Essay on the topic: “What determines the success of entrepreneurial activity? Key Factors for Successful Entrepreneurship What is the basis of entrepreneurial success.

For many people, professional activity is the most important area for realizing oneself in life, and therefore the desire to achieve success in one's business is understandable. But sometimes it is useful to ask ourselves what we mean by success, and whether we speak the same language using this concept?

In the Old Russian language, the word "success" was used in at least three meanings: 1) "movement, striving forward, diligence, zeal, reaching the limit"; 2) "achievement of the goal, benefit"; 3) "haste". The first value indicates the process involved in achieving the desired level. The second meaning, which, in our opinion, characterizes to a greater extent contemporary meaning concept of "success", reflects what and for what we strive. The third meaning indicates the connection between the words "success" and "hurry", which originated from one old Russian word "spekh"

Success involves the achievement of goals by a person, which brings him this or that benefit. But here it is important to dwell in more detail on the nature of the goals and on what is considered useful for a particular person. In our time, professionally successful is more often recognized as the person who quickly achieves the goals recognized by the majority as the most desirable. Such goals include career, high income, job prestige and other external achievements. If the subject is primarily focused on these external goals, then he is constantly involved in a kind of comparative evaluation game, because of which professional activity, and often his whole life, turns into a "pursuit race". The most important issue for him is to be "ahead of everyone", to strive for the greatest efficiency. But in addition to efficiency in business as such, there is another, no less important aspect. YES. Leontiev writes: “Attempts to cram whole life into schemes for effectively achieving goals are doomed to failure. The criterion of efficiency is not the only and not always the main one... The ability to successfully achieve the set goals is not always accompanied by the ability to choose them, which is no less important for a harmonious life... It is worth considering: is this what we are striving for? In addition to the ability to achieve a goal, you also need the ability to feel what is yours in this world and what is not, what will make you happy, and what will only make you rich and successful, but at the same time deeply unhappy.

When only issues of efficiency are placed in the field of attention and the personal meaning and significance of the case are not taken into account, a person can eventually move intensively up the social ladder of success, which is "attached to the wrong wall." The issue of direction, content, significance of the case is much more important than the issue of efficiency in cases. Of course, the last one is important. But first you need to decide that the business is yours.

What should underlie the choice of “one’s own” professional sphere? It is necessary to proceed from the individuality of each person. We can agree with the words that “when choosing and looking for a job, one should remember that a person is not a machine for the production of products. ... For a full life, a person must be able to show his individuality ... ". It is important for us to realize that each person is unique and, thanks to the awareness of our individuality, we can consciously choose a profession, taking into account values, deep interests and abilities. And if a person considers these characteristics and finds the most optimal professional area, then he thereby creates the most important basis for achieving true success and realizing his potential.

In order for a person to be able to find his own business, it is important to show awareness and courage. Awareness is needed so that a person can “look” into his inner world, understand and feel what is of paramount importance for him, what is his uniqueness and purpose. And with this in mind, determine the desired scenario of your life, rejecting many other alternatives. I.A. Ilyin writes: “... Life is like a huge, endless stream in all directions, which falls on us and carries us with it. One cannot live with all that it brings: one cannot surrender to this whirling chaos of contents. Whoever tries to do this will waste and destroy himself: nothing will come of him, for he will perish in all confusion. You have to choose: to give up a lot for the sake of a relatively little; this little needs to be attracted, protected, appreciated, accumulated, cultivated and improved. And this is how you build your personality.

In addition to the ability to consciously make the right choice, it is equally important to show courage - the courage to find yourself and be yourself. “To find oneself means to see with one’s heart one’s shrine, to cling to it and to subordinate one’s life to it. Until a person has done this, he hesitates between various possibilities that call him, claim him or seduce him ... A person becomes sincere when he has in his soul a certain sacred focus, to which he treats with a serious and integral incense; when in his life choice and doing “otherwise” he cannot and does not want to. Then he stands firm. Then it has, as it were, a strong anchor or a living and powerful root. Then he cannot will otherwise, and would not wish to be able otherwise. And then he only needs courage to be faithful to his shrine and draw all life's conclusions from it. a kind of service and he himself acquires what S. Covey calls "his voice." “Your voice—your purpose, your soul code—is found by doing the work that brings out your talent and feeds your enthusiasm—the work that arises from the existence of some great need in the world around you that your conscience" .

If a person is engaged in a business that, to the maximum extent, corresponds to his values, purpose, deep interests, then this determines whether he receives internal satisfaction about his work. In this case, the "external attributes of success" (money, status, position) are of secondary importance. But if a person is engaged in "not his own business", then these external attributes become the main factors, performing a compensatory function. Hence the desire to use their financial or office opportunities to "get satisfaction" outside of work.

Thus, we believe that there is reason to talk about two aspects of a person's success in professional activity: external and internal. The external aspect of success is determined by social standards, public opinion. In this case, the person who is successful in accordance with the dominant opinion in a particular society is recognized as successful. The internal aspect of success in activity is determined by the extent to which a person realizes his potential, his individuality in the chosen professional field. This aspect is directly related to the self-realization of a person.

