterne n\u00e1kupy\u201c \u2013 \u201en\u00e1kupca vyjedn\u00e1vate\u013e\u201c- dobr\u00fd obchodn\u00edk, st\u00e1le sk\u00fama vz\u0165ah podnik &#8211; trh, vykon\u00e1va v\u00fdskum trhu.<\/li>\n<\/ol>\n<p>Pre jednotliv\u00e9 segmenty s\u00fa charakteristick\u00e9 <strong>4 strat\u00e9gie n\u00e1kupu<\/strong>:<\/p>\n<ol>\n<li>Strat\u00e9gia zabezpe\u010denia zdrojov z\u00e1sobovania: typick\u00e1 pre <a href=\"https:\/\/www.euroekonom.sk\/ekonomika\/agrarna-ekonomika\/monopol-oligopol-konkurencia-a-maximalizacia-zisku-podniku-v-podmienkach-roznych-typov-trhovej-konkurencie\/\">monopolistick\u00fd a oligopolistick\u00fd trh<\/a><\/li>\n<li>Strat\u00e9gia zabezpe\u010denia zdrojov z\u00e1sobovania a vysok\u00e9ho zisku: cie\u013eom na \u2191 trhoch je vyh\u013eadanie diferenci\u00e1cie medzi dod\u00e1vate\u013emi. Patria sem i inov\u00e1cie a riadenie N na z\u00e1klade koncepcie produktu.<\/li>\n<li>Strat\u00e9gia minimaliz\u00e1cie zdrojov z\u00e1sobovania<\/li>\n<li><a href=\"https:\/\/www.euroekonom.sk\/downloads\/statnice\/podnikove-cinnosti\/\">Strat\u00e9gia maximaliz\u00e1cie zisku<\/a>: cie\u013eom je posilni\u0165 konkuren\u010dn\u00fa poz\u00edciu n\u00e1kupu podniku na z\u00e1klade zni\u017eovania celkov\u00fd ch n\u00e1kladov n\u00e1kupu<\/li>\n<\/ol>\n<h3>N\u00e1kupn\u00fd mix<\/h3>\n<p><strong>Dod\u00e1vate\u013esk\u00e1 politika (DP):<\/strong> je v\u00fdsledkom segment\u00e1cie a typol\u00f3gie, ktor\u00fdmi sa identifikuj\u00fa najlep\u0161\u00ed dod\u00e1vatelia. Ur\u010duje s k\u00fdm sa bude vies\u0165 n\u00e1kupn\u00e9 rokovanie a ak\u00e9 v\u00fdsledky sa o\u010dak\u00e1vaj\u00fa. Umo\u017e\u0148uje porovn\u00e1va\u0165 dod\u00e1vate\u013eov navz\u00e1jom a definuje optim\u00e1lne vz\u0165ahy s nimi. Dod\u00e1vate\u013esk\u00e1 politika definuje sp\u00f4soby z\u00e1sobovania, ktor\u00e9 umo\u017e\u0148uj\u00fa kompenz\u00e1ciu slab\u00fdch str\u00e1nok niektor\u00fdch dod\u00e1vate\u013eov so siln\u00fdmi str\u00e1nkami in\u00fdch dod\u00e1vate\u013eov. Rozdelenie dod\u00e1vate\u013eov pod\u013ea Paretovej anal\u00fdzy, odde\u013eujeme rozhoduj\u00facich od menej v\u00fdznamn\u00fdch a m\u00f4\u017eeme ur\u010dova\u0165, ako s nimi spolupracova\u0165, aby podnik z\u00edskal lep\u0161ie podmienky n\u00e1kupu &#8211; cenu, dodacie podmienky, platobne podmienky,&#8230; <a href=\"https:\/\/www.euroekonom.sk\/paretovo-pravidlo-8020-a-metoda-abc\/\">Met\u00f3da ABC, naz\u00fdvan\u00e1 aj 20\/80<\/a> m\u00e1 ur\u010di\u0165 20% dod\u00e1vate\u013eov, ktor\u00ed predstavuj\u00fa 80% objemov\u00fd podiel n\u00e1kupu podniku.