New technologies in the service sector. Development and creation of new services. The role of the service sector in the modern economy

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Introduction

The relevance of the topic lies in the fact that our modern society cannot be imagined without services and, as a result, without the service sector, which is one of the fundamental societies and a service specialist needs to be well versed in the structure of the service sector, to know the main points of each direction of the service enterprise.

Every day we consume services and sometimes we ourselves, without knowing it, provide them to other people. The provision of services to each other, the production and consumption of services - this is what distinguishes us from our primitive ancestors, who did not have the concept of services in general. In the course of its transformation, our civilization has defined a special niche for the service sector, without which a civilized society can no longer do.

The life of a modern person, in one way or another, is connected with services. After all, trade in services includes the provision of communal benefits, communications, banking, wholesale and retail trade, transportation, as well as insurance, legal, medical, educational services, etc. The quality of services depends on the income of the state, and the profit of firms, comfort, safety, and the welfare of consumers.

The connection here is direct and obvious: quality services attract attention, make people want to use them in order to make life easier. The gradually emerging positive situation in retail allows consumers to compare one service to another, and also pushes competitors to provide constantly improving services while ensuring their quality. The need to develop the service sector requires a significant restructuring of the consumption structure of the population, a significant increase in the share of services and a reduction in the share of material consumption. It is necessary to radically improve the quality and culture of service, expand the network of relevant enterprises, increase the volume of sales of services, introduce their new types and forms.

The purpose of my test is to understand general concepts what the service really is, what specific features it has, to cover the whole concept of the service sector and consider what features of its functioning.

The specific tasks of the control work are to:

Using the example of our society to show what role the service plays in general, basic concepts;

Highlight the specifics of the service sector;

Understand the service industry schema;

Consider the features of the service sector in the modern world

The objects of research of this topic will be the service sector, a society in which there is an interchange of services on different conditions, as well as, directly the relationship between a person and the service sector in modern society.

1. Service industry. Basic concepts

Every day, leaving home, we begin to come into contact with the social environment, consuming, producing, and of course using all kinds of services. Sometimes we cannot touch or somehow materially feel the service. However, in our world, the concept of service has a wide range of definitions. One of which implies that a service is an expedient activity, the result of which is expressed in a useful effect that can satisfy one or another human need, which can initially be an object of supply and demand in the market.

A service is an expedient activity, the result of which is expressed in a useful effect that can satisfy a particular human need, which can initially be an object of supply and demand in the market. The term "service" has a wide range of definitions. V general view it is customary to understand services as a variety of activities that do not have a material form in an explicit form.

first, they are invisible;

secondly, they cannot be stored;

third, production and consumption of services tend to coincide in time and place.

This determines the peculiarities of international trade in services in comparison with international trade in goods.

There are two types of services:

services that are mediated by proprietary. They are related to consumer goods (tangible);

services not related to tangible products. Their action is directed at a person or at the conditions in which he is, their production is inseparable from consumption (non-material).

A specific branch of services is international tourism.

The specific features of international trade in services include:

Regulation within the country by the relevant provisions of the legislation;

The absence or presence of the fact of crossing the border by a service is not a criterion for its export;

Services are not stored, they are produced and consumed at the same time;

The production and sale of services are under greater state protection (in most countries they are in full or partial state ownership) than the sphere material production;

International trade in services has a major impact on trade in goods;

Not all types of services, unlike goods, can be traded (services for personal consumption).

In general, services are usually understood as a variety of activities that do not have an explicit material form.

The difference between services and goods in material form is that,

they are invisible;

not amenable to storage;

production and consumption of services tend to coincide in time and place.

The huge difference between a service and other goods is that the service is not tangible, that is, it cannot be touched or touched. The seller can only describe the benefits that arise from the provision of this service. The difficulty in working with services and their consumption is that it cannot be stored in time, and also the time of production of a service usually coincides with its consumption. A service can be provided only when an order comes or a client appears.

As a result, the next feature of the service arises - the inconstancy of quality. This problem can be avoided only by introducing certain service standards. In the international understanding, these features of a service are taken into account when dividing trade in goods and services.

There are two concepts of service, the first is private, that is, actions in relation to another person, aimed at satisfying his needs. The second concept is considered already in the context of economic theory. According to this theory, a service is all kinds of benefits provided in the form of activity, as well as goods that can be produced, consumed and transmitted at the same time. In order to separate services, they must be classified.

In 1964, the scientist Stanton divided the services into the following 10 groups:

1. services for the provision of housing;

2. servicing families (home renovation, landscape maintenance, cleaning of living quarters, etc.);

3. rest and entertainment;

4. individual sanitary and hygienic services (washing, dry cleaning, cosmetic services, etc.);

5. medical and other health care services;

6. private education;

7.Business services and others professional services(legal, accounting, consulting, etc.);

8. insurance and financial services;

9. transport services;

10. services in the field of communications.

Currently, this classification has undergone some changes and now the classification of services takes place according to UN standards, in which services are divided into 160 different types and 12 main sections:

1. Business services - 46 industry types of services.

2. Communication services - 25 types.

3. Construction and engineering services - 5 types.

4. Distribution services - 5 types.

5. General educational services - 5 types.

6. Protection services environment- 4 types.

7. Financial services, including insurance - 17 types.

8. Health care and social services - 4 types.

9. Tourism and travel - 4 types.

10. Services in the field of leisure, culture and sports - 5 types.

11. Transport service- 33 types.

12. Other services.

One of the most important patterns of economic development around the world is the relationship economic growth and increasing the role of services in the national economy. This finds expression in an increase in the share of labor, material and financial resources used in the service industry.

With the development of society, the growth of productive forces, a certain development of the service sector takes place. There is an increase in employment in this area, an increase in the technical equipment of labor, the introduction of more and more advanced technologies. Currently, the role of services as one of the most important sectors of the economy is very large and relevant. This is due to the complication of production, saturation of the market with goods of both everyday and individual demand, with the rapid growth of scientific and technological progress, which leads to innovations in the life of society. All this is impossible without the existence of information, financial, transport, insurance and other types of services. Also, services are an integral part of trade in goods (especially technically complex), since the sale of goods requires an increasingly developed network, which consists mainly of services provided during the sale and after-sales services.