In its most general form, self-realization is defined as "a balanced and harmonious disclosure of all aspects of the personality." In other definitions, more specific aspects of self-realization are noted. So, for example, according to V. I. Chirnov, self-realization involves “the practical implementation by a person of his inclinations, abilities, talents and character traits through one or another sphere social activities for the benefit of oneself, the team and society as a whole ... ". L. A. Korostyleva writes that “the process of self-realization is the realization of oneself in life and everyday activities, the search and approval of one’s special path in this world, one’s values and the meaning of one’s existence at every moment of time” . In our opinion, self-realization can be viewed as the realization by a person of his Self, expressed in values, abilities, interests, in real life situations.

The main indicator of self-realization, according to humanistic psychologists, is not associated with external parameters, but has an internal nature. So, according to K. A. Abulkhanova-Slavskaya, it is hardly possible to single out any reliable external criteria and norms for assessing the usefulness of a person’s life. But, in her opinion, the person himself “has a main and infallible criterion, which, although not amenable to logical explanation, can hardly be interpreted arbitrarily. This criterion is satisfaction or dissatisfaction with life ... Satisfaction or dissatisfaction with life is a complex, but always generalized feeling of a fulfilled or failed, successful or unsuccessful life ... Satisfaction - a sense of fidelity, authenticity of one's life - is sometimes almost the only source of our vitality, vitality , life initiative, our ability to go forward.

As a generalized indicator of a person’s self-realization in professional activity, one can conditionally recognize a feeling of fullness, productivity of one’s life, a state of deep inner satisfaction from the fact that, by realizing one’s significant values, deep interests, unique inclinations, one creates something necessary for other people.

For a complete and happy life it is important for a person that the chosen professional activity allows maximum self-realization. In this case, he has every reason to be truly successful, and not just "succeed." “To live successfully” means to follow the path of self-realization, realizing one's individuality in business. If a person simply “succeeds”, but this success is only external and is in no way connected with values and deep life interests, then this leads a person to a meaningless and ostentatious life.

We have analyzed interviews with leading executives of Russian companies in order to determine how "external success" correlates with a person's "deep satisfaction" with their work and life. Based on the analysis of 32 interviews, we found that two groups of managers can be distinguished. The first group can conditionally include those top managers who are mainly focused on external success. The second group consisted of those who, first of all, are focused on the realization of their values and deep interests.

For some managers, the choice of the sphere of professional activity in accordance with their values and interests seems impossible. One interviewee noted that “the choice of a business area is an illusion ... A person chooses from those offers that are available to him at the moment ...” . But many other successful leaders show that the professional field can be consciously chosen taking into account deep interests and values. Let us give as an example a story that proves the possibility of this life scenario.

A. Ermakova, who is the head of the company "Little Genius", which creates and sells educational games and literature for children, talks about how she chose the professional field. She says: “When my son Klim was born, I, along with other advanced mothers, went to closed seminars by Nikitin and Zaitsev. And so I thought why not collect all the materials for the development of children in one place? This became my main idea, which I “fell ill” almost to a manic state ... I wanted to open a children's store that did not exist before. Remember, in Soviet stores it was impossible to touch toys? With us, everything should be the other way around: children can play and touch everything. I thought about it all the time, and gradually the idea was overgrown with details. Then she began to act: she was looking for funds for its implementation, for two years she was selecting an assortment, a room. And so a business appeared that allows you to create and offer products and services necessary for the full development of children, and in which the interests, values, abilities of a particular person are combined.

Modern domestic sociologists note the complexity of this phenomenon and the variety of conditions for the success of entrepreneurship. It can be achieved due to the action of one or more factors, circumstances, causes, and be the result of quite different forms of behavior. . Entrepreneurial success can be influenced by:

Simple luck (turned out by chance at the right time in right place, but at the same time managed not to miss the chance;

Active search“the same winning option using the trial and error method;

Competent calculation of various combinations and selection of the best option based on theoretical research;

Obtaining and using confidential information or another type of resource at a favorable time;

Using one's own unique abilities, experience, competence as a commodity that generates income.

Entrepreneurial behavior may also have a period of inactivity, but usually the entrepreneur is active, at least at the stage of "bargaining" the price for something that he possesses.

It follows from the definition of the concept that an entrepreneur must have an idea of the market situation and be able to use it. It is possible to talk about the presence of traits, inclinations, and abilities common to all entrepreneurs only if the comparison takes place in accordance with certain forms and directions. implementation of many models of entrepreneurial behavior. There are several in the West.

The investment model is the development and implementation of venture investment projects “at your own peril and risk”, which in our time in Russia does not seem justified.

Inventory model - promotion or sale of "know-how" (own or client).

Organizational model - organizing the implementation of any ideas, non-standard solutions, providing the project with the necessary types of resources, ensuring communications, interaction.

Intermediary model - acting as an arbiter, intermediary with a commission (based on unique information about the needs and

the possibilities of the parties).

The acquisition model is the accumulation and concentration of any resources to be put into circulation at a favorable time.

Commercial model - the creation of new channels of exchange for goods, services, information.

Consulting model - providing professional support on a wide range of issues.

Market-playing model - manipulation, combination of price and other confidential information.

Entrepreneurship is an independent activity carried out at one's own risk, aimed at the systematic receipt of profit from the use of property, the sale of goods, the performance of work or the provision of services by persons registered in this capacity in the manner prescribed by law. The efficiency of entrepreneurial activity can be assessed not only by the amount of profit received, but also by the change in the value of the business ( market value enterprises, goodwill). Entrepreneurship, business is the most important attribute market economy pervading all its institutions.

