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Introduction

In Western companies, for a long time, to solve problems that cannot be solved, or are not able to solve internal managers ("thumbs up in the head"!), They invite third-party specialists (consultants). And it's not even that they are smarter than internal managers, they just don't "thump" in their heads!

In the developed countries of the world, consulting has long turned into an industry with multibillion-dollar turnover. The annual turnover of US consulting firms exceeds the entire volume of Russian exports, including oil. One of the largest transnational consulting companies in the world last year spent $500 million on air tickets alone. International consulting companies form their staff from the best graduates, the best business schools in the world and retired senior management of companies. No wonder one of the most famous consulting companies in the world is called Ernst & Young. Between these poles, consulting companies employ the best specialists and professionals in almost all areas of business.

In developed countries, there is even such a thing as "consultant-to-weight ratio", which is determined by the ratio total number residents of the country to the number of consultants. In Japan, this figure is 2.5 thousand people, in the USA - 4.5 thousand people, in Western Europe - 12.5 thousand people, in developing countries - 250-300 thousand people.

But what about in Russia? The Russian consulting market is very quickly following the path that Western markets have gone through in their development, however, a certain time gap remains. What managed to get out of the "consulting fashion" in the West, Russian companies are just beginning to master. The first consulting companies emerged with the help of various technical assistance programs, which were implemented in large numbers in the 90s of the last century. The majority of domestic consultants grew up on Western textbooks, processing the accumulated foreign experience for use in Russian conditions.

Despite its relative youth, Russian consulting is already declaring itself a full-fledged player in the space Russian business. Exists whole line purely Russian companies, which provide highly professional services on a variety of issues related to the operation of enterprises and organizations. Worked out own technologies, methods and techniques, experience in consulting activities has been accumulated, professional associations are being formed, schools for training consultants are operating, standards are being developed and implemented professional activity consultants.

However, at the same time, a significant share of the consulting services market is not yet occupied, which is connected, as well as with the economic situation in the country itself, which relatively recently began to contribute to an increase in business activity and the promotion of any innovative projects, and with the awareness of the company's management of the acceptability of contacting consultants. Thus, if there is openness to entry into the consulting market and free market niches on it, then a completely logical question arises: “Why not create our own consulting firm?” An attempt to answer this, as well as related questions, is the present work.

But it is impossible to move on to the next sections without explaining what consulting is.

Consulting is professional assistance from external specialists to managers and management staff various organizations(client) in the analysis and solution of problems of their functioning and development. As a rule, this assistance is implemented in the form of consulting projects, which include diagnostics, action planning and decision making, implementation of selected solutions, project completion and monitoring of the implementation of implemented recommendations.

After all conceivable clarifications and acquaintances, we proceed directly to the very characteristics of a consulting firm.

1. Generalcharacteristicfirms.ExternalAndinternalWednesdayfirms.Modelfunctioning.Structurefirms

A preliminary description of any company can be given by an analysis of its organizational-legal and organizational-economic forms, which give an idea of the goals and objectives of the company.

The most acceptable forms of organization for a consulting firm are a company with limited liability(according to the organizational and legal form) and a single enterprise (according to the organizational and economic form). Selection factors are outlined in Table 1.1 below.

Table 1.1. - Substantiation of the organizational-legal and organizational-economic form

Choice factors
Organizational and legal form	Organizational and economic form
Limited Liability Company	Single enterprise
Relative ease of creation and registration No need for a large share capital Limited liability of participants within the limits of their contributions No need for direct participation of the founders in the activities of the company Possibility of any member of the LLC at any time to withdraw from the company and demand payment of the actual value of the share Admission of new members only with the consent of all members of the society Stable and sustainable nature of relations between the participants, due to the previous two points Greater company mobility	Ease of organization and management ・Full autonomy economic activity Low organizational costs Possibility of quick restructuring of the range of services

To create a new enterprise, it is necessary to go through a number of mandatory steps. The procedure for creating a new enterprise is presented in Scheme 1.

At the initial stage of creating a new enterprise, the composition of the founders is determined, and constituent documents are developed: the Charter of the enterprise and the Agreement on the establishment and operation of the enterprise, indicating its organizational and legal form. Along with this, protocol No. 1 of the meeting of the company's participants on the appointment of the director and chairman is drawn up. audit commission. Then a temporary bank account is opened, where at least 50% must be received within 30 days after the registration of the enterprise authorized capital. Further, the enterprise is registered at the place of its establishment in the local authority.

Scheme 1. - Organization of a new enterprise

Under the new order state registration legal entities, upon creation, the applicant will need to visit only one registration authority - the inspectorate of the Ministry of the Russian Federation for taxes and fees. For state registration, the following documents are submitted to the relevant authority:

application of the founder (or founders) for registration;

the charter of the enterprise;

· Agreement of founders on the establishment and operation of the enterprise;

Minutes of the meeting of the founders;

proof of payment state duty(in the amount of 2000).

Intelligence about founders - physical persons:

Copies of passports;

Postal code of residence;

Telephone;

The amount of contribution to the authorized capital;

Copy of TIN (if any).

For individuals who are not citizens of the Russian Federation, the provision of an identity document.

Intelligence O general director:

Copy of the passport;

Postal code of residence;

Telephone;

Copy of TIN (if any).

Intelligence O main accountant:

Copy of the passport;

Postal code of residence;

Telephone;

Copy of TIN (if any).

Intelligence O bank, V which planned open estimated check:

Name (if known - address, phone number);

Notarized power of attorney for opening a savings account (required by Sberbank).

After completion of registration and inclusion in the Unified State Register of Legal Entities, the enterprise receives a certificate of registration and information mail Goskomstat on the assignment of codes of the All-Russian classifier of species economic activity.

At the final stage of creating a new enterprise, its participants make their full contributions (no later than one year after registration), open a permanent bank account, order and receive a round seal and a corner stamp. Since then, the company has been operating as an independent legal entity. The company can start working (conclude agreements) from the moment of state registration with the Tax Inspectorate, even if the current account has not yet been opened.

The most important condition for understanding this or that activity is the ability to correctly determine the object and subject of this activity. Methodologically, the object of the company can be defined as what it is aimed at (products, services), and the subject - as a source of directed activity, meaningfully represented by individuals or groups of individuals who, in their activities, implement independently developed programs. The composition of the objects and subjects of the consulting firm is presented in table 1.2.

Table 1.2 - Objects and subjects of the firm

Firm objects

Subjects of the firm

Consulting services in the following areas:

Strategic consulting (development of a business development strategy, development of basic and backup plans for the development of companies, creation and improvement of a permanent system strategic management and others)

Investment consulting (development and comprehensive examination of investment projects, support of investment projects, etc.)

Stock consulting (management of financial resources, evaluation and quotation of securities, evaluation of non-property rights and interests)

· Director General, managing the overall course of all activities;

· Directors of departments specializing in a specific area of consulting;

· An expert in charge of a specific project;

· A group of specialists led by an expert;

· Other employees of the company

Table 1.3 - Characteristics of the external environment of the firm

Elements of the external environment		· Possibilities
	The likelihood of firms creating their own analytical departments, which may lead to a decrease in demand for our services	Increasing the level of consulting promotion activity, the reason for which is an increase in demand for this species services
· Competition	The emergence of new firms (due to free access to the consulting services sector), which will reduce the likelihood of consumers turning to our firm	· Opportunity to observe the work of other firms - to learn from experience and ideas. Striving for continuous improvement, improving the quality of our services
· Social environment	Potential loss of customer confidence in our firm	Possibility of further raising the prestige of the company in the eyes of consumers
· Technology	Equipment malfunctions, destruction computer system, the defeat of her virus	Use of the results of scientific and technical progress, systematic updating of the technological base
· Economy	· Instability of the economic situation, deterioration of the financial capabilities of firms, which will not allow many enterprises to apply to consulting firms	High degree of information openness industrial enterprises, contributing to the improvement of the quality of services (reliability and accuracy of conclusions, speed of order fulfillment)
· Policy	· Political instability, worsening the conditions for the functioning of firms. The need to license some of the firm's activities, which will increase costs	· Adoption of political decisions that contribute to the increase in business activity of enterprises, and as a result - an increased demand for our services

Table 1.4. - Feature internal factors

Direction of analysis	・Strengths	· Weak sides
· Financial environment	No need for excessively large capital, both for the formation of the company and for its further functioning	In the early stages of work, the company will stay afloat only due to the contributions of the founders, because it may be difficult to establish itself
· Work environment	Low capital intensity when fulfilling orders	・High labor intensity
Staff	· Close relationship between the employees of the company due to its small number. A common desire for a common goal, the interest of each member of the team in the quality performance of their duties	long absence of any career development in view of the relative stability of the organizational structure of the company's management
· Marketing	In view of the specifics of the company's activities, it has information about the situation on the market and skillfully uses it when pursuing a marketing policy	The absence of a marketing department in our firm suggests that the function of promoting the firm's services to the market is performed by the already busy founders
	· Due to the uniqueness of our products, the company has no problems with unsold goods (storage, warehousing) - all services are made to order	Lack of tangible products of the company does not allow customers to appreciate the quality of our work

Any company in the course of its activities faces risks. Risk is considered to be an action at random in the hope of a lucky break. The characteristic features of risk are uncertainty, surprise, uncertainty, the assumption that success will come.