In the context of the development of market relations, as well as economic and political cataclysms occurring in our country, there are significant changes in the service sector. Under the current crisis circumstances in Russia, the volume of services specifically inherent in the market economy (banking, financial, insurance, real estate, legal) is significantly increasing. The range of services related to the management and maintenance of public authorities and law enforcement agencies has increased. With the integration of the country's economy into the global economic space, the development of imports and exports of services takes place, the emergence of fundamentally new technological foundations for the functioning of a number of services, including information.

There is an increasing expansion of the foundations for the reproduction of market and non-market services. At the same time, market services are gaining an increasingly significant share in the total volume of services.

According to international statistics, over 40% of foreign investments are invested in the development of the service sector, which confirms the relevance, interest and vision of the prospects for the development of this sector of the economy.

2. The structure of the service sector

In world economic practice, the service sector is usually differentiated into two subsectors:

Production of material services

Production of intangible services.

The production of material services includes transport, housing and communal services, and trade.

The production of intangible services, in turn, includes education, health care, social service, art, management, insurance, etc.

What is the difference between these subsectors? If we consider the connection directly between the production of services and the material object, then the following differences can be seen. In the production of material services, this process is inextricably linked with the material object. For example, trade changes the ownership of these very material objects, so transport changes the location of the object. However, in the production of intangible services, the material object is more divorced from the production process itself. In the latter case, most often a person acts as an object. All of the above differences do not always clearly distinguish between material services and non-material ones. An example is tourism, since it includes transport services and excursions at the same time. This means that in this situation, material and non-material services can be used in one type of service in the service sector.

It is customary to refer to the service sector (sectoral approach):

Trade (wholesale and retail);

Catering and accommodation services

(hotels, restaurants, etc.);

Transport;

Communication and information services;

Services for the supply, procurement and storage of material and technical resources;

Credit, finance and insurance, real estate transactions and other services to ensure the functioning of the market;

Education, culture and art;

Science and Scientific Services;

Health care, including physical education and sports;

Household maintenance services (services for the maintenance and repair of housing, industrial, household and utilities);

Personal services (non-production, household services, hairdressing salons, photo studio services, shoe shine, etc.);

Public administration services.

This sectoral classification of the service sector operates in many countries, including Russia.

F. Kotler, as the founder of the theory of marketing, proposed to classify services according to the following criteria:

First, are people or machines the source of the service? Among the services, the source of which is a person, there are those that require either the presence of professionals (catering, consulting on management problems), or qualified specialists (waiters), or unskilled work force(janitorial work, lawn care). Among the services the machine serves as a source are those that require either automatic machines (vending machines), or devices operated by relatively low-skilled operators (taxis), or equipment operated by highly qualified specialists (airplanes, computers).

Secondly, is the presence of the client obligatory at the time of rendering services to him? If the presence of a customer is required, the service provider should take into account the needs of that customer. So, restaurant owners beautifully decorate their establishments, soft music sounds in them.

Third, what are the motives for the customer to purchase the service? Is the service designed to meet personal needs (personal services) or business needs (business services)? Typically, service providers develop different marketing programs for personal and business service markets.

Fourth, what are the motives of the service provider (commerce or non-commercial activity) and in what form are the services provided (individual or public services)? The combination of these two characteristics results in service systems that are completely different in their type.

It is also possible to classify services according to other criteria:

a) by the amount of capital costs;

b) according to the degree of qualification of the performers;

c) by the complexity of technological processes;

d) according to the social status of the clientele (individuals and legal entities).

In the literature, you can also find the division of the service sector into three sectors:

tertiary - infrastructural (transport, communications, transmission of electricity and heat);

quaternary - distribution and exchange (trade, insurance, finance);

fivefold - social and managerial (management, science, education, health care, art).

2.2 Evolution of the service industry

The next aspect that needs to be considered when studying the topic of the service sector is the evolution and development of the service sector from ancient times to our times. At the earliest stages of human development, the service sector already existed in its various manifestations. As progress developed and new types of material production appeared, the service sector also improved. Deep transformations of the social consumption system gave an even more powerful impetus in this direction.

The very first manifestation of the use of the service sector in the social structure of society was noticed in primitive society. For example, in each tribe there were leaders, they were in some way administrative subjects, that is, one of the areas of administrative activity of the service sector. Shamans and clergymen also provided social services. The army, in turn, provided property protection services. Historical sources indicate that in the ancient society there were already such spheres of services that were very similar to modern ones. For example, there was trade, transport, education, art, army, health care. Until the end of the 19th and beginning of the 20th century, these areas were improved and communications, management, marketing, audit, and insurance were added to them. With the onset of a new era of human development in the context of high technologies and a scientific and technological boom, the industrial economy is being replaced by a post-industrial one. This entails an increase in the production of services per capita.

However, until the mid-20th century, the service sector was considered a secondary part of the global economy. In this area, people with a low level of education were mainly employed. The reason for this was the erroneous opinion that the service sector does not bring a sufficient level of income to the economy and is not in demand among the population. During the Soviet era, the service sector developed very slowly compared to Europe and the United States. Only after the scientific and technological revolution did the service sector begin to occupy a significant place in the economies of many countries. It is no coincidence that the post-industrial era is rightfully called the service era.

Improving the living standards of people, as well as the formation of the economy to a new level, has made it possible to increase the production of intangible products. The Second World War had a very negative impact on the development of the service sector, since at that time industrial production became the main sphere of the economy. In the countries on whose territory hostilities were fought, the material base of the service industries to one degree or another was destroyed and after the war did not even meet the greatly reduced needs. In the post-war period, the outstripping development of the service industries was largely resumed, and the position of this sector in the economic structure is steadily expanding.

In the middle of the 20th century, the United States breaks out into the leaders in terms of the level of development of the service sector. However, not only the United States invests heavily in this sector of the economy, but also in developing countries there is a sharp growth in the service sector. From all of the above, we can draw the following conclusion. The service sector, having come a long way of development and undergoing many changes, is currently at the same level, and in some countries even higher than sectors such as industry and agriculture. The most important regularity in the evolution of the service sector is that it does not develop in isolation from material production in the integration of these types of activities, and the efficiency of a modern economy largely depends on the depth of integration.

3. Features of the service sector in the modern world

By itself, the concept of providing services provides for special attention to a person from a psychological point of view, as a client. Focus on meeting needs, be prepared in advance for difficult situations in the service process, since each client is an individual. Any request and desire must be fulfilled for the high-quality implementation of the complex, since any discrepancy or omission in working with the client entails a negative label on the entire reputation of the serving object or subject. Therefore, most modern service companies have rules.