<br \/>\n<strong>Politika potrieb:<\/strong> dod\u00e1vate\u013eom sa adresuje n\u00e1vrh \u201epr\u00ed\u0165a\u017elivej ponuky\u201c vo forme sprievodn\u00e9ho listu, z\u00e1kladn\u00fdch po\u017eiadaviek na produkt a \u010fal\u0161\u00edch \u0161pecifick\u00fdch po\u017eiadaviek.<br \/>\nZisten\u00e1\/na\u0161a potreba sa mus\u00ed vyjadri\u0165 ako najl\u00e1kavej\u0161ia ponuka, ak v nej n\u00e1kupca vyjadr\u00ed konkuren\u010dn\u00fa v\u00fdhodu, je to znak jeho talentu, lebo nie je jednoduch\u00e9 dod\u00e1vate\u013eovi uk\u00e1za\u0165, pre\u010do by mal spomedzi porovnate\u013en\u00fdch pr\u00edle\u017eitost\u00ed uprednostni\u0165 pr\u00e1ve na\u0161u ponuku.<br \/>\n<strong>Cenov\u00e1 politika:<\/strong> sa vz\u0165ahuje na ekonomick\u00e9 prek\u00e1\u017eky, ktor\u00e9 sa t\u00fdkaj\u00fa obchodn\u00e9ho rokovania. N\u00e1kupca vyjedn\u00e1va o cene z h\u013eadiska n\u00e1kladov a ich \u0161trukt\u00fary, ale n\u00e1kupn\u00e1 cena je iba 1 z mnoh\u00fdch parametrov obchodn\u00e9ho rokovania. Dobre uskuto\u010dnen\u00e9 obchodne rokovania sa nezameriavaj\u00fa na eliminovanie zisku dod\u00e1vate\u013ea, ale na vytvorenie z\u00e1kladov trval\u00e9ho partnerstva, v ktorom spr\u00e1vne stanoven\u00e1 cena je odmenou za komplex poskytovan\u00fdch slu\u017eieb.<br \/>\n<strong>Politika komunik\u00e1cie potrieb:<\/strong> je prejavom vyjadrenia potrieb vo\u010di dod\u00e1vate\u013eovi. M\u00f4\u017ee \u00eds\u0165 o intern\u00fa a extern\u00fa komunik\u00e1ciu potrieb.<br \/>\n<strong>Intern\u00e1 komunik\u00e1cia potrieb:<\/strong> organizuje sa v dvoch smeroch:<\/p>\n<ul>\n<li>Inform\u00e1cia o zameran\u00ed n\u00e1kupu sa t\u00fdkaj\u00fa:\n<ul>\n<li>n\u00e1kupnej politiky<\/li>\n<li>n\u00e1kupnej strat\u00e9gie<\/li>\n<li>pl\u00e1nu strategickej n\u00e1kupnej \u010dinnosti<\/li>\n<\/ul>\n<\/li>\n<li>Inform\u00e1cia o trhu ponuky, resp. dopytu ide o poznanie v\u00fdvoja na trhu, napr.:\n<ul>\n<li>f\u00e1zy \u017eivotn\u00e9ho cyklu nakupovan\u00fdch v\u00fdrobkov alebo progn\u00f3z n\u00e1kupu<\/li>\n<li>nov\u00e9 zdroje n\u00e1kupu<\/li>\n<li>v\u00fdvoj a udr\u017eiavanie aktu\u00e1lnych zdrojov n\u00e1kupu<\/li>\n<li>pravdepodobn\u00ed bud\u00faci dod\u00e1vatelia<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p>Na distrib\u00faciu t\u00fdchto inform\u00e1ci\u00ed mo\u017eno pou\u017ei\u0165 napr. intern\u00e9 podnikov\u00e9 noviny a \u010fal\u0161ie m\u00e9di\u00e1.