For the successful functioning of the enterprise, timely risk analysis, their forecasting and identification of ways to reduce them are necessary. At the same time, it must be remembered that each individual enterprise is characterized by its own group of risks. The risks that characterize the activities of a consulting firm, as well as ways to reduce them, are presented in table 1.5.

Table 1.5. - Risk profile

Types of risks	The impact of risks	Ways to reduce risk
· Commercial risk	· Arises in the course of realization of the goods purchased by the enterprise and in the course of rendering services. In a commercial transaction, it is necessary to take into account such factors as an unfavorable change (increase) in the price of purchased means of production, a decrease in the price at which products are sold, the loss of goods in the circulation process, and an increase in distribution costs. The consequence of these changes may be a drop in demand for the company's services and its bankruptcy.	· Possible ways to reduce these risks can be forecasting trends in the development of market conditions; forecasting demand for the company's products; careful study of prices for similar services from competitors; reserve funds to cover unforeseen expenses of the company
financial risk	May occur during financial transactions. An example of such risks may be the insolvency of a client or restrictions on foreign exchange transactions. The consequences of such risks will be the financial losses of the enterprise.	· In the context of the crisis of non-payments and low ethical standards of business, the contract for consulting services includes the so-called partial prepayment. Usually it is issued in the form of a fee for the organization of work and ranges from 30 to 50% of the price. · With regard to restrictions on currency and monetary transactions, it is possible to use barter. Payment for services is made not with money, but with shares of client enterprises.
· Market risk	· Associated with possible fluctuations in market interest rates, national currency or foreign exchange rates, and sometimes both at the same time. The consequence of such a risk may be the depreciation of the financial capital of the company	Such a risk can be prevented by monitoring the external environment, also by reducing this risk is the storage of capital in the most solid and stable currency or in reliable securities
· Investment risk	· The reason may be the depreciation of the investment and financial portfolio, consisting of purchased securities. The result can be financial loss.	· The risk of non-viability of the investment project must be eliminated by ensuring that the expected returns will be sufficient to cover the costs. This can be achieved through careful preparatory work: analysis and forecasting of invested campaigns
· Production risks	This includes risks: non-fulfillment of business contracts; strengthening of competition; occurrence of unforeseen costs; Loss of property of enterprises; force majeure circumstances. All of these risks can in one way or another affect financial stability enterprises	· To improve the competitiveness of the company, it is necessary to pursue a reliable marketing policy: choose the right sales market, have accurate information about competitors, and prevent leakage of secret information. To prevent unforeseen expenses, it is necessary to conduct a thorough analysis and forecasting of the situation in the resource market. It is possible to avoid property losses or minimize their level by insuring property, as well as establishing strict property liability, strict protection of the company's territory

In view of the specifics of our company's activities, special attention in the column "risks" is occupied by risks associated with the reliability and accuracy of the information provided by us. To reduce such risks, our firm uses a special risk management model for large projects.

Within the framework of this model, the project is considered as a set of interrelated processes, which are grouped into phases (the stages of the project implementation, at which any intermediate results are achieved).

When developing reports, there are many reasons that lead to risks: mistakes in choosing a project strategy, unclear goals and objectives, changes in external and internal requirements, etc.

Table 1.6 - Risks directly related to the conduct of certain projects, and methods for reducing them are described in the table

Types of risks	Risk reduction	Risk assumption	Risk distribution	Reducing the probability of risk
Project Scope Risks	Detailed analysis of each stage of work, interaction of participants, organization of work		Distribution of the project to several. subprojects, allocation of a pilot project by subsystems	Detailed quality program, well-established project configuration management
Risks associated with insufficient experience in the field of information technology	Conducting user training, including guidance, compliance with work technologies	Increasing the labor intensity of work and the cost of the project	Coordination with the customer of project documents, coordination of all changes	Development and approval of the project concept at a possibly earlier stage
Technical risks of the project	Strict selection of the project team according to qualification criteria. Training of project participants	Increasing the labor intensity of work and the cost of the project	Documented personal responsibility of project participants	Use of enterprise standards for design work, development of project standards
Organizational risks of the project	Training of project participants, team trainings, as complete formalization of activities as possible	Increasing the labor intensity of work and the cost of the project	Inclusion of customer representatives in working groups	Inclusion in the project administrator team, detailed distribution of roles in the project
Operational risks of the project	Thorough examination of documents	Increased labor intensity and cost	Fixing the absence of customer claims	Implementation of quality program procedures

The specifics of a consulting firm is that its product, in essence, is information, and at the same time, the main resource for the provision of services is also information, but not processed (without appropriate analytical and practical conclusions). The appropriate transformation requires the use of other resources listed in Table 1.7.

Table 1.7 - Inputs and outputs of the firm

input resources

Output resources

Information about the state of the market and firms operating on it, including certain knowledge and technologies necessary for its analysis

The human resources of the firm: directors who control work on projects, expert groups directly involved in projects, other personnel

Property complex of the company, including: rented premises, office equipment, equipment and special equipment, automated analytical systems, software

Cash, including: equity of the firm, advances

Information as analytical conclusions, proposed options for the business development strategy of the consulted firm, practical advice for the implementation of proposals, as well as other related services

There is a whole system of methods for determining prices. Firms consider price as a variable and important factor, so they are very careful about its purpose. When choosing a method for determining prices, the following considerations are usually taken into account. If the price is set too high, demand will be limited. If set too low price, the profit will be small or it will not be at all. The possible price is determined by the cost of production, the prices of competing and substitute products, the unique advantages of the product in comparison with other products. Maximum price is determined by the unique advantages of the product, the minimum - production costs, the average - competition.

The system of pricing methods includes the following groups of methods:

Determination of prices based on production costs;

Determination of prices with a focus on the value of the goods;

Determination of prices with a focus on competition;

Let's take a closer look at these groups of methods using Table 1.8.