Firstly, all employees of the company are focused on the implementation of the main business process of the company - high-quality customer service. Secondly, for the quality satisfaction of client requests, employees who directly deal with clients must go to the level of one-on-one interaction - a personal, not impersonal approach to each client, but starting, oddly enough, with a properly learned role.

The service sector has a number of distinctive features and work mechanisms that cannot always be strictly classified, since changes in customer demand, the emergence of new services, as well as a high level of variability of consumed intangible goods dictate more and more new trends and force to revise the old rules in serving consumers of those or other services.

We can only summarize the main features of the functioning:

Firstly, unlike goods, services are produced and consumed mainly at the same time, they are not subject to storage. This gives rise to the problem of regulating the supply and demand of services.

Secondly, services are often opposed to products, although the role of service in industry is increasing, which can include equipment repair, after-sales service and other services related to the sale of goods. It can be said that in many cases there is a product element in a service, just as there is a service element in the sale of a product. The close intertwining of the sale of goods and the provision of services makes it difficult to distinguish and record services.

Third, the service sector is usually more protected by the state from foreign competition than the sphere of material production. Moreover, in many countries, transport and communications, financial and insurance services, science, education, health care, utilities are traditionally fully or partially owned by the state or strictly controlled and regulated by the state. The import of services, in the opinion of the governments of many countries, can pose a threat to national security and sovereignty, therefore, it is regulated more strictly than trade in goods.

Conclusion

sphere of service society

In conclusion, it should be emphasized that the service sector itself is young and is being modified at a tremendous rate. Currently, the service sector is one of the most promising, rapidly developing sectors of the economy. It covers a wide range of activities: from trade and transport to financing, insurance and brokering of all kinds. Hotels and restaurants, laundries and hairdressers, educational and sports establishments, travel companies, radio and television stations, consulting firms, medical institutions, museums, theaters and cinemas are all part of the service sector. Almost all organizations provide services to one degree or another.

Despite some of the features of this area that complicate the work with the client, over the past 20 years, a high growth in labor productivity in the service sector has been noticed around the world. The concept of "services" in the mass perception is increasingly identified with a complex of high-tech and intellectual business and financial services, as well as with the branches of science, education and healthcare. The wave of renewal has also captured traditional industries: trade, transport, consumer services, recreational industries, etc.

In addition, the very concept of "service sector", without exaggeration, is all-encompassing. It includes household, medical, legal and many other services, that is, it not only affects all aspects of people's daily life, but makes it truly high-quality, full-fledged. For this reason alone, it would seem, the service - in the broad sense of the word - refers to those areas of business that do not require special support from the outside. After all, people are ready to pay money for the services provided to them, and sometimes considerable ones.

The service sector, as we already know, refers to the tertiary sector of the economy, but in conclusion, it should be emphasized that the advanced development of the tertiary sector, and especially the production services sector, is an inevitable condition and prerequisite for the civilizational transition of the economy to a market, post-industrial stage of development.

Bibliography

material service society

1. Belyaev MI, "Miology". Moscow, 2000

2. Demidova L.S. "Service sector of the USA: factors of dynamics acceleration", Moscow, 2005.

3.Kulibanova V.V. Marketing: Service activities. SPb., 2006.

4. Kulibanova V.V. Service activities. SPb., 2007.

5. Morozova E.Ya., Tikhonova E.D. Economics and organization of social and cultural enterprises. SPb., 2005.

6. Pesotskaya E.V. Service marketing. SPb., 2000.

7.Market portal household services- www.marketcenter.ru

8. Rodionova I.A. "World economy. Industrial sector ", St. Petersburg, 2002.

Tarushkin A.B. "Institutional Economics", St. Petersburg, 2004

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Features of the service market

At its core, the service market, developing according to the laws of a market economy, is a kind of commodity market and at the same time, it has a number of specific features, which determines a special approach to entrepreneurial and marketing activities designed to meet the demand for services.

The features of the services market are seen, first of all:

in the high dynamism of market processes (the provision of services is aimed at directly meeting human needs);

in territorial segmentation (forms of service provision, demand and conditions for the operation of service enterprises depend on the characteristics of the territory covered by a particular market);

V high speed capital turnover (one of the main advantages of a business in the service sector, which is a consequence of a shorter production cycle);

in high sensitivity to change market conditions(a property due to the impossibility of storing, storing and transporting services, as well as the temporal and spatial coincidence of their production and consumption);

in the specifics of the organization of the production of services (with greater mobility, small and medium-sized enterprises that are producers of services have ample opportunities for a flexible response to changes in market conditions);

In the specifics of the process of providing services (personal contact between the manufacturer and the consumer, on the one hand, creates conditions for the expansion of communication ties, and on the other, increases the requirements for professional and qualification qualities, experience, ethics and general culture of the manufacturer);

In a high degree of differentiation of services (associated with diversification, personification and individualization of demand for services, it is considered as the most important incentive for innovation in the service sector, since the complex structure of demand causes the emergence of new, non-standard services, the search for a new service becomes a permanent process, which receives more and more development as market demand saturates);

In the uncertainty of the result of the activity for the provision of services (the result of the activity for the provision of services, which in many cases is subject to the influence of various qualities of the manufacturer, cannot be predetermined with sufficient accuracy; the final assessment of the result is possible only after the consumption of the service).

The role of the service sector in modern society

Services are economic activities that directly satisfy the personal needs of members of society, households, the needs of various kinds of enterprises, associations, organizations, public needs or the needs of society as a whole, not embodied in material form.

One of the most important patterns of economic development around the world is the relationship between economic growth and the increasing role of services in the national economy. This is reflected in an increase in the share of labor, material, financial resources used in the service sector. With the development of society, the growth of productive forces, a certain development of the service sector takes place. There is an increase in employment in this area, an increase in the technical equipment of labor, the introduction of more and more advanced technologies. Despite this, for many years, services have practically not been studied by theory. international economy... This was partly due to the difficulty of defining the very concept of services, of which there are a great many.

Trade in services is also widely developed, as well as international trade in goods (in the material sense of the word). International trade in services has its own specifics:

Intangibility

Invisibility

Inseparability of production and consumption

Heterogeneity and variability of quality

Inability of services to store

It is because of the intangibility and invisibility of most services that their trade is sometimes called invisible exports or imports. However, in this case, there are many exceptions. Usually, services do not have a materialized form, although a number of services acquire it in the form computer programs on magnetic media, films, various documentation.