Entrepreneurial activity always and everywhere is carried out in the same conditions:

Resource limitation is a fundamental economic law. People have an unlimited number of needs, but a limited number of opportunities to satisfy them.

Competition is the basis of economic relations. Limited resources tend to get everything, but due to objective laws, only a few will be able to get them. There is a struggle between people (companies, industries).

The uncertainty of the situation is a harsh economic reality. The multitude of decisions that are made cause the situation to change continuously. Since no one is able to control the decisions made by all actors, economic reality is, by definition, uncertain, and therefore associated with risk.

In modern Russia, this area of activity is regulated by the Business Law.

At the present stage, entrepreneurship in Russia, both large and small, faces significant difficulties and is associated with significant risk.

According to the government Russian Federation, entrepreneurship is one of the main directions of development of the economy of our country. The leadership of various regions of the country takes Active participation in stimulating small and medium businesses. Currently, entrepreneurship in the Novosibirsk region in more is focused on the sale of goods or services for the population, there are currently very few enterprises operating in the region that are focused on the production of any product.

Entrepreneurial activity can exist and develop in any country only under certain objective and subjective conditions.

The objective conditions for successful entrepreneurship include the following.

First, a favorable legal environment is the existence of state legal laws that allow and encourage entrepreneurship.

Secondly, a favorable economic environment, expressed by a set of necessary conditions economic nature: private or collective ownership of capital, product and income; freedom of choice of activity within the limits of the legislation of the country; freedom to set prices, freedom to choose where to use labor power; competition.

Third, favorable social environment it is a benevolent, or at least tolerant, attitude of the entire population towards entrepreneurship and entrepreneurs. If the country is dominated by envy of entrepreneurs, irritation about entrepreneurial activity, or threats against entrepreneurs, no state laws will be able to stimulate the growth of entrepreneurial activity.

All of the above refers to the objective conditions for the development of entrepreneurship, i.e. those that do not depend directly on the entrepreneurs themselves, but are dictated by the socio-economic conditions of the country.

Along with the objective conditions, the subjective factor is also of great importance for successful entrepreneurship. The subjective factor means the internal readiness of the subject for entrepreneurship and is determined by the natural abilities and accumulated knowledge of the subject. The subjective factor includes three components of the moment: to want (to want) to do something to generate income; know how to do; be able to do.

Any enterprise or firm should be considered as complete system in the unity of all its constituent parts and in connection with the outside world.

A firm or other organization receives from the environment materials, raw materials, human resources, information, etc. The organization then processes these components and transforms them into products or services. The organization releases these products and services into the environment.

If the design of the functioning of the firm is effective, then in the course of the transformation process, the cost of components received from the environment increases. As a result, additional opportunities appear: profit, increase in goods and sales, sales social responsibility, employee satisfaction, organization growth, etc. .

Therefore, the firm must be able to effectively respond and adapt to change. external environment to ensure survival and achievement of assigned goals. This is especially true in unstable Russian conditions, where underestimation of the external conditions of activity can lead to unsuccessful business in general.

Impact factors external environment, which have a direct impact on the functioning of the company and operate outside of it, are classified as a direct impact environment, and all others can be classified as an indirect impact environment. It follows that the factors distinguish between two levels of the external environment, showing different influences on the functioning of the firm.

The main factors include: suppliers, consumers, competitors and, of course, contact audiences.

The indirect impact environment includes factors: economic, state-political, scientific and technological, legal, socio-demographic, international.

These factors do not have a direct immediate impact on the functioning of the company, but, nevertheless, are reflected in it.

The firm must be able to effectively respond and adapt to changes in the external environment in order to ensure survival and achieve its intended goals. This is especially true in unstable environments, where underestimating the external conditions of activity can lead to a failed business.

The composition and structure of the business plan of an entrepreneurial project

A business plan is a document that describes all the main aspects of entrepreneurial activity, analyzes the main problems that an entrepreneur may face, and determines the main ways to solve these problems.

The purpose of developing a business plan is to plan economic activity firms for the nearest and remote periods in accordance with the needs of the market and the possibilities of obtaining the necessary resources.

A business plan helps to solve the following main tasks:

Determine the specific areas of the company's activities, target markets and the company's place in these markets;

Form the long-term and short-term goals of the company, the strategy and tactics for achieving them, determine the persons responsible for the implementation of each strategy;

Select the composition and determine the indicators of goods and services that will be offered by the company to consumers. Assess production and trade costs for their creation and implementation;

Assess the compliance of the company's personnel and the conditions for motivating their work with the requirements for achieving the goals set;

Determine the composition of the company's marketing activities for market research, advertising, sales promotion, pricing, distribution channels, etc.;

Assess the material and financial position firms, conformity of material and financial resources achieving the set goals.

The main advantage of business planning is that a properly drawn up business plan shows the prospects for the development of the company, i.e. ultimately answers the most important question for an entrepreneur: is it worth investing in this business and will it bring income that will pay off all the effort and money spent.

Depending on the specific nature and conditions of the forthcoming activity - the volume of production, the type of product, its novelty, etc. - the composition and structure of the business plan can vary significantly, but the content side should be the same. As a rule, a business plan consists of the following sections: summary, product description, market analysis, competitor assessment, marketing strategy, production plan, organizational and financial plans.

Summary

Summary - summary business plan, the volume of which does not exceed two sheets. The summary makes it possible to see the important features and advantages of the project over other projects.