Table 1.8 - Pricing methods

	Feature	Advantages or disadvantages for the firm
Determination of prices based on production costs	· The essence of these methods of price calculation is as follows: the producer of goods determines the costs of production and adds to them the desired amount of profit, which he considers as a reward for invested capital. Wholesale and retailers when determining their prices, they proceed from the costs associated with the purchase of goods (wholesale sellers - from the manufacturer, retailers - from wholesalers or directly from the manufacturer), and margins (wholesale, retail), which are set by sellers at their discretion (unless, of course, , markups are not regulated by the state) and should provide coverage of the costs associated with their activities and obtaining the desired profit. The amount of margins depends on many factors: the nature of the product, the size of its sales, the position of sellers in the market, the prevailing margins on the market, the desires of sellers, government intervention in pricing.	· The price may be higher or lower than the price buyers are willing to pay for the product. Producers ignore the fact that the price may not be directly dependent on production costs, which can be changed in order to satisfy the market. The disinterest of manufacturers in the development of new products, referring to the need to reimburse the cost of scientific research - research work. More suitable for determining the lower price limit (which should answer the question: is it possible or not to enter the market with a new product). · For our company, this group of methods is not optimal, since it takes into account only the material costs for the production of goods (rendering services). In our case, the main resource for the provision of services is human potential (mental labor, brains). Therefore, it is not possible to calculate the costs for the provision of a particular service.
Determination of prices with a focus on the value of the product	· These methods of price determination are based on the perceived value of the product by the consumer and the buyer's desire to pay a certain amount for this value. The price in this case should correspond to the perceived value of the product by the consumer. A firm can set a high price for its product when the product is of great value to the buyer and when he is ready to pay for it above the normal market price. With a decrease in the perceived value of the product by the consumer, the price decreases. In both cases, the production costs may be the same. Production costs in this approach to pricing are considered only as a limiting factor that shows whether the product at the price calculated by these methods can bring the profit planned by the company. The price calculated by this method is based on the subjective assessment by buyers of the value of the goods for them.	· To determine the price of its product, the firm needs to identify what value perceptions buyers have. This can be done on the basis of a customer survey, which is a very time-consuming process and does not always lead to the desired (reliable) results, besides, it carries a certain amount of risk. In general, it is not reasonable to rely only on the value significance of the product for the consumer, because competing firms may operate on the market, which may set prices at a lower level. This will lead to the fact that our company, in view of the lack of demand, will become unprofitable. · However, this can only happen if competitors provide services similar to ours (both in terms of service and quality). And since the nature of the activity of a consulting firm involves the provision of unique services, at the moment this group of methods is the most acceptable for our company.
Determination of prices with a focus on competition	· When focusing on these methods of determining prices, the firm proceeds exclusively from the level of current prices of competing goods and pays the least attention to its own production costs and demand. Firms whose products belong to the market of pure competition or to the oligopolistic market are guided by this pricing method. TO this method Pricing is addressed by those firms that find it difficult to accurately determine the cost of production per unit of output and consider the average prices that have formed in the industry as a good basis for determining the prices of their goods. Based on these methods, the firm gets rid of the risk associated with setting its price, which the market may not accept.	· With this approach to pricing, the firm, as a rule, does not change its prices due to changes in its production costs or demand. It keeps its prices as long as competitors keep their prices. When competitors change prices, the firm also changes its prices, although its own costs of production and demand remain unchanged. Specifically for our company, this approach is not optimal, because. there are significant differences between the quality parameters of services provided by our firm and firms - competitors. This approach justifies itself when firms produce the same type or similar products.

So, we have decided on a group of methods for determining prices, but it is necessary to choose the most suitable one for our consulting firm.

In world practice, four main forms of pricing for consulting services have been adopted:

1) time payment;

2) fixed undifferentiated payment;

3) a percentage of the cost of the object of consultation or result;

4) combined payment.

All these prices are market prices, i.e. established through competition and negotiation. There are no nationwide price lists for consulting services, but pricing is always based on some reasonable considerations, arguments and justifications. The client must have information about pricing in the consulting market in order, on the one hand, not to overpay, and on the other hand, so as not to alienate qualified consultants with a low assessment of their work. The latter is of particular importance for Russian conditions, since business leaders are by no means always in the mood to pay money "for words and papers."

When determining payment for all of the above forms, it should be borne in mind that consultants sell a product that they produce not only while they are at your enterprise, but also during preliminary work. It is known that the average consultant spends only 120 days per year on specific projects. But this does not mean that the remaining 245 days, i.e. 2/3 of the year, he is resting. At this time, he accumulates the intellectual capital that he invests while working on a specific project at your enterprise. Otherwise, he would not be a consultant.

In addition, as already noted, the payment of the consultant's work does not mean his salary. Usually consultants are united in firms, for the maintenance of which (rent of premises, equipment, managerial and technical staff, purchase of information, etc.), as well as for profits and taxes, a certain part of the money received from the client goes. This value can be up to 70-80%, so the price of consulting services is not a payment to the consultant, but a payment to the firm for the use of its consultants. (If we are talking about paying an individual consultant, then it should still include his expenses for equipment, the purchase of information and other paid services).

1. Time payment

It is carried out on the basis of calculating the amount of working time that needs to be spent on the implementation of a consulting project (in man-hours, man-days or man-months) and the cost per unit of working time of consultants, taking into account their qualifications.

The rates per unit of consultant time are set by each consulting firm individually, but they are based on reported statistics on the consulting market (such data are usually published by national consultant associations or statistical bodies). So, for example, according to the American Association of Consultants (ACME) in 1992, the level hourly pay was, depending on the qualifications of consultants and the size of consulting firms, from 60 (for a research assistant) to 250 (for senior staff of consulting firms) dollars per hour, i.e. respectively, from 480 to 2 thousand dollars per man-day. Similar values are typical for other developed countries. It should also be noted that for individual consultants, depending on the uniqueness of their qualifications, as well as the cost and significance of the project, the amount of the fee can be much higher than the average values.

Prices for the services of Russian consultants are still much lower than the world ones. They, as already noted, are about 4-5 times less and range from 200 to 400 dollars per person-day for Russian firms, but there is a clear upward trend.

2. fixed (undifferentiated) payment

With this method, the consultant, having determined for himself the scope of work and the time spent on them, calls the client the total amount of payment, but does not refer to the calculation of man-days, but to other justifications. In Russia, such justifications are the prices of similar projects of this or other consulting firms, as well as (which is typical for process and training consulting) the existing prices for training in business schools and management courses. For example, it is known that a number of Russian banks, upon receiving an application for a loan from potential clients, require them to pay in advance for the development of a business plan in the amount of 15 to 25 thousand dollars. When negotiating with clients about a fixed price, consultants may refer to this data. If we are talking about process or training consulting, then consultants use data on the cost of management seminars published in the economic press as a guide for the client. So, if the fee for training one person at a seminar is 100-150 dollars per working week(4-5 days), and 50 representatives of the client participate in joint work with the process consultant, then the price of the consultants' work will be 5-7.5 thousand dollars. A certain amount may also be added for specific projects developed during the joint work of consultants and clients .

Sometimes, as an argument, a reference is made to the world prices of consulting services.

3. Percent from cost object counseling or result.

Under this form, the price of consulting services is calculated as a share of the size of the trade transaction, the volume of investments or other projects carried out by the client with the support of consultants, or as a share of the economic effect received by the client (cost reduction, profit growth, etc.).

In Russia, the price of consulting services as a percentage of the cost of the consulting object is most often used for three types of services:

Property valuation (during privatization, sale, etc.): 1-2% of the property value;

Advice on drafting contracts: 1-2% of its cost with a simple content of the contract and 4-5% with a complex one;

Advice on attracting investments: 1-2% of the amount of investments.

As for the method of payment for the final result, from a theoretical point of view, it would be the best, because. stimulates consultants to obtain the maximum effect for the client, and the client removes doubts about the expediency of paying money "for words". But in practice, there are three intractable questions that limit the applicability of this method:

How to determine in the overall economic effect of the enterprise the share that arose as a result of the work of consultants?

When to pay for the work of consultants, if a certain (often long) period of time can pass before the effect is obtained?

To solve these issues, in addition to the high economic culture of the client, moral and psychological factors are also needed: mutual trust between the consultant and the client, their goodwill, etc.

4. Combined payment

The price of consulting services can also be determined as a combination of the 3 above methods. This method is used in Russia very actively, both explicitly and implicitly. For example, a consultant may put forward a requirement for sufficiently high time rates, knowing that the results of the project are very important for the client, and the expected economic effect repeatedly covers all consulting costs. Or, as already mentioned, the consultant can make a time calculation for his internal estimate of the cost of the project, and tell the client a fixed price, referring to analogues and other arguments.

The combination of time payment and fixed price is often used for subscription services, and the combination of fixed price and percentage payment is often used for consulting on a specific problem.

One more specific state of the art business culture in Russia moment: in the conditions of the crisis of non-payments and low ethical standards of business, the contract for consulting services often includes the so-called partial prepayment. Usually it is issued in the form of a fee for the organization of work and ranges from 30 to 50% of the price. The rest of the customers pay with long delays, and sometimes do not pay at all. Therefore, the size of the preliminary payment should be such that at least minimally interest the consultants in the work.

Specifically for our company, in view of the specifics of the services we provide, the most acceptable pricing method is the method of calculating the cost of design work using multiplying factors with a fixed (undifferentiated payment). This is one of the types of price determination with a focus on the value of the goods. The formula for determining the price using this method will look like this:

P = B*K1*K2*K3*K4

IN- this is a certain base, below which the price does not fall, it depends on the situation on the market (inflation rate, demand for services, etc.). It can be proportional to the minimum wage. For various services provided by the company, there is a specific base. The base is determined by the method of calculating the economic value of the goods for the consumer, or by the method of estimating the maximum acceptable price.