In contrast to goods, services are produced and consumed mainly at the same time and are not subject to storage. In this regard, the presence abroad of direct producers of services or foreign consumers in the country of production of services is required. Unlike transactions with goods, they are not subject to customs control. Services can be capital-intensive and knowledge-intensive, industrial in nature or personalized, unskilled or require a very high level of skills for the performers. Not all types of services, unlike goods, are suitable for wide involvement in international circulation, for example, utilities. The service sector, as a rule, is more protected by the state from foreign competition than the sphere of material production.

Service enterprises do not produce capital goods or goods. They offer services: banking, construction, retail, education and health services.
The service industry covers a wide range of activities, which include: public administration at the national and local level, health care, education and science, transport and distribution of goods, including retail trade; professional services - accounting, banking, legal and insurance; utilities - water supply, gas and electricity; entertainment industry, including television; and hotel business, catering and tourism.

international tourism - a specific industry (type) of services, international movement of people or travel, which is a specific category of international trade. In terms of its characteristics, international tourism resembles labor migration, but there is a significant difference in goals. The purpose of tourism is recreation and entertainment of people in a limited period of time, although recently a significant part of specialists combine business (official) travel with recreation in other countries. Travel services in international trade are a kind of "invisible commodity", whose characteristic feature is that it becomes an important, and sometimes the only source of income for many developed and developing countries.

V developed countries Europe and North America, as well as Australia and Japan, employ the majority of the workforce, far exceeding the proportion of workers in all other industries combined. In the Netherlands, 78% of workers are employed in the service sector. For comparison: in India the figure is 38%. In poorer countries, this proportion is even smaller (for example, in Niger, 85% of workers are employed in agriculture, while industry and services account for only 15%). Since the end of World War II (1945), the service industry has been the most rapidly developing industry in developed countries. Their economy is now called a service economy. The United States was the first country to form such an economy.

A characteristic feature of the service sector is that this industry is generally labor-intensive, that is, it cannot be mechanized “indiscriminately”. Therefore, it, in comparison with other industries, provides more jobs. As a rule, work in service does not require much physical strength, and therefore it employs many more women than in other industries.

In some service industries, especially catering and recreation, work is often seasonal, providing temporary employment opportunities.

So, we can say that over the past two decades, the service sector has been one of the most dynamically developing sectors of the world economy. Therefore, this topic is gaining such relevance today.

(service) - a sphere of the economy where goods are produced, the beneficial effect of which is manifested in the very process of their creation.

The production of economic (limited) goods is divided into two spheres - the sphere of material production and the sphere of services. In the first sphere, the consumption of the created good is separated from its production, in the second, it is combined.

For example, the labor of producing a loaf of bread by itself does not satisfy any human needs (with the exception of the need for labor), the consumption of bread will occur later and elsewhere; on the other hand, the lecture by the teacher immediately satisfies the students' need for knowledge.

Up to the 20th century. the service sector was generally excluded from the production sector. Thus, the famous English economist Adam Smith directly pointed out that the wealth of society depends only on productive labor - work to create material wealth. He referred to the services of such professions as "priests, lawyers, doctors, writers ... actors, clowns, musicians, opera singers, dancers, etc." (Smith A. Research on the nature and causes of the wealth of nations... T. 1.M., 1935.S. 279). This view of the unproductiveness of the service sector was adopted by Marxist political economy, and then by Soviet statistics.

In developed countries already in the 19th century. began to understand that the service sector, although it does not directly produce material goods, nevertheless creates the fundamental conditions for this production. Therefore, in modern statistics (including Russian), the service sector (tertiary sector) is considered as a full-fledged part of production, equivalent to agriculture(primary sector) and industry (secondary sector).

Zhiltsov E.N., Kazakov V.N., Voskolovich N.A. Economy of the paid services sector... Kazan, 1996
Demidova L.S. The service sector in the post-industrial economy... - World economy and international relations. 1999, no. 2
Service sector: problems and development prospects... TT. 1-3. Ed. Yu.V. Sviridenko. M., 2001
Klikich L.M. Economy of the service sector: problems of methodology and analysis... Ufa: BPAU, 2004

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The need for management in the service sector. Management concept. The main stages of the evolution of management. Marketing management concept. Specific features of the service sector. Service management model. Service characteristics and their impact on the management system. The main problems of management in the service sector and ways to solve them.

A radical reform of economic management is the basis of the market transformations carried out in Russian society. The reform fundamentally affects the service sector, which, like any other field of activity, objectively needs management. Governance is a targeted impact on the service sector in order to focus it on meeting the needs of people, increasing operational efficiency and ensuring an acceptable level of profitability.

The quality of management predetermines both the results of the activity of the service sector and the choice of ways and means of achieving them. The role of service sector management in promoting efficiency gains is important social production by creating conditions that free up time for the population and favor high-productivity work.

In connection with the implementation of the policy of ensuring social priorities, when a person from the periphery of the economic interests of society moves to their center, the role of the service sector increases significantly, and at the same time the requirements for the organization of its management.

The twentieth century has experienced a powerful influence of management on all aspects of the life of society, organizations and people. It was during this period that management emerged as a science that was able to generalize the rich practice of management and developed sound recommendations for its improvement. Numerous and diverse in their approaches and content, theories and schools have significantly expanded the concept of management as an independent area of knowledge and the possibilities of its application. Therefore, the principles, forms and methods of management have spread from the sphere of business organizations to institutions of science, education, health care, religion, they are actively used in art and politics, which quite recently was considered almost impossible.

Management, as a practical activity, originated about seven thousand years ago. As a science, management began to form at the end of the 19th century and went through several stages in its development.

First step ( the end of the nineteenth century. - 30s of the twentieth century) - individual fragmentary studies in the field of enterprise management become the basis for the formation of scientific schools and directions; there is a formation of management as an independent science and a separate type of business activity, as well as the separation of management from property.

Second phase(30s - 60s) - management is based on the economic foundations of a rigid vertically integrated management system with a clear distribution of responsibilities between departments and performers. The study of the problems of labor motivation, the human factor, the influence of groups on the behavior of workers has acquired particular importance.

Last, third stage (from the 60s to the present) is characterized by the fact that an informal, flexible management system prevailed, based on a horizontally integrated motivational model using predominantly divisional departmentalization. Much attention began to be paid to the study of ways to enhance the behavior of people in the organization.