This section of the business plan defines all areas and areas of activity of the company. The boundaries of the areas of activity can be manufactured goods, existing market segments and the technological capabilities of the company itself. After determining the areas and areas of activity for each of them, the company sets the goals to which it aspires. These goals may be to increase the company's share in established markets to a certain value or increase the total sales by several times, increase the growth of net income, increase the share services or improving the quality of products, as well as reducing the time of development of new types of products, market penetration and displacement of old products.

At the end of the summary, the financial results that are expected from the project in the future are reflected. It should be noted that the summary is compiled after the business plan is drawn up.

Description of the product (service)

The first section of any business plan is a description of the product that will be produced. This section is to answer next questions :

1) What needs is the product intended to satisfy?

2) What beneficial effect can be obtained from the product?

3) How does the product differ from the competitor's product?

Useful effect is what the product is purchased for. Distinctive features product is what makes it possible to obtain a beneficial effect.

For the buyer, the defining and main components are two elements - the consumer properties of the goods and the price.

Highly important point- this is a visual image of the product or a copy of the product of your production.

In the same section, it is necessary to characterize the main qualities of the product, its appearance, if necessary - both packaging and service. At this stage, it is advisable to estimate the price of the product and the costs that will need to be incurred in its manufacture, which will determine the expected profit.

Sales market analysis

The second section of the business plan is the study of the market for a product or service. This will make it possible to determine the range of consumers, the capacity of the product market and, consequently, the volume of their production and sale, the resources necessary for this.

Evaluation of competitors

The third section of the business plan is devoted to competitor analysis. It needs to answer the following questions:

· Who is the competitor today and what is the state of his business: stable, on the rise or declining?

· What is the difference between the product and similar products of competitors?

· What are the chances and possibilities of new competitors?

The purpose of this section is to make it easier for you to choose the right competitive tactics and to prevent your firm from making mistakes. A detailed analysis of the actions of competitors can force a change in strategy and make adjustments to current activities for a successful confrontation. Such analysis must be carried out constantly, if only because the markets are in constant change.

Marketing strategy

The fourth section is the marketing plan. In its most general form, marketing is a relationship between two sides: a comprehensive study of the market and potential consumers and a comprehensive promotion of goods to this potential consumer. "Produce what is bought, not sell what is produced" - the main formula of marketing.

Main elements:

Scheme of distribution of goods;

Consumer incentive methods;

Formation and maintenance of a good opinion about your business;

Production plan

The fifth section of the business plan - the production plan - contains a description of the entire production process.

The main task of the section is to confirm by calculations that the company being created is able to actually produce the required amount of goods (services) at the right time and with the required quality.

Here, first of all, you need to answer the following questions:

1. Where will the goods be produced - at an existing or newly created enterprise?

2. What capacities will be required for this today and in the future?

3. Where, from whom, under what conditions will raw materials and components be purchased?

4. Is industrial cooperation expected and with whom?

5. What equipment will be required and where will it be purchased?

At the same time, the issue of quality control of manufactured products is being addressed.

It is necessary to complete this section of the business plan with an assessment of the possible production costs and their changes in the future.

organizational plan

The sixth section of the business plan is the organizational plan.

In this section, the following questions need to be addressed:

· What kind of specialists will be needed for a successful business?

· Under what conditions will experts be involved?

· How will the work of each employee of the company be paid, on what principles and conditions will stimulation be carried out?

It should be noted that only a careful selection of a candidate for a place can give the desired result.

The salaries of employees are classified as fixed costs, therefore, firm confidence in their expediency is necessary.

For the purposes of clarity and consistency of work, it is necessary to determine the organizational chart of the company, indicate who will do what, who and how will coordinate, control and interact with all employees of the company.

Financial plan

The seventh section of the business plan is the financial plan. He summarizes in value terms possible results decisions taken according to the previous sections of the business plan.

The financial plan includes: calculating the amount and determining the source of obtaining the funds necessary for organizing the business, forecasting the volume of sales, the balance of cash costs and receipts, the table of income and costs, the consolidated balance sheet of assets and liabilities of the enterprise, the break-even schedule.

In case if own funds to organize the business is not enough, it is necessary to resort to loans.

When resorting to a loan, it is important to make sure that the profit from using the loan will be higher than the costs of attracting it.

Balance cash income and expenses - this is a document that determines the amount of money invested in the project, broken down by time from the start of the organization of the company. The main task of the balance is to check the synchronism of receipts Money from the sale of products and their spending, i.e. determination of the sufficiency of these funds at each point in time.

The table of income and expenses shows: income from the sale of goods, costs of their production, total profit from sales, overhead costs (by type), net profit. The consolidated balance of assets and liabilities of the company is compiled at the beginning and end of the first year of the project. It serves as the basis for assessing the quality factor of sources of financing and the feasibility of investing capital by specialists of commercial banks.

Qualified Solution financial matters- one of the most responsible problems for entrepreneurship. The profitability of the entrepreneur's activity and the success of the business largely depend on this.

The development of a business plan makes it possible to soberly assess your enterprise, identify its strengths and weaknesses, determine what is required to carry out the activities of the company, assess the prospects that open up, anticipate possible difficulties, prevent them from developing into a serious problem, identify the causes of difficulties, and therefore, find ways to eliminate them.

Vasiliev Vladimir Nikolaevich, Doctor of Technical Sciences, Professor of the Department of Entrepreneurship and Foreign Economic Activity of the Moscow State Technical University. N. E. Bauman, Russia

Translation will be available soon.

