Kharkov Markets Association

Our Tasks

  1. Identify the main points of the organizational structure of the markets.
  2. To analyze the features of internal work processes in market administrations.
  3. To consider the technical and organizational features of the reports of the employees of the markets.
  4. To identify the specifics of work processes for providing services to customers.
  5. Identify typical customer paths.
  6. Analyze the current situation and the potential for the distribution of terminals among customers.
  7. Create recommendations for the development of a CRM system.

Research design

The object of the research:
  1. Managers and employees of the Association's markets.
  2. Customers (tenants of retail outlets) .
The goal is to identify opportunities for improving the workflow. Research method — in-depth and expert interviews


In all the markets that are part of the Association, there is an established organizational structure created according to a common template. But depending on the specifics of the market (its size, types of outlets offered, infrastructure features, etc.), the general template of the organizational structure in each of the markets adapts and transforms.
During the research , the following structural elements were identified:
  1. Accounting
  2. Cash and Settlement Department
  3. Contract Department (registration department)
  4. Trade Places Control Department
  5. Technical Service (engineering)
  6. Other departments (Commandant's office, cleaning, cleaners)
Internal processes were analyzed, and reporting formats were defined, which look like this:
  • Internal accounting report;
  • External accounting report;
  • Financial report;
  • Utility reporting;
The specifics of the work processes for providing services to customers were identified and the main ways of customers were identified:
  • The renter under the contract;
  • The renter on exclusive lease rights;
  • Subtenant;
  • The renter of a temporary trading place on a ticket;
  • The renter of a temporary retail space by subscription;
We analyzed the current situation and the potential for the distribution of terminals among customers.
The situation with the availability of terminals in different markets is very different: in large central and small district markets (Central, Equestrian, as well as KhTZ, Novosaltovsky and Europe), the number of terminals does not exceed 10% of the permanent outlets. Three more markets that have been updated relatively recently and where a significant part of the tenants are network operators (Solly, Terminal and Platform) have about 30-40% of terminals. And almost 100% of terminals are installed on the Sumy market.

In all markets (except the Terminal and Sumy), the administration did not interfere in any way with the installation of terminals by tenants. Many entrepreneurs are not ready to use terminals. Some are not satisfied with the disclosure of their turnover to banks and, therefore, to the state, others consider the percentage of charging for the use of non-cash payment too high. The administration of the markets believes that banks should offer the best conditions, as it is in their interests.

Recommendations for CRM implementation:

The current state of business processes in the markets does not cause an urgent need for the introduction of a CRM system:

Firstly, a balance has been found between the functionality of different departments and between the markets and the Central Office. According to the results of the interview, no systemic organizational failures were found that would require an immediate solution.
Secondly, the main contingent of employees has a narrow set of technical skills, sharpened for what is already being used (1c, Microsoft Office), because software updates at the first stages can disrupt work.
Thirdly, the Association of Markets has a rather large organizational inertia (this study itself is an example of this: it took two months to conduct 37 interviews).
Fourth, there is the "accounting factor". The basis of the data is made up of accounting databases, which are traditionally tied to the software of civil services — 1c and Medoc.
Set of recommendations:
Basic moments

1. Division of CRM into internal (on a local network, for the organization) and external (for customers)


2. Coordinate the formats for uploading data that are needed for accounting 1c. In the near future, the transfer of the accounting department to new software seems unrealistic, and it will not bring significant benefits. “We will agree with you that these data will be stored in an intermediate database, in which only what is needed for accountants will be stored, you give the structure of the fields, login-password, then my classmates pull out, and there will be happiness.”


3. Coordinate the format of financial reports with the management of the Association. At the moment, the forms of completed reports are selected for the "wishes of the founder”: they have been approved for a long time, are familiar and convenient for employees, but employees will easily adapt to a different format if it is a "requirement from above".


4. Document flow. At the moment, it is dual - both electronic and paper. 

  • Contracts are entered into the 1c database, but are backed up by paper copies.
  • Applications have electronic forms/ templates, but are filled out in paper form.
  • The service cards are issued and sent in electronic form, but are duplicated by signed paper carriers. 
A CRM budgeting system has been developed in the Central Market (for planning, coordination, budgeting and procurement), and it can be taken as the basis for a general CRM.

The service

Marketing research


Kharkov Markets Association

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