In addition, in the mid-50s, signs of chronic overproduction began to appear in developed countries, the market was oversaturated with goods. In such conditions, production could no longer develop in the direction of unlimited self-growth. It became necessary to develop a different strategy. Economics, which previously traditionally focused on the sphere of production and solved the problems of increasing the efficiency and modernization of this sphere, reacted adequately to these changes, regardless of the influence of the sphere of consumption on it.

Wide practical use during this period received the theory of marketing. Marketing development had a direct impact on the management of the firm. Close interaction of marketing and management has led to the emergence of a new term "marketing management". The most important principle marketing approach to the management of the company is the target orientation of all elements of the production system, as well as the production and social infrastructure serving this system, to solve problems arising from a potential consumer of goods and services brought by the company to the market.

Special meaning marketing concept management has a service sector for enterprises and organizations, whose activities are directly focused on customers (consumers) and significantly depends on their requests.

The marketing focus of management is the main, but not the only distinguishing feature modern governance... In order to find out other features and problems of service sector management, it is necessary to briefly dwell on the specifics of this area of activity and its difference from the sphere of material production.

The service delivery system, according to B. Karlof, is similar to the production and distribution system in industrial company, although often presented in a completely different form. And the service management system, according to G. Assal, is similar to the goods management system.

At the same time, there are a number of specific features of the service sector that distinguish it from the sphere of material production:

1), as you know, the services themselves have characteristic features (intangibility, heterogeneity, non-persistence, inseparability of the provision of services from consumption). Services are often opposed to products, although, according to P. Doyle, “pure goods and services are rather a scientific abstraction. Majority trade offers are various combinations of tangible and intangible elements. " As Professor T. Levitt writes: “There are no service industries as such. It's just that in some industries the share of services offered is higher than in others. Everybody provides services. " Thus, the majority of manufacturers provide customers, along with the goods, with services for delivery, repair and maintenance, insurance, consulting and personnel training. The airline, along with the transportation of passengers, offers them lunch, drinks, magazines and newspapers. " This opinion is shared by B. Karlof, who points out: "The concept of a company operating in the field of intangible production should be used with some caution, since the production of many industrial products is currently accompanied by the provision of a wide range of services." To resolve this seeming contradiction, one should turn to the classification of services proposed by G. Asssel, according to which all services are divided into services related to goods, services based on the use of equipment and services based on human labor. The characteristic features of services increase and are most clearly manifested as the transition from the first group of services to the third;

2) not only the types of services are diverse, but also the organizations that can provide them: state institutions(education, healthcare, transport, information and other services), commercial organizations(banks, insurance companies, advertising agencies, etc.), as well as non-profit structures (provision of charitable, entertainment, educational and other services);

3) services are provided not only by specialized industries and service companies, but also by manufacturing enterprises (delivery of products, repair and Maintenance, insurance, consulting and training of personnel, etc.). As P. Doyle points out, “many manufacturing firms are actually service businesses. About half of production costs are related to the purchase of services (eg advertising, transportation, financial services). More and more employees manufacturing firms are engaged in design, marketing, finance, after-sales service, but not in the production of goods ”;

4) services are focused both on individual consumers (for example, medical institutions, catering establishments, consumer services for the population) and on meeting the needs of firms and other organizations (for example, the provision of business services: technical, accounting, auditing, legal, etc.);

5) there is a direct relationship between an increase in the income of the population and an increase in demand for various services, for example, allowing one to get rid of routine duties (cleaning the house, cooking, etc.) associated with leisure activities (art, sports, recreation, etc.).

The listed features have an impact on the formation of a management system in the service sector.

Service management model, proposed by B. Karlof, looks as follows (Fig. 1.1).

Image

Rice. 1.1. Service management model.

The service management model starts with a market niche (market segment) and then, moving counterclockwise, leads to the concepts of "service concept", "service delivery system" and "image". The image is viewed here as a tool of information that management can use to influence the staff, consumers and suppliers of resources, the perception of which the company and its prospects for its development affects the firm's position in the market and cost efficiency.

The culture and philosophy of the company are of paramount importance, with their help management controls, supports and develops the social process, carried out in the form of delivery of services that benefit customers. Along with the organization of the delivery system and the development of a realistic concept of services, the culture and philosophy of the company are critical factors long-term effectiveness. It is within the culture and philosophy of a company that the values and morale that underlie its vitality and success are shaped. Therefore, the formation of the philosophy and mission of a service company will be considered in more detail when studying the functions of management.

When developing a service delivery system, and therefore a management system, a number of factors must be taken into account:

These differences in the service sector make the management of operations in the service sector, according to V.D. Markova, a more difficult task than in industry from the point of view of ensuring efficiency, and also determine the specifics of management in this area.

The main reason for the particularities of service sector management is the nature of the services themselves.

The process of providing services differs from the process of production and sale of goods in many characteristics, which determine the presence of features management activities in service organizations.

So, intangibility services, which makes it difficult to demonstrate to consumers the intended result and quality of service provision before the start of their service, requires special attention leaders not only to the customer service process itself, but also to other factors that indirectly indicate the quality of the service and are significantly less important in manufacturing industries: the location and interior of the premises, the convenience and design of equipment, appearance and the behavior of employees, the mode of operation of the organization.

Heterogeneity services leads to the fact that their standardization is difficult, and sometimes impossible. Therefore, the methods of planning, motivating and monitoring the activities of employees, traditional for the production of goods, based on the use of norms and standards, are not always acceptable when serving consumers. The quality control of the service is becoming especially difficult and requiring special approaches, since it depends not only on the material and labor factors of the organization, but also on a specific client.

One of the main problems of service management is created by non-preservation services that do not allow you to easily and quickly respond to changes in demand through the creation of stocks. This problem is less noticeable for services with relatively stable demand: room cleaning, repair of audio equipment, etc. However, for services characterized by the presence of peak demand during the day, week or season - transport, medical, spa facilities, etc. - non-persistence of services leads to a sharp decrease in the efficiency of activities due to downtime of employees and equipment during periods of decline in demand and lost income during periods of its peaks, which makes managers, when making managerial decisions, look for ways to reduce the impact of this problem, use statistical observation methods that help determine the volume and the structure of demand for services.