K1- this is the coefficient of complexity (labor intensity), it is determined by an expert, i.e. it is determined by the specialist directly involved in the project;

K2- this is the reliability coefficient, it shows how much the company is confident in the information received. Unlike the others, this coefficient is decreasing. This demonstrates the fact that our company is aimed at obtaining the most reliable and accurate information, otherwise the price of the service provided is reduced. The coefficient varies from 1/2 to 1;

K3- this is the coefficient of efficiency, it depends on the period appointed by the customer.

K4- this is the coefficient of uniqueness, depends on the specifics of the service provided. The coefficient is equal to 1 if the order is ordinary and is present in the list of services provided by the firm. If the service is unique, the coefficient takes the value 3/2.

For any company providing services, the parameters of the quality of its services objectively come to the fore and are a necessary condition for the performance of work. With regard to a consulting firm, regardless of the list of services, the following quality parameters, presented in Table 1.9, must be observed.

Table 1.9. - Characteristics of product quality

Services

Quality Options

Ways to improve quality

1.Strategicconsulting

Formation of strategic intentions of the company, its owners and managers; development of the company's mission; setting top-level strategic goals; definition of basic, portfolio and competitive strategy; definition of functional strategies; development of basic and reserve plans for the development of companies; creation and improvement of a permanent system of strategic management; formation of an internal branding system in the company.

2.Investmentconsulting

Preparation of investment memorandums; development and comprehensive examination of investment projects; project management; development of business plans, feasibility studies; financial risk management; analysis and monitoring of investment projects; support of investment projects.

3.Stockconsulting

Management of financial resources; assessment of property complexes; evaluation and quotation of securities; placement and purchase of securities; issue of securities; assessment of non-property rights and interests.

· Acceptable terms of project implementation;

· Coherence of work and lack of inconsistency of conclusions in cases of dividing the project into several stages;

· Accessibility in understanding of the provided documentation accompanying conclusions and recommendations;

· Convenience and ease of implementation of the proposed development strategy.

· Constant contact with the client for timely adjustment of work on the project;

· Readiness for cooperation of the staff of the serviced company, provided by awareness and other actions of the management of this company;

· An integrated approach to the work on the project, taking into account the individual characteristics of each company;

· Creation of two opposing groups dealing with one project (if there are no other orders at this time);

· Partnership with other consulting firms.

The quality of the implementation of consulting projects to a greater extent depends on working group. The decisive role here is played by the personality of the project manager, because at the very beginning of the project, he will have to gather around him a team of people who will not only fulfill their duties, but "feel" the project and do it with interest. At the same time, it must be remembered that the quality of work also depends heavily on the specialists participating in the project on the part of the customer.

When considering any enterprise, it is necessary to take into account its organizational structure, since the efficiency of the company as a whole and the quality of the services provided in particular, which determines the number of potential customers, and hence the success of the company, largely depend on its choice.

The diagram of any organization shows the composition of departments of sectors and other linear and functional units. However, it should be understood that such a factor as human behavior, which affects the order of interaction and efforts to coordinate actions, cannot be depicted in the diagram. It is human behavior that determines the effectiveness of the functioning of the structure to a greater extent than the formal distribution of functions between departments. Although the latter cannot be neglected, that is why it is necessary to consider in detail the main types of organizational management structures and, based on this comparative analysis of their advantages and disadvantages, choose an organizational structure suitable for our company.

Linear organizational structure

The basis of linear structures is the so-called "mine" principle of construction and specialization management process By functional subsystems organizations (marketing, manufacturing, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services (“mine”) is formed, penetrating the entire organization from top to bottom. The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. Accordingly, a system of motivation and encouragement of employees is being built. Wherein final result(the efficiency and quality of the work of the organization as a whole) becomes, as it were, secondary, since it is believed that all services in one way or another work to obtain it. This system is used in small firms with homogeneous and uncomplicated technology.

Rice. 1 - Head of the organization

pros this structure - it is 1) ease of use, all duties and powers are clearly distributed; 2) speed of decision-making; 3) clear unity of command.

Linear staff organizational structure

This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any lower units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.

functional structure management

The functional management structure is used for a large number of specialized activities in the organization. Provides for the grouping of specialists and departments that perform individual management functions. At the same time, the implementation of the instructions of the functional bodies (departments of planning, accounting, production maintenance, etc.) within their competence is mandatory for production units.

Advantages of this structure: 1) stimulation of business and professional specialization; 2) reduction of duplication of efforts; 3) good adaptation of employees to work

The functional management structure is aimed at constantly recurring tasks that do not require prompt decision-making. It is optimal in firms that produce a limited range of products and operate in stable conditions.

Linear-functional organizational structure

Linear-functional organizational structure of management combines elements of both linear and functional management, i.e. line management, supported by special support services.

Disadvantages of this structure: disagreements between line and functional employees; it is more difficult for an entrepreneur to coordinate the activities of functional workers.

matrix structure

The matrix structure is a development of design structures. It is a combination of two types of separation: by function and by product. This structure allows you to achieve a certain flexibility, provides a greater opportunity for coordination of work.

Below is an example of a simple matrix structure. In an entrepreneurial firm, four products are created and released simultaneously, each of which is the responsibility of a separate manager. All four groups of employees perform a complete chain of functions, from product creation to production and sales.

For our firm, we preferred to use a linear organizational management structure. The arguments in favor of our choice were: a small number of personnel of the company; ease of use of this system; clear unity of command represented by the board of the company; high qualification and competence of the head. The following is the management structure of our firm.

The company is headed CEO. He manages the general course of all activities of the company. Directly reporting to him are the directors of departments specializing in a particular area of consulting, i.e. is strategic, investment and stock consulting. Under each of these directors is a staff of workers, consisting of an expert who manages a particular project, and a group of specialists under the auspices of this expert. Currently, there is one expert in each of the consulting departments, but as the company develops, it is planned to increase the staff of employees.

2. resourcesecurityfirms.Mainfacilities.negotiablefacilities.Laborresources

For any production process, an enterprise needs fixed assets (tools). Fixed assets - a part of the property used as a means of labor in the production of products (performance of work, provision of services) or for the management needs of the company for a period exceeding 12 months or a normal operating cycle.

Table 2.1. - Fixed assets of the company

fixed assets	Acquisition sources	Depreciation method
Automobile	Borrowed funds	Nonlinear proportional to the amount of work
Computer equipment, information systems	Contributions of the founders	Linear
Working set (table, cabinet, cabinet)	Contributions of the founders	Linear
	Contributions of the founders	Linear
	Contributions of the founders	Linear
	Contributions of the founders	Linear

Also, the main facility used by the firm is an office building. But this building is not the property of the firm, but is taken on lease.

Calculation of the amount of depreciation deductions for fixed assets.

With regard to fixed assets, depreciation should be understood as certain actions related to accounting for depreciable property, applied during the useful life of the relevant items and ensuring the transfer of their value to manufactured products, work performed, services rendered. Depreciation charges -- the monetary expression of the amount of depreciation corresponding to the degree of depreciation of fixed assets.

Depreciation of fixed assets is carried out using one of the following methods for calculating depreciation:

The linear way

the method of diminishing balance;

The method of writing off the cost by the sum of the numbers of years of the useful life;

The method of writing off the cost in proportion to the volume of products (works).

In our case, the most correct calculation method for office equipment will be a straight-line method, since the cost of fixed assets is small, as well as the expected income in the early stages of the enterprise, so we do not need to throw off the burden of depreciation as soon as possible.

The calculation of the amount of depreciation for some types of fixed assets used by the firm is given in the following table 2.2.

Calculation of the amount of depreciation deductions for passenger vehicles:

In the technical document, the vehicle resource (M) is defined as 250,000 km. The actual mileage (m) in the first year is 50,000 km.

A year =

A 1 year \u003d (200000/250000) * 50000 \u003d 40000 rubles

Calculation of the amount of depreciation deductions for computer equipment:

H a \u003d\u003d 1/3 * 100 \u003d 33.3%

A year \u003d \u003d 25000 * 33.3 / 100 \u003d 8333

Calculation of the amount of depreciation for the working set:

H a \u003d\u003d 1/5 * 100 \u003d 20%

A year = = 15000*20/100=3000

Calculation of the amount of depreciation deductions for fax:

H a \u003d\u003d 1/3 * 100 \u003d 33.3%

A year \u003d \u003d 10000 * 33.3 / 100 \u003d 3333

Table 2.2. - Calculation of the amount of depreciation deductions

Name of fixed assets	Initial cost (P s)	Useful life (T sl)	Depreciation rate (N a)	Amount of depreciation deductions per year

Automobile
Computer
Working kit

As the company develops, it will become larger, it will have more employees, new departments will appear, etc. To ensure stable and continuous work in the future, the fixed assets acquired now will no longer be enough. That is why it is necessary to expand the reproduction of fixed assets. There are two main sources of funds for expanded reproduction. This is the profit of the company and the sinking fund.

