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Характеристика

«Азбука Вкуса» - российская частная сеть продовольственных магазинов, объединяющая более 78 супермаркетов «Азбука Вкуса», 4 минимаркета «DAILY», 2 крупных по формату супермаркета «МАРКЕТ» и 3 специализированных Энотеки. Управляющая компания – ООО «Городской супермаркет». Компания представлена в Москве, Санкт-Петербурге, Московской и Ленинградской областях. «Азбука Вкуса» стала первой российской компанией в сфере розничной торговли продуктами питания, которая внедрила и сертифицировала систему менеджмента качества.
«Азбука Вкуса» входит в список 400 крупнейших компаний России по версии журнала «Эксперт» и в список 200 крупнейших частных компаний России по версии журнала «Forbes». Компания является одним из лидеров российского розничного рынка и занимает первое место среди продуктовых ритейлеров по товарообороту на квадратный метр.

Цели и стратегия

Основной целью «Азбуки Вкуса» является создание лучшей в мире сети продуктовых супермаркетов, которая предоставляет возможность обществу повысить качество жизни людей , задавая стандарты культуры торговли и социальной ответственности бизнеса, клиентам – получать удовольствие от каждой покупки, партнерам – строить долгосрочные, надежные и открытые отношения ,персоналу – постоянно развиваться, участвуя вместе со своими коллегами в жизни компании и получая достойную оценку личного вклада, акционерам – иметь материальные и психологические дивиденды от владения лучшей розничной компанией в мире.
Также существуют стратегические цели . Цели, связанные с финансами , направлены на повышение отдачи на вложенный капитал и оптимизацию долговой нагрузки. Для клиентов компания стремиться создавать продукты, которые соответствуют их потребностям. Также компания занимается внедрением системы управления бизнес-процессами и оценки их эффективности.
Как и большинство компаний , «Азбука Вкуса» стремиться достигать максимального результата с наименьшими издержками (финансовыми, человеческими, временными, т.д.). Тем самым, для достижения серьезного уровня эффективности необходим высокий профессионализм сотрудника и ответственное отношение к выполнению своих обязанностей.
Для «Азбуки Вкуса» важно поддерживать динамичное развитие компании, основываясь на инициативе самих сотрудников. Компания воспринимает достижение поставленных целей как повод для определения более амбициозных задач. Стратегия развития компании – на качественном уровне быть на шаг впереди всех остальных и расширять свое присутствие за счет активного открытия торговых точек не только в Москве и Санкт-Петербурге, но и в регионах России и странах СНГ.
Для достижения поставленных целей компания уделяет большое внимание созданию оптимальных условий труда и благоприятного психологического климата, которые позволяют каждому сотруднику не только быть эффективным, но и получать удовольствие от работы. Это также касается правильной организации рабочего места сотрудника, соблюдения баланса между рабочим временем и временем отдыха, поддержания оптимальной интенсивности труда, уважения к каждому сотруднику компании, независимо от его должности, отсутствия грубости в общении и многое другое.
Более того, уже многие разработки «Азбуки Вкуса» в сфере торговых технологий стали стандартом для российской розницы. Компания уверенна, что технологичность является наиболее эффективным путем к повышению результативности работы и тем уникальным опытом, который можно быстро, легко и без потерь тиражировать в новых супермаркетах сети.
Также важно добавить, что компания использует стратегию анализа(по Майлзу и Сноу), т. е она старается поддерживать стабильный бизнес, осуществляя инновации одновременно. Часть продуктов стабильны, однако постоянно происходит внедрение новых усовершенствований , например, появление собственной лаборатории , появление новых экологических проектов, что позволяет идти в ногу со временем.
Также мы выявили, что по Чандлеру для компании характерна позитивная стратегия.

Размер/стадия жизненного цикла

В 1991—1992 годы акционерами были зарегистрированы первые юридические лица, после чего на Кутузовском проспекте был открыт первый торговый павильон «Деликатесы». И только в 1997 году было принято решение об открытии первого супермаркета под названием «Азбука вкуса».
Четыре супермаркета компании были впервые объединены единой концепцией бренда в 2002 году. Эта концепция включала в себя : корпоративный стиль, новый ,интересный дизайн интерьеров и особый подход к ассортименту. Уже к 2007 году ассортиментная матрица компании составляла 18 тыс. товарных позиций.
В 2014 году компания после длительных переговоров приобрела подмосковную торговую сеть, работающую под торговой маркой Spar, включающую 5 гипермаркетов и 3 супермаркета рис.1 Согласно теории жизненных циклов Ицхака Адизеса(рис.1), компания находится на стадии динамичного развития, с каждым годом создаются новые проекты по улучшению сервиса, качеству товаров и многое другое.