Since the provision of services inseparable from their consumption , before the heads of the organization, specific tasks are set related to the participation of the consumer in the process of providing the service - training the personnel to be attentive, sensitive to consumers; creation of favorable conditions not only for the directly served client, but also for others, for example, those who are waiting for their turn; building an effective control system that allows you to separate the results associated with the work of employees from factors due to the characteristics of the client. Many services are provided in the direct presence of consumers, therefore, the chosen mode of operation of the organization should be convenient for most clients. The level of customer involvement in the service process varies in different services from high (in healthcare, education) to low (in telecommunications). This, in particular, is related to the specificity of management methods in the provision of various services.

Thus, the main characteristics of services, management problems and ways to solve them can be presented in the following form (Table 1.1).

Table 1.1

The main problems of management and ways to solve them

Service characteristics	Management problems	Ways to solve problems
Intangibility	Lack of goods; a service is an act or an experience. Difficulty in providing reference materials: the provision of services involves risks for the client. The service cannot be demonstrated: it is difficult to differentiate offers. No patent system: free market entry for competitors	Encouraging satisfied customers, recommending them to friends and acquaintances, identifying opinion leaders and encouraging them to use the company's services. Development of tangible landmarks, indicating a high level of service: the appearance of the premises, equipment, employees, brand advertising.
Inseparability of the provision of services and their consumption	Consumers participate in the process of providing services. Involvement of consumer groups in the service process: the problem of control. The service company is represented by its personnel: the perception of the company is determined by the attitude of the client towards its employees. Terms of Service are the hallmark of a service provider. Difficulty expanding service providers: the need for networking.	Teaching staff to communicate effectively with clients: the art of listening, understanding the emotional state of another person, and polite behavior. The presence of premises that make it possible to simultaneously serve large groups of consumers. Fast service: Basic operations need to be streamlined and nonessential work eliminated from service delivery. Creation of a network of branches: the company has the ability to open standard service modules, for example, using franchising.

Continuation of table. 1.1

Service characteristics	Management problems	Ways to solve problems
Heterogeneity	Standardization of services is difficult because their characteristics are largely determined by consumers. Service quality control problem: heterogeneity of service conditions.	Investment in personnel selection, motivation and training. Service optimization: automation of the service provision process, detailing job descriptions, careful control. Individualization of service.
Non-preservation	Services cannot be stored: none stocks of goods... Peak load problems: low labor efficiency. Difficulty setting prices for services: problems with pricing.	Differentiated pricing. Acceptable waiting conditions. Increased demand outside of peak periods. Using the pre-order system. Switching to part-time work. Redistribution of work. Customer assistance (encouraging customer participation). Separation of services.

The peculiarities of management associated with the main characteristics of services determine the main problems that face the leaders of service companies. Of all the variety of problems listed in table. 1.1, the most important are those related to the human factor, which plays a primary role in service enterprises, namely:

quality control;

achieving high productivity;

personnel Management.

The very concept of "quality of service" is ambiguous. This is due to the specificity of services and their main characteristics, which complicates the management of the quality of services. As a result of studies carried out by foreign authors, ten criteria for evaluating services by consumers were identified, of which the first five take into account the quality of the results of the provision of services, and the last five - the quality of the service process.

The main criterion for consumers' judgments about the quality of services is their compliance with expectations. If the perceived quality has exceeded expectations, the consumer will be satisfied with the service. If the results of the service did not meet his expectations, the client will remain dissatisfied. The main task of the company's management is to ensure the quality of services that meets the expectations of the consumer.

The gap between expected and actual quality of service can occur for various reasons. Knowing and eliminating these causes will enable the management of companies to improve their performance. The main reasons can be named:

· Managers' misjudgment of customer expectations. The gap between expected and perceived service quality often occurs when management does not even try to find out what consumers expect from the company's services;

· Misconception about the quality of services. Even if management correctly evaluates customer expectations, managers are often unable or unwilling to channel company resources to fix the problem. For example, many organizations for accepting utility payments, banks, shops have an unsuccessful mode of operation for customers, which has not changed for many years;

· Poor quality of service. The quality of services may not meet the standards or requirements of consumers for various reasons, but most often due to the fact that the employees of the company directly serving clients are not motivated enough or are unable to complete the task due to their low professional and qualification level... The reason for the low quality of service may also be the lack of an appropriate material and technical base, for example, diagnostic and treatment equipment in institutions providing medical services;

· Inaccurate advertising. Advertising that inflates the quality of services leads to a decrease in their perceived quality and customer disappointment. the result does not meet consumer expectations. If the level of service is deliberately exaggerated, the likelihood that even a high-quality service will receive a negative rating increases.

To solve the listed problems of quality management of services, the company's management must:

1) develop the right strategy: determine the target market and the most valuable characteristics of services for consumers;

2) always follow high standards of service;

3) conduct a thorough and detailed preparation of measures to improve the quality of services:

Establish high and measurable performance criteria for the company;

Provide training and incentives for employees;

Develop labor productivity control systems;

Conduct consumer surveys, checking the compliance of services with established criteria;

4) deliver only real promises to consumers.

One of the most significant problems in the service industry is associated with low productivity. Objective reason the difficulty, and sometimes the impossibility of measuring the volume of services and labor productivity in service activities, is explained by the absence of a tangible result.

The value of labor productivity in the service sector is based on the interaction of three factors:

1) a high degree of customer involvement in the service process makes it difficult to standardize and automate this process;

2) services, as a rule, are characterized by high labor intensity;

3) non-persistence of services often leads to the emergence of excess capacity of the company.

An important management problem is the relationship between productivity and quality. For example, the productivity of a physician rises with a decrease in the rate of patient admission. But the inevitable consequence of this is, as a rule, a decrease in the quality, and, consequently, in the efficiency of the service.

The main ways to increase labor productivity without reducing the quality of services can be:

1) the division of activities according to the degree of contact with the consumer.

Different types of services imply a different degree of consumer participation in the provision of services, for example, in medical and educational services, the degree of customer involvement is very high, in the provision of postal utilities, telecommunications, etc. services - it is much lower. Many services include both high and low customer contact activities, such as air passenger check-in and baggage dispatch; work of the bank operator directly with the client and processing of information on accounts; the pharmacist's work with the client and the preparation of medicines.

The manager should divide the phases of the service process depending on the degree of customer involvement in them. At those stages of the service process that do not require close contact with customers, it is necessary to increase productivity by streamlining and speeding up the process. At the stages of direct interaction with the client - to increase labor efficiency without reducing the quality of services;

2) pipeline approach to service.

This approach assumes automation manual labor(e.g. automatic car wash, use vending machines, ATMs), as well as the use of systems that reduce the number of service personnel (for example, supermarkets, fast food restaurants).