From the depreciation fund, mainly those fixed assets that are not new for this enterprise are reproduced, i.e. already existed, but due to moral or physical wear and tear, they lost their value for the company.

There are several types of activities included in extended reproduction. This is the introduction of new fixed assets, the reconstruction of existing fixed assets and modernization, which involves the replacement of old equipment with new ones.

The following table 2.3 shows the plan for the expanded reproduction of fixed assets of the company for the next 3 years.

Table 2.3 - Plan for expanded reproduction of fixed assets for 3 years

Summary

The business plan of a consulting company we are considering with calculations clearly demonstrates that it is possible to open a business in this area without significant investments. The main success factors here are work experience, respectability and high psychological stability of the main actors - consultants. It is important to determine the specific direction of the agency's work: accounting, industrial, financial or economic activity. The choice must be made in accordance with those competencies that will help ensure the greatest profitability of the business.

The purpose of this business plan is to justify the creation of a consulting company that will solve the following main tasks:

Meeting the needs of companies in obtaining qualified assistance in developing development strategies, optimizing activities in the field of production management.
Assistance in improving the competitiveness of enterprises.
Creation of an institution with a high level of profitability of the services provided.
Extraction of profit.

Investments in the amount of 4,510,000 rubles are attracted to finance the project. Source - a bank commercial loan with a discount rate of 17.5% for 24 billing months.

In accordance with the calculations made, it is assumed that the institution will break even from the 1st billing month. The profit for this period will be 396,949 rubles. After the return of borrowed funds, the profit will increase to 6,643,461 rubles. The payback period, taking into account discounting, is no later than 24 months from the date of the agency's establishment.

The amount of remuneration paid to the bank for 2 years is 307,281.33 rubles.

With monthly expenses of 618,030 rubles, the gross profit for the whole project will be 151,209,877 rubles.

The life cycle of the project is designed for 2 years.

Market analysis

Experts in the field of business management estimate the volume of the Russian consulting services market in different ways. Ernst & Young defines it at 1.5 billion dollars, including 350-550 million for audit. Specialists from K.PMG call the figure 550-650 million dollars.

The country's share in the world market is only 1%, and in terms of the level of competitiveness of services, our consulting agencies are in 36th place (out of 60 assessed). We are constantly losing a number of our advantages associated with a vast territory and wealth of mineral resources. The weakest links in the domestic economic system act minimum investment in the improvement of the educational system, the development of science and medicine. State regulation of the economy and underdevelopment remain at a low level management systems all levels. The efficiency of the use of natural resources in Russia is about 2-3 times behind the level of the leading Western countries, and the standard of living of the population is 10 times.

Russian experts believe that the annual increase in the volume of consulting services rendered is 350-550 million dollars a year. Approximately 25% of them are accounted for by the 20 largest domestic audit companies that are members of various international consortiums. A feature of the work of Russian firms is that they receive a large share of their profits from related services.

That is why the largest players in the Russian market are foreign consulting firms, which account for 30-40% of all services.

The domestic market, after a deep fall during the crisis of 2014, began to grow, and it is going at a high pace. This is partly due to the fact that the agencies have moved to the provision of complex services, and the state has taken certain measures to change the regulation of consulting activities.

Assessing the current trends, it can be assumed that in the medium term it is the state that will remain the leading consumer of audit services, since the country has adopted and is actively implementing programs for the modernization of state-owned enterprises, as well as bodies and institutions working in various consulting industries.

In the structure of services, private enterprises and organizations occupy only slightly more than 20% of the market. Domestic consulting firms by specialization are divided into universal and specialized. Universal ones attract representatives of medium and small businesses more, because there you can get a range of audit services at once cheaper.

The breakdown by line of business is as follows:

Strategic planning for the development of companies - 11.6%.
General economic assessment of enterprises and organizations - 4.2%.
Financial consulting - 5.6%.
Personnel management activities - 0.6%.
Research of marketing policy and public relations - 0.2%.
Production consulting - 0.5%.
IT consulting - 76.6%.
Tax consulting - 0.4%.

Assessing the information on the development of the domestic market, it can be argued that, despite a slight increase in the number of audit companies (about 35 thousand), the number of potential consumers of their services is growing at a faster pace. In connection with this trend, it is possible to open at least 1,730 agencies in the country, which will be able to meet the demand for consulting services, which is growing by 5-12% per year.

Description of the object

The creation of a consulting company is aimed at assisting enterprises and organizations in developing a strategic policy for their development. Its main goal is to provide services for the study and forecasting of markets, the formation of effective marketing programs and the evaluation of the effectiveness of personnel in the implementation of projects. Also, the agency will be engaged in the assessment of the cost of objects and the search for optimal ways out of economic entities from crisis situations.

This business plan assumes that the agency will provide a wide range of services in the field of analysis and substantiation of scientific, technical, organizational and economic prospects for the development of companies. Main activities:

Analytical (research and evaluation of economic and financial activities, the quality of investment projects, the study competitive environment, prices, resource base, etc.).
Forecasting (formation of methods-recommendations for activities of business entities in the indicated areas).
Comprehensive consultations on the activities of companies.
Conducting audits.
Direct participation in the activities of companies through participation in the development strategic plans development, improvement of management and introduction of innovative technologies.

These areas of work determine what specific consulting services will be provided, these are:

Accounting.
Audit.
Legal.
Personnel selection.
Tax optimization.
Search for employees and employment.

These activities are aimed at improving the quality of company management and introducing effective technologies management, allowing to significantly increase the individual productivity of each of the employees.

Stages of project implementation

Equipment

The technical equipment of the consulting agency should ensure a constant increase in the productivity of the services provided and meet the reputational characteristics provided for by this business plan and the funds included in the project.

For organization effective work institutions need the following equipment:

Computer equipment with related software.
Server.
Automobile.
Office furniture (tables, armchairs, cabinets).

The agency will need a room of 48-50 square meters. m with connection to power supply and communications networks (telephone, internet).

Advertising and marketing

In order to familiarize consumers with the services of the agency and increase demand for them, it is necessary to carry out a set of measures to form a positive opinion among potential clients. For this, it is provided:

Creation of presentations.
Publishing and distribution of business cards and booklets.
Publication of materials in specialized journals and local media.
Company website development.
Advertising activities on radio and television.
Participation in seminars, exhibitions, presentations, economic forums on consulting activities.

The main task of marketing is to create an opinion about the possibility of obtaining consulting services directly from a company with a high reputation and understanding that they have an affordable cost and will bring the expected economic effect.

Recruitment

This area of project implementation is one of the most important, since the reputation of the company, its market demand and profitability will depend on the qualifications of the agency's employees.

This plan provides for attracting highly qualified specialists on a competitive basis. The need for competitive selection is due to the prestige and high level of remuneration of employees.

The duration of the competition is 1 month.

Financial plan

Given the sources of funding for the project and the nature of the activities of the institution, the financial year begins in January. The company will pay the following taxes:

Name of the tax	Base used for taxation	Payment period	Bid
For the amount of profit	Profit amount	M-ts	20%
VAT	Value added	M-ts	18%
For property	The value of the acquired property	According to the schedule	2,2%
Income	FOT	M-ts	13%
Social payments	FOT	M-ts	34%

The calculation of the main costs of the project was made based on the specifics of the company's activities and the need to overcome various barriers to its entry into the market at the initial stage. For this, the costs include the purchase of only high-quality and prestigious equipment.

The costs presented in this table are paid back no later than two years from the start of the project.

The forecast of the volume of services provided is based on the average prices for consulting services in 2016.

Period	Services	Physical volumes	Price (in rubles)	The volume of revenue from the sale of services in the medical center
1-12 months (investment period)		52-620	1 080 – 100 800	5 339 331.27
13-24 mts (functioning period)	Consulting and advisory	67-800	1 150 –107 900	7 261 491,86

Based on this forecast and the trends available in the consulting services market (an increase in volumes from 5 to 20% per year) and the price environment, the agency will receive an annual income of 75.6 million rubles.