<br \/>\n<strong>Extern\u00e1 komunik\u00e1cia potrieb:<\/strong> <a href=\"https:\/\/www.euroekonom.sk\/nakup-a-nakupny-proces-vyrobneho-podniku\/\">nakupuj\u00faci podnik<\/a> formuje svoj dopyt smerom k trhu dod\u00e1vate\u013eov, kt. obsahuje:<\/p>\n<ul>\n<li>charakteristiku podniku,<\/li>\n<li>identifik\u00e1ciu nakupovan\u00fdch v\u00fdrobkov (ide\u00e1lny prostriedok komunik\u00e1cie s\u00fa prospekty)<\/li>\n<li>organiza\u010dn\u00fd aspekt funkcie n\u00e1kupu (meno, funkcia a zodpovednos\u0165 ka\u017ed\u00e9ho n\u00e1kupcu potvrdzuj\u00fa profesionalitu n\u00e1kupcov)<\/li>\n<\/ul>\n<h3>Pl\u00e1novanie marketingu n\u00e1kupu<\/h3>\n<p>Mus\u00ed sa vypracova\u0165 pl\u00e1n \u010dinnost\u00ed, pri\u010dom s\u00fa d\u00f4le\u017eit\u00e9 2 ciele:<\/p>\n<ul>\n<li>stanovenie operat\u00edvnych prostriedkov, kt. pom\u00f4\u017eu n\u00e1kupcovi v rozhodovan\u00ed. Delia sa na:\n<ul>\n<li>tie ktor\u00e9 sa orientuj\u00fa na potreby (segment\u00e1cia, \u0161tandardiz\u00e1cia, globaliz\u00e1cia, hodnotov\u00e1 anal\u00fdza)<\/li>\n<li>tie ktor\u00e9 sa orientuj\u00fa na trh a dod\u00e1vate\u013ea (outsourcing, vyh\u013ead\u00e1vanie nov\u00fdch dod\u00e1vate\u013eov, SWOT anal\u00fdza, anal\u00fdza trhov\u00fdch prek\u00e1\u017eok, vyvolanie konkurencie medzi dod\u00e1vate\u013emi)<\/li>\n<\/ul>\n<\/li>\n<li>vymedzenie zdrojov (\u010dasov\u00e9, \u013eudsk\u00e9, materi\u00e1lne, informa\u010dn\u00e9 zdroje)<\/li>\n<\/ul>\n<h3>N\u00e1kupn\u00e9 rokovanie<\/h3>\n<p>Prostredn\u00edctvom n\u00e1kupn\u00e9ho rokovania n\u00e1kup pln\u00ed svoje poslanie. <a href=\"https:\/\/www.euroekonom.sk\/asertivita-v-praxi-manazera\/\">Obchodn\u00e9 rokovanie<\/a> m\u00e1 rozhoduj\u00facu \u00falohu v udr\u017eate\u013enosti obchodn\u00fdch vz\u0165ahov z\u00e1kazn\u00edka s dod\u00e1vate\u013eom. Z\u00e1kladn\u00e1 \u010dinnos\u0165 funkcie n\u00e1kupu, prostre-dn\u00edctvom ktorej pln\u00ed svoje poslanie: t.j. uzavretie zmluvy vyhr\u00e1vaj\u00faci \u2013 vyhr\u00e1vaj\u00faci. N\u00e1kupca rokuje na z\u00e1klade strat\u00e9gie n\u00e1kupu pr\u00edslu\u0161n\u00e9ho segmentu. Rokovanie predstavuje dial\u00f3g medzi 2 partnermi, kt. maj\u00fa z\u00e1ujem uzavrie\u0165 zmluvu.<br \/>\n<strong>F\u00e1zy n\u00e1kupn\u00e9ho rokovania:<\/strong><\/p>\n<ul>\n<li><strong>Pozn\u00e1vacia f\u00e1za<\/strong>: je potrebn\u00e9 pozna\u0165 poz\u00edciu dod\u00e1vate\u013ea na trhu, jeho ekonomick\u00e9 hodnotenie, finan\u010dn\u00fa situ\u00e1ciu, inova\u010dn\u00fa schopnos\u0165, rozvoj v s\u00fa\u010dasnosti a v bud\u00facich rokoch, dobr\u00e9 je pozna\u0165 aj jeho hlavn\u00fdch z\u00e1kazn\u00edkov. Zdroje inform\u00e1ci\u00ed: katal\u00f3gy, reklamy, odborn\u00e1 tla\u010d, vzorky a pod.<\/li>\n<li><strong>F\u00e1za presved\u010dovania<\/strong>: t\u00e1to etapa z\u00e1vis\u00ed od \u00faspechu prvej, ktorej cie\u013eom bolo pozna\u0165 partnera. N\u00e1kupca sa<br \/>\nmus\u00ed s\u00fastredi\u0165 na v\u00fdhody ponuky, motiv\u00e1ciu dod\u00e1vate\u013ea preda\u0165 v\u00fdrobok&#8230; N\u00e1kupca si vyberie vhodn\u00fd<br \/>\nokamih, ke\u010f zmen\u00ed charakter rokovan\u00ed v \u017eelanom smere.