Until recently, such technological solutions were applied only in relation to those services that gave a standard result, but given the constant technological progress, the growing awareness of consumers about technologies and systems, it can be concluded that the pipeline approach to service is already being applied, and in the near future will be widely used for those services that are performed in accordance with the individual requirements of customers. An encouraging example of this is the diagnosis and surgical treatment of patients at the MNTK "Eye Microsurgery";

3) increasing the degree of customer participation in the service process.

An effective way to increase productivity is to transfer customers to partial self-service: direct, unattended international and long-distance telephone calls; cleaning up dishes in some catering establishments; equipping hotel rooms with household appliances that allow customers to make tea or warm up breakfast, etc.

Such innovations are based on knowledge of the needs and characteristics of customer behavior. Managers need to conduct preliminary testing of innovations, explain their benefits to customers in such a way that they would gladly accept the intensification of their role in the service process;

4) establishing an equilibrium between supply and demand.

The main reason for the discrepancy between the production capacity of the company and the demand for services is the lack of persistence of services. The main ways to increase labor productivity are:

· Reduction in peak demand, which can be achieved by differentiated pricing, a system of pre-orders, increased attention to customers who have to wait for services in line;

Increase in the flexibility of the offer, which can be achieved by introducing part-time work, combining the services of several companies or more effective use equipment and personnel during periods of increasing demand.

Special requirements in the service sector are imposed on personnel management. Unlike production, where people influence the substances and forces of nature, the object of influence in the service sector is mainly a person with his needs.

In the management of services that require a high degree of customer engagement, the highest priority should be given to the attitude of the company employees towards the customers. It is important for the management of the company to form such norms of behavior of employees that would orient them towards respect for the needs of customers, i.e. to use such an interesting socio-psychological phenomenon as the "clientele" type of behavior of employees in "hot spots", where their direct meetings with clients take place.

Two principles always struggle in a person: rational and emotional, which is important to consider in the relationship between a service worker and a client. When a client enters the office, it is necessary first of all to create an atmosphere of cordiality, care and goodwill. Here, professionalism, tact and courtesy of employees are important, especially those who are the first to meet the client. If the client is greeted with a friendly smile, offered a cup of coffee or tea, asked a few neutral questions, then a certain positive attitude... In addition, the employee of the firm gets the time and opportunity to evaluate the partner and choose the desired direction of the conversation.

A very important role is played by what the employee says about the company and its services. The staff must understand what is being sold and what benefits it can bring to the consumer, i.e. the professional training of the staff is very important. For example, in a shoe repair shop, the inspector and the foreman must explain to the client that very good glue is used in the work: waterproof, durable, universal, as it glues leather, plastic, synthetics, etc., so the repaired shoes will last for a long time.

In other words, the employees of the company should be able to tell the client that it is here that he will receive high quality services. But the professionalism of the service personnel is not so much about convincing the client, but about the fact that this conviction itself comes to him from information about the company and from experience in using the services. It is the client's independent awareness of the uniqueness of services in terms of quality, availability, usefulness, duration, etc. - the strongest means of attracting him.

The behavior of employees adequately forms the image of the company. In this case, there is no need to artificially create it.

Foreign experience which is beginning to be actively used Russian firms the service sector, has developed a number of recommendations for the application of the client's type of employee behavior.

In order to attract a client, you must:

· Take into account the composition and homogeneity of buyers;

· Introduce original services;

· Carefully think over the reference and information policy (instructions, descriptions, diagrams, addresses and phone numbers of warranty workshops, etc.);

· To provide the appropriate design of the retail space and offices;

Make discounts regular customers;

· Introduce new forms of service (for example, field service, participation in fairs, service on orders, etc.);

· Constantly expand the range by updating services;

· Require compliance with the relevant norms of behavior from the employees of the company (constant search for new ones, studying customer requests and adjusting them);

· Be "open" to clients.

The overall structure of customer-centric behavior among firm employees includes a number of elements.

The given example is one of the fragments of the "clientele" behavior of the personnel of a company providing services.

The "anti-client" type of behavior of the firm's personnel gives an answer to the question: "How to push away a client?" This is facilitated by:

· Keeping the range of services unchanged;

· Lack of guarantees for clients;

· Incompetence of staff;

· Unsightly appearance of service items (for example, wrinkled clothes, not ironed set "tablecloth - napkins");

Crowdedness and crowding in trading floor and offices;

· Lack of maintenance services (assembly of furniture, setting up computers, delivery of bulky goods to the address, etc.);

· Inflexible prices, no discounts;

· Lack of consideration of consumer requests and infrastructure of the region in which the services are provided (for example, opening an atelier for tailoring exclusive models of clothing in a city microdistrict, where mainly low-income groups of the population live);

· Inconvenient for clients operating mode of the company.

The "anti-client" type of behavior can also be manifested in business communication employees of the company. The client can be put off by such situations:

· The price agreed earlier by phone changes when the client appears at the office;

· Failure to fulfill the assumed obligations;

· Branding on dirty, untidy overalls;

· Poorly executed branding;

· Lack of name and designation plates on the doors in the office.

The client can be alienated by the employees themselves in such situations:

· Instead of showing interest in the client, they try to "get rid of" him;

· Employees do not introduce themselves and do not have corporate identification marks;

Orally or telephone conversation there is a rush;

· The client is asked to call back without explaining the reason;

· Instead of a “living person” (a company employee), the client hears the “voice” of the answering machine, which blocks feedback;

· Employees refer to being busy;

· Employees are looking for information for a long time or do not fully possess the information.

Thus, the described situations testify to the high demands placed on the personnel of the service sector. Along with professional skills, employees must have the basics of knowledge of psychology, aesthetics, morality in order to better meet the needs of customers, a deep understanding of their tastes and desires. And for this, they must be appropriately motivated. The importance of personnel management is also increasing due to the fact that specific gravity human labor in the service sector is significantly higher than in production, and the increase in the volume of services is achieved mainly due to an increase in the number of employees, and not due to organizational and technical.

The considered features and problems of service sector management affect the process of implementing all management functions. If the laws, patterns, principles and methods of management are practically the same for production and the service sector, then the main functions of management (planning, organization, motivation, control) have the specifics of their manifestation in various fields of activity. Therefore, in the following sections of the textbook, we will dwell in more detail on the characteristics of management functions and the peculiarities of their manifestation at enterprises and organizations in the service sector.

s Control questions

1. What is the evolution of management systems and what is modern management?

2. What is the essence of the marketing management concept?

3. What, in your opinion, is common in the management of production and services?

4. What are the main reasons that determine the features of the management of enterprises and organizations in the service sector?