Potential risks

When creating a consulting company and during its operation, the founder may face the following potential risks:

Lack of highly qualified specialists.
High capitalization of investments.
The unpredictable nature of the development of the economy in the country.

conclusions

An example of this business plan shows that this line of business is becoming increasingly popular among entrepreneurs due to the lack of significant costs to open a business. However, as follows from experience, with high competition, such an agency will have to overcome many difficulties on the way to success. Of great importance is the qualification of personnel involved in the provision of consulting services.

The founder of the company will have to work hard on the issue of image attractiveness of the newly opened institution.

The essence of the project is to create a consulting agency LLC "Rezultat", the main direction of which will be legal and personnel services, with the aim of further development and consolidation in the market.

Location of the enterprise: Makhachkala, st. Gagarin, house 43. As you know, the success of most companies is 50% dependent on a good location. According to monitoring, this location of the company is the most favorable.

A distinctive feature of the agency will be the presence of a website on the Internet, where it will be possible to provide any of the services offered online.

It is expected to conduct a careful selection of employees, i.е. with extremely high qualification of workers.

To implement the project, 2,930,740 rubles are needed, which are the agency's own funds.

The break-even point is 8207.9 thousand rubles. Thus, with a sales volume of 8207.9 thousand rubles. the proceeds from the sale of products will be equal to the costs of production.

Costs per 1 rub. marketable products is 0.8 rubles, which means that the company LLC "Rezultat" has planned a cost level of 0.8, i.e. 80 kopecks of costs per 1 ruble of marketable products (the profit should be 20 kopecks).

Return on investment - 91.3%. That is, the company will receive a high level of profitability from investments.

The payback period of the project will be 1 year.

The essence of the proposed project

The project envisages the creation in Makhachkala of a consulting agency LLC "Rezultat", the main direction of which will be legal and personnel services.

The mission of the agency will be to provide maximum assistance in the development and prosperity of business in new markets by providing personalized consulting services.

To develop the range of services that will be offered by the consulting agency, we will analyze the market in terms of the prospects for the types of services.

According to the Ansoff matrix, the consulting agency being created will implement the strategy "old product - old market", i.e. will be aimed at continuous improvement of its activities in the market on the basis of identifying errors in the activities of competitors and getting rid of problems that are sure to arise at the initial stage of the company's work.

The consulting agency being created will be engaged in conducting trainings and personnel changes in the structure of companies, in order to qualitatively improve the skills, abilities and knowledge, as well as the professional growth of employees of this organization. The agency will also provide clients legal services when solving problems related to:

ѕ merger of companies and acquisition of property;

ѕ registration, accreditation and incorporation of enterprises;

- choice of selling prices;

* property management;

ѕ administration;

ѕ transfer of functions to a third-party organization;

* conflict resolution;

* cost reduction, etc.

Location of the enterprise: Makhachkala, st. Gagarin 43. The building is large, is the property of the owner. Does not need reconstruction.

The agency plans to work seven days a week from 9:00 to 20:00.

Key success factors:

ѕ impeccable fulfillment of agreements - absolutely confidential, reliable expertise, which can be fully trusted;

ѕ use of internal reserves for business development in new directions;

ѕ transition from a system of unified general expertise to a wider range of consulting services, which can increase the opportunities for obtaining additional profit.

Competitiveness: The competition is not to say that tough. All such agencies offer almost the same services to the consumer, so weaknesses should be looked for in the quality of service, the location of competitors, the price level, the choice offered, etc.

A distinctive feature of the agency will be the presence of a website on the Internet, where it will be possible to resolve any issue in as soon as possible. Thus, clients will be able to get advice from any country. Also, the agency will provide guarantees in the form of error correction, money back.

Strict adherence to the basic principles of building relationships with the client will help the agency to stay on the market, grow and develop: friendliness and attention to his wishes and needs; flexible financial policy; exact observance of the terms of the order; the most efficient use of the allocated budget.

It is planned to implement a Quality Management System in the consulting agency "Resheniye" LLC. The quality of the agency's work will be confirmed by the Quality Certificate for compliance with GOST R ISO 9001-2008. (ISO 9001:2008).

Currently, many entrepreneurs who want to use the services of a consulting agency have a question about the need for its licensing. In accordance with Art. 17 federal law dated September 25, 1998 No. 158-FZ "On licensing certain types activities” (containing an exhaustive list of activities requiring licensing) consulting activities are not subject to licensing.

Research (market analysis)

On Russian market advisory services are at the beginning of the second stage (growth). Demand for them is not yet fully satisfied. Therefore, in this industry there is no need to reduce prices yet, but active advertising is needed to attract customers. The agency needs to identify an initial segment of clients, carefully analyze its capabilities and determine the initial niche of its services in the market.

The service industry is a rapidly growing sector modern economy. In the practice of many countries, consulting services are an important factor in the effective functioning and development of business entities in the conditions of market relations. The developing market demanded first the creation and then the expansion of the sphere professional services. The most significant changes in the services market are associated with the transformation of demand for consulting services, the need for which is becoming more and more recognized.

At present, the demand for services in the development of integrated management systems, the introduction of new financial technologies, business valuation, marketing research. At the same time, the client is interested in a comprehensive solution to the problems of organizing and doing business, in the effective implementation of projects.

Interaction of economic mechanisms corresponding to modern development services market, with all its acuteness requires the improvement of the theoretical and methodological base for the formation and development of the consulting services market. On the one hand, there are signs of the market, there is a whole network of domestic consulting agencies, many of which have more or less regular clients. At the same time, the demand for their services is still underdeveloped and poorly structured. In addition, this demand is often formed under the influence of the state, government controlled of all levels also often act as customers of consulting services, and their share in the domestic market is quite significant.

The growth in demand for consulting services causes the transformation of audit, legal and appraisal firms into associations of companies providing a comprehensive range of services.

Competition among Dagestan consulting agencies today is very tough and the agency that more competently and successfully influences the future consumer, and not only offers favorable conditions to the client, wins in it.

In the market of Makhachkala, where the consulting agency "Resolution" LLC plans to implement its activities, the following main competitors are already operating:

- OOO "Triumph"
- Investment - consulting group"Prime"
- Kvadro LLC

Based on the results of the study, the following conclusion can be drawn about the strengths and weaknesses ah enterprise and its main competitors - table 2.

Table 2 Assessment of the strengths and weaknesses of the enterprise and its main competitors

Solution LLC	Competition
LLC "Triumph"	Investment and consulting group "Prime"	OOO Kvadro
Strengths	Favorable office location, high quality services, individual approach to clients	Low prices, high level of service, good location, high professional skills of consultants	Favorable office location, wide range of services, qualified staff	Low prices, good location, regular customers
Weak sides	The image of the company that has not yet been formed, the lack of a clear marketing strategy.	No repeat customers, no ads	High prices, lack of regular customers

Thus, in a competitive environment, the key success factors for the newly created agency should be:

- high quality of service;
- an effective advertising campaign to raise awareness of the agency and its services;
- expanding the range of services;
- a wide range of offers.

marketing plan

Let's formulate the goals of the created consulting agency.

Goals are a specific state of individual characteristics of a consulting agency, the achievement of which is desirable for it and to which its activities are directed. Goals are the starting point for planning activities, they underlie the construction of organizational relations in the company, the motivation system is based on the goals, and the goals are the starting point in the process of monitoring and evaluating the results of work individual employees(auditors and sales managers) and the audit company as a whole.

Depending on the period of time required to achieve them, goals are divided into long-term and short-term.

For the emerging consulting agency, the short-term goals are:

- entry into the consulting market of Makhachkala
- creating a positive image of the agency;
- Receiving a profit.

The following can be considered as long-term goals of the created consulting agency:

- provision of a wide range of services in the market;
- occupying a strong position in the market of Makhachkala;
- expanding the geography of market coverage (additional offices in Makhachkala).

The nature of the demand for the agency's services has an element of seasonality, so the largest flow of consumers will be observed at the beginning of each quarter, as well as in months that contain holidays and the months immediately preceding the latter (January, February, March, May, August, November, December).

Segmentation of customers in the market.

Segmentation occurs depending on:

a) the size of enterprises:
- - small;
- - average;
- - large;
b) the availability of goods in this market:
- - new;
- - established

The greatest demand will be provided by medium-sized enterprises (60-70% of all customers).