<\/li>\n<li><strong>F\u00e1za uzatvorenia rokovania<\/strong>: je potrebn\u00e9 vedie\u0165 ukon\u010di\u0165 obchodn\u00e9 rokovanie pomerne r\u00fdchle, ale nie zas<br \/>\nprir\u00fdchle. \u010c\u00edm je rokovanie dlh\u0161ie, t\u00fdm viac obchodn\u00e1 mar\u017ea kles\u00e1 a potom aj prov\u00edzia pred\u00e1vaj\u00faceho.<br \/>\nV\u00fdsledkom rokovan\u00ed, ktor\u00e9 trvaj\u00fa cel\u00fa ve\u010dnos\u0165, m\u00f4\u017ee by\u0165 strata z\u00e1ujmu pokra\u010dova\u0165 v nich zo strany<br \/>\npred\u00e1vaj\u00faceho. Sp\u00f4soby ako ho uzavrie\u0165:<\/p>\n<ul>\n<li>po\u017eiada\u0165 dod\u00e1vate\u013ea o stanovisko k predlo\u017een\u00fdm n\u00e1vrhom,<\/li>\n<li>dod\u00e1vate\u013eovi predlo\u017ei\u0165 n\u00e1vrh, v ktorom je definovan\u00fd z\u00e1ujem o spolupr\u00e1cu a vyjadren\u00fd predpoklad jej<br \/>\nakcept\u00e1cie zo strany dod\u00e1vate\u013ea,<\/li>\n<li>da\u0165 dod\u00e1vate\u013eovi na vedomie, \u017ee ak nebude akceptova\u0165 n\u00e1vrh, riskuje, \u017ee t\u00fato ponuku strat\u00ed.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h3>Uzatvorenie zmluvy<\/h3>\n<p>Zmluva vytv\u00e1ra z\u00e1klad bud\u00facich opakovan\u00fdch transakci\u00ed. Z pr\u00e1vneho h\u013eadiska m\u00f4\u017ee obsahova\u0165 to\u013eko \u010dl\u00e1nkov, ko\u013eko vyhovuje nakupuj\u00facemu s podmienkou, \u017ee pred\u00e1vaj\u00faci ich akceptuje.<br \/>\n<strong>Zmluva by mala by\u0165:<\/strong><\/p>\n<ul>\n<li>jasn\u00e1 : treba sa vyhn\u00fa\u0165 n\u00e1kladn\u00fdm a dlho trvaj\u00facim sporom<\/li>\n<li>\u00fapln\u00e1: treba vymenova\u0165 v\u0161etky z\u00e1v\u00e4zky ka\u017edej strany<\/li>\n<li>vyrovnan\u00e1: z\u00e1v\u00e4zky by mali by\u0165 recipro\u010dn\u00e9 na z\u00e1klade pravidla rovnov\u00e1hy.<\/li>\n<\/ul>\n<h3>Kontrola marketingu n\u00e1kupu<\/h3>\n<p>N\u00e1kupca m\u00f4\u017ee realizova\u0165 <strong>4 typy kontroly<\/strong>:<\/p>\n<ul>\n<li>Zhodnotenie v\u00fdrobn\u00fdch schopnost\u00ed dod\u00e1vate\u013eov: nav\u0161tevuje prev\u00e1dzky dod\u00e1vate\u013ea, realizuje testy schopnosti plnenia objedn\u00e1vok, zauj\u00edma ho finan\u010dn\u00e1 situ\u00e1cia dod\u00e1vate\u013ea.<\/li>\n<li>Kontrola pod\u013ea typu produktu: definuje sa produkt a dod\u00e1vate\u013e sa testuje, \u010di je schopn\u00fd ho realizova\u0165 &#8211; re\u0161pektovanie noriem, strojov\u00e1 vybavenos\u0165.