Guidelines for the preparation of the annual plan. Recommendations for drawing up a business plan

Plan books or articles - this is a list of the main issues considered by the author. The plan reflects the course of the author's thoughts and the nature of the arrangement of the parts of the work (sections, chapters, paragraphs, etc.).

Simple Plan – is a list of the main issues that are covered in a book or article.

A complex plan - in addition to individual items, contains sub-items. It summarizes and succinctly conveys what is reported in the text.

Planning.

Read the text. When re-reading, divide it into separate semantic parts, title them. Each part should be something coherent, unified in meaning. While reading, you need to learn main idea text, clearly define the boundaries of the transition from one part to another, as well as from question to question.

Abstracts reveal what exactly is said on the issues indicated by the points of the plan.

Simple abstracts are short, concise statements without explanation. They cover only the main provisions, not including arguments and evidence.

Detailed theses - include the main provisions and detail, explain them or prove the validity of the main provisions.

Abstract writing.

Plan your article or book, listing important questions that need to be answered concisely and clearly. Of all the provisions, statements, arguments, evidence related to this issue, one judgment is made in a categorical, that is, unquestionable form. This will be the thesis.

The abstract indicates the main thoughts, formulations, arguments, facts, examples that prove and clarify these main thoughts are recorded.

When citing, do not forget to indicate the page so as not to search again.

Abstracts differ:

    simple (short)

    complex (detailed, detailed).

There are several types of abstracts:

    Planned outline- each item of the plan corresponds certain part abstract.

    Textual abstract – is an almost verbatim extract of the text, which should be connected by logical transitions. This type of abstract is useful for comparative analysis a certain position expressed by several authors, for a critical assessment of similar opinions, etc.

    Thematic abstract. When compiling it, several sources on the same topic are studied. Only the information that is necessary is selected, without disclosing the content of the source as a whole.

    Summary summary It is also compiled from several sources, each of which is necessarily reflected, since each of them contains new information on the topic.

    free abstract contains the reader's reflections on the book (article).

abstract – this is a form of processing of special literature, outlining what exactly, what is new, significant contained in the original text.

An abstract is an analytical retelling of the content with the necessary (not continuous!) citation.

Abstract types are distinguished depending on the number of sources used (one or more), on the setting for the completeness of the presentation of the source, on the functional and semantic type of speech in original text(description, narration, reasoning). If one source is presented, then such an abstract is called monographic. If several articles or books on a chosen topic are used, then the abstract is called overview. As a rule, the form of presentation of the source text (description, reasoning ...) is preserved in the abstract. The text of the abstract is approximately 1/3 of the volume of the original text.

An important difference between an abstract and a summary is the expression of one's own attitude to the material presented. This may be an assessment of the importance of certain provisions or the source as a whole, the presence of one's own conclusions on the problem, etc.

The text of the abstract, as a rule, consists of three parts: introduction, description and conclusion.

There are four most common ways to build an abstract review that can be used in student work:

    Chronological overview lists the stages of the disclosure of the topic in science and includes the history of the development of the problem from its formulation to the present stage.

    Problem review identifies and describes the main problems associated with the topic; the main points of view and approaches to the topic that exist at the present stage.

    Problem-chronological review includes a listing and description of the problems associated with the topic; then the history of the study of each problem is presented.

    Chronological-problem review considers the stages of development and the characteristics of the problems that arise at each stage of the study.

The history of the issue is understood as a consistent and gradual disclosure of the topic, and not a simple enumeration of opinions. It is always important to understand what is the source of disagreement in science.

At the end of the review of the study of the topic, you should give the concept, point of view or position that is closest to yours; it should be explained: what do you agree with the authors and why; what do you think it is necessary to clarify, check on your material and why. As a result, you will show which direction (scientific school, concept) you are joining in this study.

Proper and balanced nutrition is the key to good health. And if your goal is to get stronger and build more muscle, then without a nutrition plan you will not achieve them. Following the suggested recommendations, you will be able to plan your own diet.