Используемые технологии

Каждый месяц в сети появляются актуальные сезонные предложения, интересные новинки, а также оригинальные продукты, приготовленные по авторской технологии: свежий хлеб из собственной пекарни, фирменные кофейные смеси, пирожные и торты от японского кондитера Хидеки Морикавы. Люди, которые следят за своей фигурой и здоровьем, всегда найдут в «Азбуке Вкуса» широкий выбор вкусных, полезных и натуральных продуктов, выращенных фермерскими хозяйствами в экологически чистых регионах мира.
Благодаря Проекту «Наставничество» компания смогла создать благоприятную среду для получения стажерами профессиональных навыков, для их адаптации в коллективе супермаркета, введение их в должность. При помощи этого проекта компания смогла повысить мотивацию линейных сотрудников к профессиональному развитию. Проект помог укреплению климата преемственности, поддержки и вовлеченности в компании «Азбука Вкуса».
Более того, в октябре 2012 года сеть супермаркетов «Азбука Вкуса» стала обладательницей премии «Компания Года». «Азбука Вкуса» была отмечена в номинации «Экология и бизнес». Компания представила свою экологическую инициативу «Мир, который нам нравится», направленную на внедрение в розничную торговлю «зелёных» технологий и вовлечение потребителей в проекты защиты окружающей среды.
Также в ближайшее время в «Азбуке вкуса» стартует проект по установке касс самообслуживания в супермаркетах сети. Кассы самообслуживания отличаются от обычных касс тем, что они оснащены более сложным технологиями, цель которых – сделать процесс покупки максимально быстрым и удобным. «Мы разрабатывали продукт в тесном сотрудничестве с «Азбукой Вкуса». В процессе создания мы еще раз убедились в том, насколько хорошо они знают своего клиента и понимают его потребности. Все это позволило нам успешно запустить первый магазин и предложить покупателям лучшее решение на рынке», - комментирует Сергей Капацевич, глава разработки касс самообслуживания компании «Кристалл Сервис».

Организационная культура

Ценности компании на сегодняшний день органично вытекают из миссии и целей компании . Это – эффективность, развитие, увлеченность, дружелюбность, комфортность и технологичность. Каждая из этих ценностей многогранна и охватывает большое число смежных понятий.
В понятие «эффективность» входит достижение наибольшего результата с наименьшими издержками (временными, финансовыми , человеческими ,трудовыми и т. д ) .Для достижения высокого уровня эффективности важен высокий профессионализм работника и его ответственное отношение к выполнимой работе.
Под «развитием» понимается активное продвижение компании не только в России, но и в странах СНГ.
Компания уверенна, что только настоящая увлеченность работой доставляет человеку радость и позволяет ему раскрыть творческий потенциал. Она верит в то, что увлеченный своим делом человек способен гармонично жить и развиваться не только на работе , но и вне работы.
Дружелюбность для «Азбуки Вкуса» - это желание и умение проявлять свое уважение, симпатию, заинтересованность при общении с покупателем, коллегами и демонстрировать окружающим позитивный настрой и готовность оказать помощь в трудной ситуации.
Также очень важна комфортная обстановка на рабочем месте.
И не менее важна для компании технологичность. Многие наработки в сфере торговых технологий стали стандартом для российской розницы. Технологичность – наиболее эффективный путь к повышению результативности работы компании.

рис.2

Также ,исходя из вышесказанного, можно добавить, что согласно типологии, предложенной К. Камероном и Р. Куинном (рис.2), организационную культуру в организации можно отнести к клановой( корпоративной) культуре, так как существуют бригадные работы, а также программы вовлечения наемных работников в бизнес и корпоративные обязательства перед ними.
По модели конкурентных стратегий Портера , мы можем сказать, что конкурентные преимущества – фокусирование на дифференциации (уникальность товаров и узкий охват рынка). Безусловно, как мы уже выяснили, многие товары и продукты в «Азбуке Вкуса» уникальны .

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