<\/li>\n<li>Kontrola priebehu realiz\u00e1cie zmluvy: s\u00fa ve\u013emi \u010dast\u00e9, resp. neo\u010dak\u00e1van\u00e9, prvok dozoru z\u00e1kazn\u00edka nad dod\u00e1vate\u013eom&#8230;t\u00fdka sa v\u00fdrobn\u00fdch podmienok, kontrol\u00f3ri nav\u0161tevuj\u00fa v\u00fdrobn\u00e9 prev\u00e1dzky dod\u00e1vate\u013eov a overuj\u00fa dodr\u017eiavanie nariaden\u00ed a predpisov.<\/li>\n<li>Kontrola zhody produktu: n\u00e1kupca schva\u013euje\/ neschva\u013euje v\u00fdsledok zhody dod\u00e1vate\u013ea<\/li>\n<\/ul>\n<p>V oblasti kontroly sa sleduj\u00fa tieto ukazovatele:<\/p>\n<ul>\n<li>kvalita n\u00e1kupu (po\u010det reklamovan\u00fdch dod\u00e1vok vo vz\u0165ahu k celkov\u00e9mu po\u010dtu dod\u00e1vok)<\/li>\n<li>flexibilita n\u00e1kupnej \u010dinnosti (po\u010det zmien vo v\u00fd\u0161ke dod\u00e1vok)<\/li>\n<li>plnenie po\u017eiadaviek z h\u013eadiska term\u00ednov dod\u00e1vok<\/li>\n<li>spo\u013eahlivos\u0165 dod\u00e1vate\u013eov (chybn\u00e9 dod\u00e1vky)<\/li>\n<li><a href=\"https:\/\/www.euroekonom.sk\/analyzy-v-marketingovom-riadeni\/\">charakteristika dod\u00e1vate\u013eov<\/a> z h\u013eadiska finan\u010dn\u00e9ho, technick\u00e9ho rozvoja<\/li>\n<li>cenov\u00e1 istota<\/li>\n<li>ochota poskytova\u0165 \u010fal\u0161ie slu\u017eby<\/li>\n<li>mo\u017enos\u0165 recykl\u00e1cie materi\u00e1lov a \u010fal\u0161ie.<\/li>\n<\/ul>\n<p>KITA, J. 2010. N\u00e1kup a predaj &#8211; z\u00e1kladn\u00e9 obchodn\u00e9 funkcie v\u00fdrobn\u00e9ho podniku. Bratislava: Iura Edition, 2010. ISBN 978-80-8078-380-8.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Marketing n\u00e1kupu Marketing n\u00e1kupu je ch\u00e1pan\u00fd dvojako: Proakt\u00edvny pr\u00edstup z\u00e1kazn\u00edka, ktor\u00fd optimalizuje strednodob\u00e9 a dlhodob\u00e9 n\u00e1kupy z h\u013eadiska vlastn\u00fdch n\u00e1kladov. Kvalitat\u00edvna a kvantitat\u00edvna technika, ktor\u00e1 &hellip; <\/p>\n","protected":false},"author":21,"featured_media":24731,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19,549],"tags":[148,98,179],"class_list":["post-10943","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-obchod","category-pracujem","tag-globalizacia","tag-rozpocet","tag-swot-analyza"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.6 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Marketing n\u00e1kupu a jeho etapy<\/title>\n<meta name=\"description\" content=\"Etapy marketingu n\u00e1kupu: anal\u00fdza potrieb, klasifik\u00e1cia n\u00e1kupov, vo\u013eba trhu, vizualiz\u00e1cia portf\u00f3lia, n\u00e1kupn\u00fd mix, pl\u00e1n n\u00e1kupu, n\u00e1kupn\u00e9 rokovanie.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, 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