Consumer properties that will attract customers to services:

- reliability;
- high quality;
- high degree of completeness and accuracy of information;
- fairly moderate, affordable price;
- consulting on the results of the study.

The circle of clients will expand due to:

- advertising;
- personal meetings with representatives of other enterprises at exhibitions, business seminars, etc.

It is necessary to develop a trademark and company symbols that will attract the attention of customers, i.e. consider creating a corporate identity.

In the consulting business, the marketing phase ends and the sales organization phase begins when a specific prospect is identified.

The purpose of identifying prospective clients is to select organizations that may be potential clients. We are talking about the formation of some base for the subsequent choice.

The next step is to improve the prospects' perception of the consulting agency and the services it offers. This can be done by writing them a letter, you can send some promotional materials. It is unlikely that any transaction will be a direct result of such activities; the purpose of this, first of all, is to create opportunities for the emergence of such transactions. Very often this happens during informal meetings with prospective clients, at presentations.

There are the following stages of the sales organization process. They are sequential: the end of one stage leads to the beginning of the next:

- identification of prospective clients;
- improving the presentation of a prospective client;
- meeting with prospective clients;
- preparation of proposals;
- make a deal.

One of the main ways to promote a service to the market will be advertising - the most powerful stimulator of demand. Reshenie LLC plans to use the following advertising distribution channels:

- advertising in the media - 30,000 rubles;
- large-format printing: the cost of this type of advertising will be about 10,000 rubles. in year;
- outdoor advertising: the cost of such advertising will be approximately 20,000 rubles. in year.

Strategy advertising campaign: during the first month it is planned to form an opinion about the product and the company among potential consumers, in connection with which the most intensive advertising in the media is advisable during this period, i.e. advertisements will come out most frequently. Then, throughout the year, it is necessary to constantly maintain interest in this product in the minds of consumers, and therefore advertising will appear constantly, but a little less often.

After analyzing the prices of competitors, goals, capabilities of the agency, it was decided to set prices according to the method of targeting competitors, and this price for some services differs from competitors, but at the same time covers costs.

The pricing policy will be based on two approaches:

- the cost of consulting services is formed depending on the complexity of the tasks set by the client
- providing discounts for a number of consulting services

Consulting project for the development and implementation of the Quality Management System (QMS) in accordance with the requirements of ISO 9001:2008:

- the price of the entire project is formed on the basis of the contractual cost for each stage of the project;
- in case the company pays half of the cost of the project in advance, a 5% discount is provided from the total cost of the project;
- if the company pays for the project in full in advance, a 10% discount will be provided from the total cost of the project.

Production plan

Location: Makhachkala, Gagarin street, house No. 43. The building is large and owned by the owner. Does not need reconstruction. The agency is located in good location- receives adequate utilities, easy and simple access by public, official or personal transport.

The provision of services by the agency is scheduled to begin in January 2015. The table shows the sales schedule for 2015 (the planned period for reaching a stable job) (Table 3). At the same time, the planned minimum monthly turnover of 700,000 rubles is taken as 100%.

Table 3 Sales schedule for the billing period

Let's present the business processes aimed at achieving the goal of opening a new office in the form of table 4.

Table 4 Implementation steps

Functional subsystems of the organization	Achievable goals	Events		Responsible
	Ensuring the opening of the office	Recruitment	1 month before opening	Director
Marketing	Environmental Monitoring	Analysis of the market, competitors and potential customers	Monthly	Director
Strategy Development	Choice of funds	One month before opening	Director
High quality service process	Service process development	One month before opening	Director, invited expert
Preparation for the start of work and provision of services		Functional cost analysis, expansion or reduction	Quarterly	Director, accountant, managers
Conclusion of contracts with suppliers	Procurement of furniture, computer equipment and consumables	1 month after opening, then as needed	Director
Finding an office space	Determination of requirements for office location, search for an office in a business center near the center	1 month before opening	Director
Internet connection	Connecting to the most trusted provider	1 month before opening	Director
New office staff training	Adaptation of new employees, training in the process of maintenance and work in the software.	During a year	HR managers
promotion		then annually
	Organization of financial activities	Control financial indicators, evaluation of work efficiency, search for ways to increase profitability	Monthly	Accountant

As you can see, some of the events are regular, some are one-time. When opening an office, the main efforts are made by the director, who is the founder of the consulting company being created.

Resource requirement

Stages of the technological process:

- formulation of the problem;
- determination of the range of sources of information;
- collection of necessary information;
- analysis;
- calculation of results;
- development of necessary strategies;
- control over implementation in practice;
- Information support.

Successful implementation of this plan requires:

- good quality computer (minimum configuration:
- processor 486 and RAM 4 MB);
- good quality printer;
- a set of computer programs:
- reference and legal;
- accounting;
- financial and marketing planning programs;
- performance appraisal programs;
- specialized publications;
- room;
- automobile.

organizational plan

As legal status we chose a limited liability company. This form is easy to implement and convenient for us in its structure.

Responsibilities of employees of the enterprise:

The CEO deals with personnel, concludes contracts with potential clients.

All accounting is done financial activity agencies (calculation and payment of taxes, distribution of profits, calculation and issuance of wages).

The structure of the consulting department includes: project manager, project manager, consultant, analyst. They are doing:

- diagnostics (audit, diagnostics of the quality management system, complex diagnostics of the enterprise, benchmarking);
- developing recommendations for improving the processes and structures of the agency;
- development and implementation of restructuring projects;
- formulation and development of missing functions, processes, structures.

The legal department, in accordance with the task assigned to it, performs the following functions:

Ø verification of compliance with the law of draft orders, instructions, regulations and other documents of a legal nature submitted for signature to the head of the enterprise.
Ø organization of systematized accounting and storage of normative acts received by the enterprise;
Ш provision of legal assistance in the conclusion of business contracts at the enterprise;
Ш definition of forms of contractual relations, taking into account production and financial plans, relationships (economic ties) with contractors and other factors.

The main functions of the financial department:

SH reference management accounting activities of the agency, the formation of regular management reporting;
Ш development and implementation of corporate standards, norms, regulations and provisions on management accounting;
Ш formation of accounting policies in accordance with the needs of the agency;
W operational control financial resources of the company for the purpose of their effective use;
Ø control over the observance of financial discipline, timely and complete fulfillment of contractual obligations, expenses and receipt of income;
Ø control over the implementation of the program of capital investments and investments;
Ø provision of operational, regular and analytical financial information to internal and external users;
Ø development of pricing proposals;
Ø participation in the organization and conduct of tenders.

Qualities required by employees:

- conscientiousness;
- responsibility;
- discipline;
- decency;
- honesty;
- politeness;
- communication skills;
- seriousness;
- high professionalism.

Consulting occupies a leading position in the market of providing services for business.

For entrepreneurs who are interested in how to open a consulting firm from scratch, and how profitable this field of activity is, a detailed business plan is drawn up with a profitability calculation.

What is consulting?

Consulting is the provision of consulting services to firms, enterprises, individuals on business development. The consulting agency employs specialists in analysis, finance, marketing, management, personnel, and IT technologies.

The organization can hire permanent job consultant on matters of interest. Then it will be internal consulting.

External consulting is the conclusion of a service contract with a consulting firm. Most requested consulting services:

Business process analysis and performance evaluation.
Suggestions for improvement.
Training and selection of personnel.
Activity audit.
Credit advice.
Development of tactics and strategy.
Assessment of activity risks.
Registration, certification, licensing.

Advice on the organization and conduct of business activities is required by representatives of both small and big business. Therefore, the consumer audience of consulting agencies is huge:

trade enterprises;
light industry;
heavy industry;
building sector;
financial sector;
energy;
mining and processing enterprises;
the field of telecommunications.

There are main types of consulting:

Financial.
Managerial.
For tax matters.
In the field of design work and medicine.

The work of the agency is usually organized according to the principle of sending specialists to the enterprise with which the contract is concluded. Consultants collect information, delve into the business processes of a particular organization, then to draw conclusions and provide recommendations to increase productivity and profitability.

Business plan

Before opening a consulting firm, you need to draw up detailed instructions for launching a project, calculate the amount starting investments, plan expenses and income.

business registration;
office location;
equipment;
staff;
advertising;
financial calculations.