Eat more often and in smaller portions

Eating a couple of times during the day and eating everything that lies on a huge plate in in large numbers you are harming your body. You will recover worse after training, and of course this will lead to an increase in fat mass. And about the increase in muscle mass, you can generally forget. Do you need it?

To gain muscle mass, you need to monitor your diet. Training alone will not be enough. Eat often, in small portions, choose healthy and healthy food. For example, protein-rich and low-fat foods (turkey, chicken, egg white), healthy fats (nuts, omega-3, 6), complex carbohydrates rich in fiber (beans, legumes, vegetables, unpolished brown rice).

By following a meal plan, you will be full of strength and energy throughout the day.

It turns out that you need to eat 5-6 times a day and each meal should consist of complex carbohydrates, protein and healthy fats. A lot of? Looks like your portions are too big. Try to eat a small amount of food every 2-3 hours.

By following this meal plan, you will be full of strength and energy throughout the day. Your body will receive the necessary nutrients to recover between workouts, and you will be in a great mood.

Eat protein at every meal

By eating sweets and unhealthy trans fats, you risk increasing body fat, fluctuating blood sugar levels, and with it, your mood. And most importantly, your body will not recover well after training.

When developing this section of the business plan, it is necessary to be based on the following principles:

  • 1) the principle of understanding the consumer, based on taking into account the needs and dynamics of market conditions;
  • 2) the principle of struggle for the consumer (client);
  • 3) the principle of maximum adaptation of production to market requirements.

Also, when carrying out marketing activities, it must be remembered that the process of coordinating the company's capabilities and consumer requests takes place in a certain external (environment) environment, which is influenced by factors such as:

  • 1) the stability of the political and legal system in the country of the market, providing legal protection for the activities of domestic and foreign entrepreneurs;
  • 2) economic and demographic factors;
  • 3) the legislative system that regulates the activities of the organization;
  • 4) the level of scientific and technological progress, which forces to produce new products and implement effective marketing activities;
  • 5) socio-cultural level of the population, geographical, climatic and historical conditions, cultural traditions that have a great influence on marketing activities. When writing this section, it must be borne in mind that the marketing plan includes a large number of questions that need to be answered in a detailed, exhaustive way when compiling it. It is advisable to set out on several pages the main things: what is the marketing strategy adopted in the company, how the product will be sold - through its own company stores or through wholesalers. trade organizations; how prices for goods will be set, what level of profitability on invested funds is expected to be realized; how it is supposed to achieve a constant growth in sales volumes - by expanding the sales area or by searching for new forms of attracting additional buyers; how the service will be organized and how much money will be needed for this; how it is supposed to achieve a good reputation of the products and the company itself in the eyes of the public.
  • 1) goals and marketing strategies;
  • 2) pricing;
  • 3) a scheme for the distribution of goods;
  • 4) sales promotion methods;
  • 5) organization of after-sales customer service;
  • 6) advertising;
  • 7) formation of public opinion about the company and products;
  • 8) marketing budget;
  • 9) marketing controlling.

After determining the overall target strategy of the company for each type of product, a detailed action plan is developed. The main criteria for evaluating the strategy here are the assortment, the market, and competition. The range of products offered ultimately depends on the need for the qualities of the product from end users. Differences in the types of goods in the range must meet the specific requirements of consumers.

The size of the market is determined by the number of potential consumers in each individual product.

Evaluation of competitors involves identifying firms on the market that sell goods with similar qualities and are capable of replacing the proposed product.

Pricing. Pricing strategy may be based on cost, demand or competition. In the case of a cost-based strategy, the entrepreneur determines prices by calculating the costs of production, maintenance, and overheads, and then adds the desired profit to these figures. Demand is not studied.

As part of a demand-based strategy, the price is determined at the level of the average market, and the costs in this case should not exceed the amount calculated as the difference between price and profit.