Annotation:

Entrepreneur aims for success. But not everyone has entrepreneurial talent. To reduce or practically eliminate the risk of failure of an entrepreneurial undertaking, knowledge of the role and interaction of various factors that determine the success of an entrepreneurial activity is necessary.

JEL classification:

Failure in such activities is more often due to an incorrectly calculated risk or unaccounted for the influence of any factor, less often - in an unforeseen set of circumstances.

Entrepreneurial Success, as we found out in the publication of the previous issue of the journal, is provided by the system of main factors.

Entrepreneurial Resources: Capital - Innovation - Management

If in the time of Adam Smith capital dominated, then in the 20th century the capitalist, innovator and manager became equal partners in business, and the initiative passed to managers. Today, an effective manager can buy or borrow capital, bring in an inventor, and start a successful business. However, just like an inventor, he can attract venture capital and hire a manager to implement his idea. The presence of a wide network of credit banks and institutions makes capital more accessible these days.

Business area: Trade - Production - Services

The development of the means of production and industrial relations in the 20th century significantly reduced employment in the manufacturing sector. The tendency of the flow of employment from the sphere of production to the sphere of services prevails more and more. According to available forecasts, the number of people employed in the manufacturing sector (in industry, agriculture, construction, transport, etc.), for example, in the United States will be no more than 10% of the population, and in the service sector - 50%. This trend strengthens the role of small and medium-sized businesses in the country's economy. In the 90s of the twentieth century in the USA and Western Europe there were only 25 thousand enterprises with more than 500 employees and 15 million with less than 500 employees, and of these, almost 12 million enterprises with up to 10 employees .

Development modern technologies, organization of production and computerization of various processes smoothes the boundaries between the spheres of production, services and trade. Between them, from the point of view of the development of productive forces, there is more in common than differences. Both services and trade are acquiring features of production. In addition, the manufacturer in the field of production is increasingly taking on the functions of a seller and consumer service. There is an integration of these three spheres into single production, trade and service complexes.

Entrepreneurial space: Politics - Economics - Technology

Today we can talk about the political, economic and technological climate of the entrepreneurial space, i.e. about the three sides of the triangle, in the center of which entrepreneurial decisions are made.

The drive for the development of human society is increasingly becoming technology - the basis for the development of the productive forces of society. Technology develops both the enterprise itself and the business. All changes in the economy are caused by the activities of the entrepreneur. The development of the economy is the basis of political stability, and politics creates positive or negative pressure on the entrepreneur, tension in society, etc.

Entrepreneur Personality: Lessons from the Past - Understanding the Present - Anticipating the Future

Each individual has his own approach, his own analysis and understanding of the past, present and future. This forms his individuality and difference from others.

Taking into account the lessons of the past, analyzing current events of the present, how accurately he sees the future, forms the individual qualities of an entrepreneur and leads some to victory, others to defeat.

Entrepreneur Competence: Economic Thinking - Knowledge of Opportunities computer technology- Vision for technology development in the near future

Today, to achieve success, it is not enough to be competent only in one's field of knowledge, or in one's own business. It is necessary to have not only a fairly broad knowledge of related fields of activity, but also the ability to think economically. One should have an idea of the possibilities of existing computer technologies and a clear vision of their development in the next 5-10 years. The traditionally weak economic training of specialists, especially in microeconomics, does not develop the necessary level of economic thinking.

The rapid development of computer technology and technology sometimes creates the illusion that a computer can do everything now, and new 5th generation technologies will not come tomorrow. This knowledge and experience is especially necessary for the implementation of entrepreneurial decisions.

The Entrepreneurial Process: Choice - Opportunities - Resources

At each stage of the entrepreneurial process (entrepreneurial idea - goals - market niche - company establishment - production and market entry strategy - enterprise creation - ways of making capital - product price - marketing behavior - renewal / liquidation - new start), the entrepreneur is faced with alternatives and must to make a choice.

The selection criterion is the possibility of implementation entrepreneurial idea, its viability and necessary resources available, as well as missing resources, which forces decisions about what will have to give in order to reduce the gap between available and missing resources.

Customer Orientation: Product Diversification - Production Flexibility - Computer Integration production processes

In the days of Henry Ford Sr., the manufacturer knew better what the consumer needed and imposed on the latter what was beneficial to him - the manufacturer. Now the consumer has become more educated, he has become very picky about what he wants to have. He doesn't like mass production. The manufacturer must constantly cater to the desires of the consumer and the rapidly changing requirements of the market. To do this, the products must be diverse, the range - wide and diversified in accordance with the requirements of the buyer.

Production is becoming more and more mobile and flexible, i.e. in the shortest possible time allows the manufacturer to respond to the challenge of the market.

Computer integration is aimed at linking all production processes into a single production system in order to organize a small-scale production, working all day and all year round, increasing the return on investment by 10-12 times.

Organization of the company: Products - Production - Enterprise

The relationship between these factors is obvious. Product becomes a variable factor, which requires considerable production flexibility and determines the configuration of the enterprise, taking into account the dynamics of technology development.

Production culture: Organization - Planning - Control

It is this triad that determines the technological discipline, creates the conditions for the release of high-quality products, eliminates bureaucratic barriers between functional units, improves the efficiency of decisions and information culture. Control ceases to be an inspection, The task of control is to carry out feedback between the plan, the goal and the result.