One of the areas of consulting activity is assistance in starting a business for novice entrepreneurs, which includes the development of a business plan and assistance in its implementation.

Download for free as a sample.

Registration

Experts recommend opening a consulting company in the form of an LLC. A legal entity inspires more confidence in clients than an individual entrepreneur, and reputation is the basis for successful business in the consulting business. Another argument in favor of an LLC is that the legislation for individual entrepreneurs provides for restrictions on the number of employees, taxation and types of activities.

It is more difficult to register an organization than an individual, you need to collect a package of documents:

Charter.
Memorandum of association.
Establishment decision or protocol.
Confirmation of payment of the state registration fee.
Certificate of legal address.
Statement.

IN statutory documents contains the name of the company, its choice must be approached with all responsibility - this is not as easy as it seems. Firstly, given the huge number of already operating enterprises, it is difficult to choose a unique name. Secondly, the name should correspond to the direction of the agency, be not too long and easy to remember.

Legal entities operate by bank transfer, so you need to open a current account in a reputable bank with more than a five-year history of existence, which will also positively affect the reputation.

Starting a consulting business does not require special permissions and licenses. Need to register with tax office and choose the optimal taxation system.

room

You can open a consulting firm without an office space. Under conditions of scarcity Money The best solution would be to organize work over the phone and at the customer's premises.

If you immediately put the business on a high level, then a spacious office in the business district of the city will give additional weight to the company in the eyes of wealthy clients. When concluding an agreement with the landlord, it is necessary to stipulate the possibility of redevelopment of the premises. Each employee will need to allocate a separate office, as well as organize a large meeting room and receive visitors.

A reputable company will always offer drinks and snacks to its customers, so it is necessary to provide an area for storing kitchen utensils and making tea.

The premises in the office center are most likely already prepared for work and equipped with electricity, heat supply, water supply and sewerage. It is enough to make cosmetic repairs in strict business style, bring furniture and appliances.

Equipment

The main criteria for choosing office furniture are practicality and comfort. Since the work in a consulting agency is mostly sedentary, it is better to take care of clients and employees, purchase comfortable chairs and armchairs.

The list of necessary furniture, equipment and materials includes:

computer tables;
large table in the common room;
cabinets and racks for documentation;
computers;
office equipment;
means of communication;
blinds;
lighting;
Electric kettle;
microwave;
stationery.

In consulting, the client and the customer often correspond by e-mail, so it is necessary to ensure constant access to the Internet.

Employees

Consulting as a form of business is completely based on the professionalism of employees. The company's income and the success of the entire project depend on the qualifications, experience, knowledge, and communication skills of the staff.

You can open a small agency with 2-3 generalists. This will cost less than hiring an employee for each consulting area.

To provide consulting services on a wide variety of business issues, a consulting firm must have experts in:

Financing.
Lending.
Accounting, tax, production and management accounting.
Property appraisal.
Business analysis.
Enterprise management.
Legal issues.
Selection and training of personnel.
Marketing.

To confirm the qualification, the applicant must have diplomas, certificates, recommendations, evidence of work experience in the consulting field.

At the initial stage, the founders of a consulting firm can invest in highly paid specialists or hire employees through recruitment agency, where rates will be at the industry average.

It is almost impossible to open a consulting company and attract clients without advertising. In order for potential customers to decide to contact the agency, you need to place information about the services provided on the Internet, business magazines, catalogs, on the streets.

The internet is the best place to find clients. You need to create a website, fill it with quality content, pay for promotion to the first lines of search engines. Can be used social media and banner ads.

At first, the cost of promoting a business is up to 50-70 thousand rubles a month, which pays off in the first half of the year.

Video: how to open a consulting company?

Economic calculations

To draw conclusions about the profitability of the consulting business, a calculation of initial costs, planned income and expenses is made. For example, a mid-market company with an office in a business center is taken.

Starting investments:

№	*expenditures*	*Amount, rub.*
1	Authorized capital (minimum according to the legislation)	10 000
2	Registration fees	5 000
3	Room rental for 2 months	40 000
4	Remodeling and renovation	100 000
5	Equipment and materials	115 000
6	Salary for 2 months	120 000
7	Advertising	60 000
8	Other costs	50 000
Total		500 000

Monthly expenses:

With the development of the company and an increase in the volume of orders, expenses will increase due to the costs of staff development, bonus payments and other motivational activities.

The agency's income in the first months of its existence depends on the advertising campaign and employees who have their own experience and client base. New customers are easy to find among start-up entrepreneurs. Pricing policy is developed on the basis of the average cost of services in a given market sector. Clients are offered several types of payment:

hourly;
fixed;
each service is priced separately.

Permanent cooperation will become more attractive to customers if discounts are provided depending on the volume and time of work.

The average profitability of the consulting business is 25%, the payback period is 1 year. For this, the agency must receive 220,000 rubles per month. income.

Consulting is a low cost business based on the intelligence and professionalism of consultants. The more clients apply to the agency, the higher the income and profitability of the enterprise.

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Rice. 1 - Head of the organization

pros this structure - it is 1) ease of use, all duties and powers are clearly distributed; 2) speed of decision-making; 3) clear unity of command.

Linear staff organizational structure

functional structure management

Advantages of this structure: 1) stimulation of business and professional specialization; 2) reduction of duplication of efforts; 3) good adaptation of employees to work

The functional management structure is aimed at constantly recurring tasks that do not require prompt decision-making. It is optimal in firms that produce a limited range of products and operate in stable conditions.

Linear-functional organizational structure

Linear-functional organizational structure of management combines elements of both linear and functional management, i.e. line management, supported by special support services.

Disadvantages of this structure: disagreements between line and functional employees; it is more difficult for an entrepreneur to coordinate the activities of functional workers.

matrix structure

The matrix structure is a development of design structures. It is a combination of two types of separation: by function and by product. This structure allows you to achieve a certain flexibility, provides a greater opportunity for coordination of work.

2. resourcesecurityfirms.Mainfacilities.negotiablefacilities.Laborresources

Table 2.1. - Fixed assets of the company

Also, the main facility used by the firm is an office building. But this building is not the property of the firm, but is taken on lease.

Calculation of the amount of depreciation deductions for fixed assets.

Depreciation of fixed assets is carried out using one of the following methods for calculating depreciation:

The linear way

the method of diminishing balance;

The method of writing off the cost by the sum of the numbers of years of the useful life;

The method of writing off the cost in proportion to the volume of products (works).

In our case, the most correct calculation method for office equipment will be a straight-line method, since the cost of fixed assets is small, as well as the expected income in the early stages of the enterprise, so we do not need to throw off the burden of depreciation as soon as possible.

The calculation of the amount of depreciation for some types of fixed assets used by the firm is given in the following table 2.2.

Calculation of the amount of depreciation deductions for passenger vehicles:

In the technical document, the vehicle resource (M) is defined as 250,000 km. The actual mileage (m) in the first year is 50,000 km.

A year =

A 1 year \u003d (200000/250000) * 50000 \u003d 40000 rubles

Calculation of the amount of depreciation deductions for computer equipment:

H a \u003d\u003d 1/3 * 100 \u003d 33.3%

A year \u003d \u003d 25000 * 33.3 / 100 \u003d 8333

Calculation of the amount of depreciation for the working set:

H a \u003d\u003d 1/5 * 100 \u003d 20%

A year = = 15000*20/100=3000

Calculation of the amount of depreciation deductions for fax:

H a \u003d\u003d 1/3 * 100 \u003d 33.3%

A year \u003d \u003d 10000 * 33.3 / 100 \u003d 3333

Table 2.2. - Calculation of the amount of depreciation deductions

Amount of depreciation

From the depreciation fund, mainly those fixed assets that are not new for this enterprise are reproduced, i.e. already existed, but due to moral or physical wear and tear, they lost their value for the company.

There are several types of activities included in extended reproduction. This is the introduction of new fixed assets, the reconstruction of existing fixed assets and modernization, which involves the replacement of old equipment with new ones.

The following table 2.3 shows the plan for the expanded reproduction of fixed assets of the company for the next 3 years.

Table 2.3 - Plan for expanded reproduction of fixed assets for 3 years

Similar Documents

Summary

Market analysis

Description of the object

Stages of project implementation

Equipment

Advertising and marketing

Recruitment

Financial plan

Potential risks

conclusions

What is consulting?

Business plan

Registration

room

Equipment

Employees

Economic calculations

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