With a competitive pricing strategy, prices can be either lower or higher than market prices, depending on the loyalty of consumers, the service provided, and the image of the product. This principle is used by firms that have competitors.

In addition, this section may suggest and justify any of the following strategies:

  • 1) setting standard prices. They are established when a channel participant determines the prices of goods or services and seeks to keep them constant over a long period of time. They are used for products such as candy, chewing gum, magazines;
  • 2) variable pricing. The firm deliberately changes prices to respond to changes in costs or consumer demand. Using this strategy, you can offer different prices to target certain market segments. In this case, the prices charged to different consumers are not based on costs;
  • 3) establishment of uniform and flexible prices;
  • 4) the strategy of unrounded prices. This strategy takes place when prices are set below round sums. The psychological factor comes into play - consumers like to get change;
  • 5) the concept of "price - quality". When entering the market, it is often advisable for a manufacturer to apply price leadership tactics. Another method used if you want to increase the volume of sales of products is the establishment of discounts for bulk purchases.

Scheme of distribution of goods. According to this paragraph, in the marketing plan of the organization, it is necessary to indicate the scheme for the sale of goods.

Distribution and marketing include three elements: transportation, storage and contact with consumers.

There are a number of key factors to consider when choosing distribution channels.

  • 1. Consumers:
  • 1) characteristics: quantity, needs, average purchase size;
  • 2) segments: size, buying behavior.
  • 2. Company:
  • 1) goals: control, sales, profit, time;
  • 2) resources: flexibility, level, service needs.
  • 3. Product or service:
  • 1) cost: unit price;
  • 2) complexity: technical side;
  • 3) volume: unit mass, separability.
  • 4. Competition:
  • 1) characteristics: number, concentration, assortment, consumers;
  • 2) tactics: methods of distribution, relations in sales.
  • 5. Channels of distribution:
  • 1) alternatives: direct, indirect;
  • 2) characteristics: quantity, functions performed, traditions;
  • 3) legal aspects: relevant laws and bills.

There are two main types of distribution channels:

  • 1) direct channels associated with the movement of goods from the producer to the consumer without the use of independent intermediaries.
  • 2) indirect channels of goods movement associated with the movement of goods first to the intermediary, and then to the consumer.

An assessment is made through which trading network (wholesale or retail) the product (service) is mainly sold or is supposed to be sold.

There are three general categories of organization of wholesale activities, their brief characteristics are given below.

  • 1. Wholesale activities of manufacturers.
  • 2. Commercial wholesalers buy products for resale.
  • 3. Agents and brokers perform wholesale functions but do not take ownership of the goods.

Retailing generally performs four functions. She participates in the sorting process, collecting an assortment of goods from a large number of suppliers, and offers them for sale; presents information to consumers through advertising, shop windows and inscriptions; carries out operations for the maintenance of goods; closes deals using the appropriate store locations and opening hours.

Sales promotion. An organization can use a wide range of sales promotion tools:

  • 1) direct mail;
  • 2) trade shows and demonstrations;
  • 3) placement of advertisements;
  • 4) printed and audiovisual means;
  • 5) shop windows;
  • 6) business meetings and conferences;
  • 7) paying coupons, etc.

The type of sales promotion largely depends on the organization's strategy, its position in the market, financial capabilities, product specifics, etc. All this is reflected in this section of the business plan in the form of an incentive plan, the development of which consists of the following elements:

  • 1) setting goals. Sales promotion objectives are almost always demand-driven. Objectives related to channel participants include providing the most favorable conditions sales, increase the enthusiasm of dealers, etc.;
  • 2) responsibility for sales promotion, usually shared by advertising and sales managers. Each presides over the stimulation associated with his area. The ad manager is associated with coupons, contests, calendars. The sales manager is engaged in trade deliveries, discounts, exhibitions;
  • 3) designed general plan, including budget, orientation or theme, terms, media, duration, and chronological order;
  • 4) choice of the type of stimulation. It is based on factors such as the image and goals of the organization, costs. This is achieved by establishing premiums for sellers when selling goods for a certain amount, organizing exhibitions, holding trade competitions for dealers, organizing lotteries, replacing obsolete modules on preferential terms, by setting discounts for bulk purchases;
  • 5) coordination of the plan, i.e., linking the advertising plan with sales promotion;
  • 6) evaluation of success or failure.