If the result does not correspond to the plan, then the control should show either the failure of the plan to achieve the goal or the inability of the performers to fulfill the plan under the existing conditions.

Continuous improvement of the organization of production: Group technology (GT) - Total quality control (TQC) - Planning material needs(MRP) - Organization of production according to the principle "do everything in time" (JIT) - Humanization of work (HL) - Business process reengineering (RE)

This chain of programs for improving the organization of production begins with the group technology proposed by Soviet (Russian) scientists in the 1930s, which is mandatory for the implementation of all other programs. Consistent implementation of these programs allows you to have a flexible organization of production, constantly ready for the adoption of new technologies, which, as a result of the development of the scientific and technological revolution, appear more and more often.

Socialization of production: Enrichment and expansion of work - Democratization of working life - Freedom of information

Reserves for increasing labor productivity by increasing. productivity of machines, automation of the main labor - are practically exhausted. It is inexpedient to further increase the productivity of machines if this does not ultimately lead to some proportional increase in the productivity of labour. With the transition from extensive to intensive development, a transition was required from simple to more complex labor. It was required to increase the load of each workplace, i.e. solution by one worker of a wider range of tasks. This has led to the unification of professions (expansion of work horizontally) and to the transfer of greater responsibility in decision-making (enrichment of work vertically).

Along with the democratization of society comes democratization labor relations(free working hours during the day, part-time work, home work, the company's participation in solving family problems, the maintenance of children and their education, equal conditions and requirements for managers and performers, there are no more "tops" and "bottoms" in relationships, and etc.).

Participation in decision-making, increasing responsibility also requires greater accessibility to production information at all levels of management and performers. The organization of information flows for decision-making on the basis of computer centralized control networks allows each workplace to have the required amount of information for decision-making.

Competitive advantage: Costs - Price - Profit. Cost - Value - Price

Competitiveness is based on the economic law of comparative advantage. The winner is the one who produces a product with a lower cost, i.e. capable of reducing their costs.

Today, the main importance in the competition in the market is not so much labor productivity as the price and value of products for the consumer.

Value is the degree to which a given product improves the life of the consumer, i.e. for the same price, the consumer gets something else that improves him everyday life. Such products enhance the image of the manufacturer and form a contingent of regular customers.

Sources of profitability: Productivity - Quality - Costs

Even K. Marx said that increasing productivity without product quality and cost reduction is absurd. If the first 50 years of the 20th century were devoted to increasing the productivity of machines, in the middle of the century the emphasis was on product quality, then in last years of the outgoing century began to be given to reducing the production cycle and reducing costs.

The widespread reduction of costs underlies the approach proposed in the early 1990s, which was called "reengineering of production (general) processes." The higher the income and the lower the expense, the higher the profit, which defines the concept profitability.

Success formula: Saving working time ‒ Rational use of resources ‒ Efficiency of decisions made

Law No. I in the economy is the economy of working time (K. Marx). This can be achieved by reducing the loss of working time at all production stages and areas, through a more complete use of annual fund time (8760 hours), due to the creation of unmanned technologies and unmanned operation of equipment for 50 hours. This allows you to increase working time due to the operation of the equipment without human intervention in the evening and at night, on weekends and holidays. Such equipment has been created and is already in operation.

The rational use of resources is determined by the availability of resource-saving technologies, energy conservation, the creation of new energy sources, the miniaturization of products, etc. An effective direction in the rational use of resources is the organization of production with the minimum possible reserves.

Inventory management, as well as the reduction of innovation and production cycles, the humanization of labor, which increases the motivation and stimulation of labor, are the most effective ways to reduce costs.

Ultimately, the formula for success synthesizes all of the listed factors of entrepreneurship and organization of production (there are more than 40 in total). The one who owns them, recognizes in a timely manner the degree of their influence, the priority and weight of each factor in decision-making, and he will succeed in business.

For clarity, we summarize the considered factors of entrepreneurial success in one table.

Entrepreneurial Success Factors

		Innovation	Management
	Trade	Production
Space	Politics	Economy	Technology
Individuality	Lessons from the past	Knowledge of the present	Foresight of the future
Competence	economic thinking	Knowledge of computer capabilities	Vision for technology development
		Capabilities	Resources
Consumer Orientation	Diversification	Flexibility	Computer integration
Company organization	Products	Company	Control
Continuous improvement	GT+TQC+MRP+JIT+HL+RE
Socialization of production	Enrichment of labor	Democratization of working life	Access to the information
Competitive advantage	Costs		Profit
Competitive advantage		Value
Sources of profitability	Performance	Quality	Costs
Formula for success	Saving working time	Rational use of resources	Efficiency of management decisions

Entrepreneurial success is possible only if the entrepreneur knows well what factors predetermine success, knows how to properly manage them, i.е. knows how to manage his business in the best possible way.

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Head of an open Internet project, author of the book "Creating and developing an effective business from scratch"

Undoubtedly, business success is one of the most exciting topics for aspiring entrepreneurs. All businessmen would like to know the magic formula for a successful business, by applying which one would be guaranteed to get the desired result.

Obviously, there is no secret formula for business success. However, there are basic (basic) factors that need to be considered in order to create a successful business. If you follow them, then the probability of fulfilling the developed business plan increases markedly, but, of course, no one can give a 100% guarantee, since business is always a risk.