After-sales service. In this section, it is necessary to highlight issues related to the conditions of warranty and post-warranty service, the provision of a range of services in each of these types of service, the structure and location of service enterprises. After-sales service planning consists in determining the policy of the organization in the context of the following issues:

  • 1) compliance of the range and quality of after-sales services with the needs of consumers;
  • 2) the frequency of use of individual parts and assemblies;
  • 3) well-established mechanism for supplying warranty workshops with the necessary number of spare parts.
  • 1) set goals;
  • 2) established liability;
  • 3) detailed advertising budget;
  • 4) developed advertising themes common to the entire organization;
  • 5) the chosen means of advertising;
  • 6) proposed solutions for:
    • a) the content of the message (video);
    • b) work schedule;
    • c) the place of announcements in a broadcast or printed publication;
    • d) other conditions;
  • 7) the period during which the advertisement will be published.

Formation of public opinion ("Public relations"). The marketing plan should also pay special attention to public opinion about the organization and its products (services) and, accordingly, the methods of its formation. The tasks of the "Public relations" service are:

  • 1) the systematic creation of a favorable attitude towards the firm of the general population;
  • 2) implementation of the trade presentation;
  • 3) conducting institutional advertising;
  • 4) provision of consulting services with the issuance of proposals to the management on issues of public recognition of the company, its position in the market and image.

Marketing budget development. The easiest way to set a budget is as follows:

  • 1) the total market volume for each of the goods for the next year is estimated;
  • 2) a forecast is made of the company's share in this market, taking into account the planned marketing activities;
  • 3) the volume of sales, costs and profits for each of the goods are estimated;
  • 4) the difference between the planned (without marketing activities) profit and the profit received as a result of the assessment is determined;
  • 5) part of this difference (usually 50%) goes to the marketing budget;
  • 6) the marketing budget is determined by summing up for all products.

This budget is divided into marketing expenditure items in the proportions of the previous year.

Controlling. Controlling refers to the quantitative and qualitative preparation and evaluation of operational and strategic decisions guides, analysis economic activity firms.

1.1. Guidelines for the preparation of fire extinguishing plans and cards (hereinafter referred to as the Guidelines) determine General requirements to the development, execution and use of documents for preliminary planning of actions to extinguish fires and conduct emergency rescue operations.

1.2. In order to ensure the readiness of service personnel (employees, employees) of organizations, as well as fire departments and emergency rescue teams, to extinguish fires and carry out emergency rescue operations (hereinafter referred to as fire extinguishing actions), preliminary planning documents for fire extinguishing actions are developed, namely: fire extinguishing plans (hereinafter - PTP) and fire extinguishing cards (hereinafter - KTP).

1.3. PTP and KTP are intended for:

providing the head of the fire extinguishing (hereinafter - RTP) with information about the operational and tactical characteristics of the object;

preliminary forecasting of the possible situation in the object in case of fire;

planning the main actions to extinguish fires;

improving the theoretical and practical training of personnel of units fire brigade, emergency rescue teams and their command and control bodies to extinguish fires;

information support in the study (study) of a fire.

1.4. The general management of the organization of work on the compilation, development and accounting of PTP and KTP is assigned to the heads of the fire department garrisons.

2. Development and adjustment of the List of organizations (objects, rural settlements) for which PTP and PTP should be drawn up

2.1. PTP and PTP are compiled for all objects and rural settlements located in the area of ​​departure of the units included in the fire brigade garrison and falling under the criteria specified in Appendix No. 1 to methodological recommendations, as well as other objects (at the discretion of the chiefs of the fire department garrisons).