You need to make a reservation right away that in this article we are talking about self-creation of a business from scratch. All kinds of freeloaders who have received a successful business due to various options for grabbing are not considered here.

It is clear that such a factor of business success as luck cannot be excluded. Indeed, a lucky entrepreneur can achieve much more than his colleagues, taking into account all the main factors of business success. But none of us can influence luck. It either exists or it doesn't.

Even if an entrepreneur is a lucky person, by taking into account the factors that contribute to creating a successful business, described in this article, he can achieve even more.

If a business is started by entrepreneurs who are approximately equally deprived (or vice versa favored) by fortune, then those who use the basic principles of creating and developing a business described in this article will achieve greater success in business. That is, other things being equal, businessmen who take into account the factors of business success win.

So, the main factors of a successful business, relevant for all entrepreneurs, are:

use of proven business creation technology;

development of the company on a systematic basis after the launch of the business, including the timely creation and development of the company's management system.

It is clear that many other factors can affect the success of a business. Moreover, some of them can have a very significant impact on the business, but the entrepreneur will practically not be able to resist them.

Almost any entrepreneur can immediately influence these two key factors for business success.

For some reason, until now, some aspiring entrepreneurs believe that they do not need to spend a lot of time on some kind of preparation and planning of a startup. They believe that the main thing is to save initial capital and put it into action right away.

One of the most common startups is the creation of a store (regular or online). It is believed that this is a very simple business and there is no need to be particularly smart here. I bought goods cheaper, sold more expensive, that's actually the whole business.

As for the management system, they either do not think about it at all, or think about it as a last resort. Therefore, the question of when to start developing the management system may not be on the agenda at all, especially for start-up entrepreneurs.

Unfortunately, I do not have accurate data on how many startups are launched every year and how many of them do not even live for a year. I can only speak indirectly about this.

For example, the nearest grocery hypermarket, which I often visit, like many others, rents premises to a small retail outlets and shops. And there are quite a lot of them.

To be honest, I don’t keep any detailed records, but it’s very hard not to notice how some outlets close in just a few months (half a year at the most), and some continue to work for years after opening.

So, if we analyze who closes quickly and who continues to work, it becomes clear that in most cases network structures function successfully. And it doesn't matter what they do.

These can be points of telecom operators, banks, pharmacies, fast food, various goods non-food character (category non food).

All these outlets, regardless of their line of business, there is something in common. They use proven technology to create and grow a business, and they also have a management system in place that allows them to do it all very efficiently.

And as a rule, entrepreneurs fall apart, for whom, perhaps, this store is not the first business, but they all create it according to the same scheme: the main thing is to launch it, and then we'll see.

Someone may object to me, saying that the main factor in business success or failure here is not some clear technology for creating and developing a business, and even more so not some kind of management system, but a correctly or incorrectly chosen product or service. Most likely, those stores that directly compete with the hypermarket in some product category are quickly closed, and those whose assortment does not intersect with the hypermarket achieve success.

Of course, there is logic in such reasoning. But how then to explain the following fact. Of those stores that were closed in the hypermarket I mentioned, there were those that did not compete with it in any way. At the same time, there are those who compete, but continue to work successfully.

For example, fast food worked in this hypermarket for several months. Yes, the hypermarket has a department that sells already cooked food, but they did not intersect in terms of assortment (fast food was engaged in Japanese cuisine).

At the same time, the alcohol store is successfully operating, although the alcohol department in the hypermarket is one of the largest in terms of area and assortment. Obviously, this small store cannot compete with the hypermarket in terms of prices.

It is clear that in the hypermarket there are much more profitable terms at purchase prices, and there is also a deferred payment, and small shop with a high probability, he is forced to pay for the goods no later than the moment of delivery (unless, of course, this is a chain that can also agree with suppliers on a deferred payment, but at purchase prices it will still lose to the hypermarket). However, it has been running for over a year now.

I am sure that similar situations arise when creating on-line stores. Moreover, launching an online store may not be cheaper or even more expensive than creating a regular store.

Again, failures

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Odefinition of business success

Success is a necessary characteristic of entrepreneurial activity, since its goal, due to inherent features, is precisely success. Success is a desirable landmark for an entrepreneur, often from the moment the entrepreneurial idea is formed. The main thing is to “see”, to understand what success will consist of, to determine for yourself its indicators and criteria. However, this is not always easy and not easy for everyone. The fact is that the concept of “success”, which is basic for considering success, is quite multifaceted: it includes economic benefits, social recognition, and the solution of personal problems, and so on.

AT modern conditions success is understood as the achievement of the set goal, the excess of their previous results and standards. In cases where a person's expectations match or exceed the expectations of others, the most significant for a person, we can talk about success. From a psychological point of view, success is the experience of a state of joy, satisfaction from the fact that the result that a person aspired to has been achieved.

Accordingly, different forms of success are distinguished by its different criteria. As criteria for the success of some activities, efficiency, effectiveness of professional interaction, initiative, achievement of a significant goal, positive transformation of conditions, overcoming obstacles, high level development of reflection and self-reflection, satisfaction with the activity and its results, raising the standard of living and improving the quality of life, the ability to implement innovations.

The criteria for success depend on the degree of implementation of the activity. At the same time, success can be differentiated into potential and real. In domestic and foreign psychology, success factors are differentiated into external conditions, psychophysiological features, individual psychological and socio-psychological characteristics of the subject of activity.

Entrepreneurial activity, having its own specifics, is also characterized by some features of the determinants of its success.

According to the results of empirical research, business entities themselves include a very wide list of circumstances as factors for the success of entrepreneurial activity. They include primary capital, the use of new technologies, knowledge of the law, taking into account the needs of consumers of services or goods, the ability to generate ideas, the ability to bypass obstacles in laws, the ability to rely on one's own strength, and high efficiency. As you can see, the enumeration of success factors includes various parameters of living conditions, which can be subdivided with some conventionality into environmental external factors and internal psychological factors.

Individual qualities that contribute to success are, to a certain extent, specialized to the conditions of the activity in which success is achieved. At the same time, psychologists call a fairly extensive list of qualities that can serve as the basis for the success of entrepreneurial activity. It is emphasized that the effectiveness and success of this activity is ensured by a significant number of leading components in the structure of the psychological properties of an entrepreneur. success entrepreneur psychological

So, among the features that characterize the personality of a successful domestic entrepreneur, they call psychological readiness to certain actions, developed emotional-volitional self-regulation, innovative orientation, creative inclinations, attitudes towards success, a set of abilities, organizational potential, and so on. The specific features of the self-concept and the processes of self-realization of the entrepreneur are indicated.

The conducted studies have shown that the specific quality of entrepreneurs' thinking is efficiency, the speed of information processing and decision-making. They typically have a complex cognitive style and are able to long time keep in mind both problems and numerous options for solving them. The researchers came to the conclusion that these factors permeate all entrepreneurial activity.

As a personal characteristic, which is a priority for the personality of a successful entrepreneur, his economic consciousness can be called. Economic consciousness is a system component of consciousness, reflecting the system of economic relations of a person, and largely determining his economic behavior, that is, behavior caused by economic incentives. The components of economic consciousness are: economic emotions and feelings; perceptual sphere; economic representations; economic thinking; economic motives and economic interest.

Important for achieving the success of an entrepreneur can be designated and his emotional-volitional sphere of personality. The systematizing role of this sphere in the structure of the qualities of a successful entrepreneur can be justified by the high emotional energy intensity of entrepreneurship as a special type of professional activity. The variety of interpersonal interaction, the round-the-clock workload against the background of a constant shortage of various resources, the uncertainty and variety of risky situations that an entrepreneur finds himself in, makes his success dependent not only on the degree to which he assesses the significance of obstacles, but also on his ability to manage the emotional sphere.

With designated personal qualities An entrepreneur is closely related to his ability to take risks, which can also claim a leading role in the structure of his qualities that determine the success of entrepreneurial activity.

Undoubtedly significant in the structure of the personality of an entrepreneur is its communicative aspect. This is due to the fact that entrepreneurship as a whole is realized through communicative contacts with various subjects: subordinates, consumers, authorities. In fact, communicative activity is the core of entrepreneurial activity, without which its implementation is practically impossible and which largely determines its success. Accordingly, a systematizing role in the structure of the personal characteristics of an entrepreneur can also be played by his communicative properties.

Entrepreneurial potential can also be considered a kind of professional personal potential.

Entrepreneurial potential is a form of manifestation of personal potential in the economic sphere of human life. In the interpretation of E.K. Markova, it is a system of individual potential and actual resources of a person (character, abilities, experience, motives, orientation, etc.), a form of manifestation of an individual's personal potential in the economic sphere of human life, expressed as the interaction of intellectual, creative and spiritual potentials in the process of entrepreneurial activity. activities .

An important feature of the entrepreneurial potential of the individual, according to E.V. Dyachkova, is its ability to open up and replenish, grow by increasing internal resources, that is, by developing entrepreneurial qualities, skills, increasing experience, and so on.

So, the success of entrepreneurial activity is a phenomenon that is characterized by a plurality of its indicators. Their main division can be carried out according to the criterion of "objectivity - subjectivity". The objective indicators of the success of entrepreneurial activity can be performance (the number of high-quality units of production); the effectiveness of interaction working with clients, work colleagues; initiative in professional activity. The subjective indicators of the success of entrepreneurial activity are the individual's idea of the effectiveness of his work, self-assessment of the level of remuneration for work, satisfaction with interaction with clients and colleagues, self-assessment of the costs of achieving labor results.

Entrepreneurial success can be analyzed in terms of four forms of success: resultative success, success as recognition from "significant others", success as overcoming and self-overcoming, success as the fulfillment of a vocation.

As a determinant of the success of entrepreneurial activity, entrepreneurial potential can be considered, which includes manifestations of the cognitive, emotional-volitional and communicative spheres of the entrepreneur's personality.

Literature

1. Abulkhanova K.A. Psychology and Consciousness of Personality: Selected Psychological Works. M.; Voronezh, 1999.

2. Dyachkova E.V. Psychological and acmeological approach to unlocking entrepreneurial potential. Ivanovo, 2003.

Markova E.K. Motivation for achieving success in entrepreneurial activity // Problems of management in modern Russian conditions: Collection of articles. Naberezhnye Chelny, 2003. S. 27 29.

3. Merlin V.S. Psychology of individuality / Ed. E.A. Klimov. M., Voronezh, 1996.

4. Khusnutdinov P.P. Research of psychological factors of success in entrepreneurial activity. A.N. Nekrasova (Acmeology of education). 2007. No. 1. S. 84 89.

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