The decision on the development of PTP for each object is made by the head of the fire protection garrison in written agreement with its head (owner). In case of refusal of the head (owner) of the object, the PTP is not compiled.

2.2. In order to record and plan work with PTP and PTP in each local fire department, a List of objects (rural settlements) for which PTP and PTP should be compiled (hereinafter - the List) should be developed and timely adjusted (Appendix No. 2 to the Methodological recommendations).

2.3. The list is developed by the head of the local fire protection garrison and approved by the head of the body local government municipality.

2.4. PTP and PTS for facilities located in the area of ​​departure of special units of the FPS are included in the List on the basis of information provided by the relevant authorities of the special units of the FPS.

2.5. The list is updated as necessary, but at least once a year.

2.6. Based on the results of the adjustment, the head of the local fire department makes appropriate changes to the List (if necessary), in the absence of changes, a note on the measures taken.

2.7. An extract from the List is sent to the fire departments of the local fire protection garrison (as far as it concerns them). In fire departments, an extract from the List is stored at the fire department’s communication point, if it is not available at the central fire communication point (hereinafter referred to as CPPS), EDDS of the fire department management body.

2.8. A copy of the list is sent to territorial authority EMERCOM of Russia by subject Russian Federation for accounting and use at work.

3. Drawing up and updating PTP and KTP.

3.1. On the basis of the List, the head of the fire department develops an annual Schedule for the compilation and adjustment of PTP and KTP for facilities (rural settlements) located on the territory of the fire department departure area (Appendix No. 3 to the Methodological Recommendations).

3.2. The schedule is agreed with the heads of protected municipalities and the management (owners) of the objects included in it, is approved by the head of the local fire department.

3.3. Requirements for the design and content of PTP and KTP are given in sections 7 and 8 of the Guidelines.

3.4. The following activities precede the preparation of PTP and KTP:

study and analysis of the operational and tactical characteristics of an object (rural settlement), including the collection of information about its fire protection;

study of regulatory and reference materials, including industry regulations, for this object;

forecast of the probable place of origin of the most complex fire and possible situations of its development;

study of analytical materials on fires that have occurred in an object (rural settlement) and in similar objects (rural settlements).

3.5. PTPs are drawn up in at least triplicate. The first copy is located in the fire department, in the area (subdistrict) of which the organization (object) is located, the second copy is in the CPPS (EDDS) of the local fire department, the third copy is with the management (owner) of the object.

3.6. KTP are drawn up in at least two copies. The first copy is in the fire department, in the area of ​​\u200b\u200bdeparture of which the object is located (rural settlement), the second copy is at the management (owner) of the object (administration of the rural settlement).

3.7. The chiefs of the fire protection garrisons determine the list of PTP and KTP, electronic versions of which must be stored on portable personal electronic computers intended for the use of RTP and officials firefighting headquarters, which is indicated in the List and List of PTP and PTP for facilities (rural settlements) located in the area of ​​departure of the fire department (Appendix No. 4 to the Methodological Recommendations).

3.8. Electronic options PTP and KTP must meet the following requirements:

ensuring the maintenance of a database for repeated use and timely correction of data;

ensuring minimum costs for training employees to operate the software;

a simple and intuitive interface that allows you to use them for direct fire fighting and rescue operations;

protection against unauthorized changes to the software.

3.9. PTP and KTP are subject to adjustment when changing the form of ownership, functional purpose, space-planning decisions, modernization technological process production, changing the tactical capabilities of fire departments, etc. Corrections are made no later than one month from the moment of occurrence (discovery) of changes.

When adjusting the PTP and KTP, the corresponding changes are also made to their electronic versions.

3.9. For facilities under construction, PTP and PTS are drawn up at the stage of their construction or at least a month before the commissioning of a new facility or its individual elements (installations and structures).

3.10. PTP and PTP for especially important and sensitive facilities are compiled, stored and applied in accordance with the established procedure for work, storage of classified documents and materials. The degree of their secrecy is determined by the regime service (owner) of the object.