5. List essential characteristics distinguishing them from products, and explain their impact on the specifics of service management. Give examples.

6. Describe the main problems of the service sector.

7. Try to define the quality of the service.

8. What are the main factors affecting the quality of the service? Give examples of the influence of certain factors on the quality of the results and the service process.

9. Using the example of a specific company providing services, consider the reasons for the insufficiently high (low) quality of customer service.

10. What actions should managers take to effectively manage the quality of services?

11. What are the main problems of labor productivity management in service enterprises?

12. Describe on specific examples the main ways to increase labor productivity at enterprises in the service sector.

13. What are the most important problems of personnel management in the service sector and ways to solve them?

Questions for discussion at the seminar

1. Service sector: state and main problems of its development: The need to manage the indication of services.

2. Characteristics of services and their impact on the management system.

3. Modern problems of management in the service sector, ways and practical experience their solutions.

Ñ Basic concepts

Service sector, service sector management, marketing management concept, service sector management model.

1. Abchuk V. A. Management: Textbook. - SPb .: Publishing house "Soyuz", 2002.

2. Assel G. Marketing: principles and strategy: Textbook. for universities. 2nd ed. M .: INFRA-M, 1999.

3. Glukhov V. V. Management: Textbook. 5th ed., Rev. and add. - SPb .: Publishing house "Lan", 2002.

4. Doyle P. Management: strategy and tactics. SPb: Peter, 1999.

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6. Karlof B. Business strategy: Per. from English / Sci. ed. and ed. after V.A.Pripisnova. Moscow: Economics, 1991.

7. Krasovsky Yu.D. Behavioral Management in the Firm: Effects and Paradoxes (based on 120 Russian companies): Practice. allowance. M .: INFRA-M, 1997.

8. Markova V.D. Service marketing. Moscow: Finance and Statistics, 1996.

9. Markova V.D. Small business in production and services // ECO. 1996. No. 12.

10. Management: Educational. Manual for universities / Ed. Yu. V. Kuznetsova, V. I. Podlesnykh. - SPb .: Publishing house "Business-press", 2001.

11. Management in the service sector / Ed. V.F. Ukolov. Moscow: Luch, 1995.

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Service planning

Planning: essence, purpose and building blocks. Features and tasks of planning at enterprises in the service sector. Forecasting and its purpose. Objectives in the organization in the service sector: their functions and classifications. Mission and philosophy of the service provider. Strategic, tactical, operational and operational goals. Organization goals tree. Principles of effective goal setting.

Types of service planning and their classification. Strategic and current planning. Factors affecting the composition and structure of plans in the organization. Principles, stages and methods of planning in service industries.

Planning and goal setting in service organizations

The content of management in the service sector, as in other areas, is revealed in its functions, which arose as a result of the division and specialization of managerial labor. Process approach to management assumes that management is not some one-time action, but a series of continuous interrelated actions called management functions. It is now generally accepted that four basic functions apply to all organizations: planning, organizing, motivating, and controlling.

Planning, being one of the main functions of management, allows to ensure the effective functioning and development of the organization in the future, to reduce uncertainty. The decisions made during the planning process form complex system, within the framework of which they influence each other, therefore they need mutual coordination to ensure their optimal combination from the point of view of the most full use the organization's potential and opportunities.

Distinguish between planning in a broad and narrow sense. In a broad sense, under planning understand the decision-making process associated with setting goals and objectives, developing a strategy, allocating and reallocating resources. In a narrow sense - planning is the preparation of special documents - plans that determine the specific steps of the organization in the implementation of the set goals. Plan is called an official document that reflects the final and intermediate goals of the organization and its departments, as well as the methods and timing of their achievement. In the conditions of market relations, plans are not given to enterprises from above, but are developed by them independently. The plan becomes the basis for the activities of organizations of all forms of ownership and size, since without it it is impossible to ensure the consistency of the work of departments, monitor results, determine the need for resources, and stimulate the labor activity of employees.

Planning in the service sector has a number of features that complicate the work of drawing up plans for the activities of the respective organizations. These features are due to the specifics of the services themselves and the processes of their provision. If in material production there is a rigid fixed connection between economic factors(for example, the norms of time for all work performed, the norms of consumption of raw materials and materials), then in the provision of services such a connection is more flexible. At the same time, the use of norms and standards is difficult or impossible, and the relationship between economic or technological factors is largely determined by the consumer of services, his preferences, tastes, and capabilities. At the majority of enterprises in the service sector, it is difficult to accurately determine, and, consequently, to reasonably plan the total volume of services provided. Natural indicators are unacceptable for this due to the diversity and incomparability of individual services, and cost indicators are due to the lack of an objective monetary value for a number of services and work performed (in education, health care, etc.) Since the activities of service enterprises largely depend on the volume and the structure of demand for the services provided, planning in such organizations, in contrast to production, has a more probabilistic nature and solves several problems.

Ensuring the purposeful development of the organization and all its structural divisions.

Timely recognition of future challenges and service delivery opportunities. Development of specific measures aimed at supporting favorable trends or containing negative ones.

Coordination of the activities of structural units and employees of the organization for the provision of services.

Creation of an objective basis for effective control, which allows you to evaluate the activities of the organization by comparing the actual values of the parameters with the planned ones.

Motivating the labor activity of employees by presenting the degree of fulfillment of planned targets for the provision of services as the main object of incentives.

Information support for employees. The plans should contain information about the goals, timing and conditions for the performance of work on the provision of services to consumers.

Within the framework of the planning function, subfunctions are distinguished: forecasting, goal setting, etc.

Forecasting is called a scientifically grounded prediction of possible directions for the future development of an organization, based on available practical data and on assumptions regarding the dynamics of development of objects or processes. Forecasting is designed to solve the following tasks:

Scientific foresight of the future based on identifying trends and patterns of development;

Determination of the dynamics of economic phenomena;

Drawing up forecasts showing possible directions for the future development of the organization;

Determination in the future of the values of the final parameters of the development of the organization, as well as its behavior in various situations on the way to achieving the set goals.

The importance of forecasting increases due to the fragility of services, the impossibility of storing them, which creates problems in responding to fluctuations in demand. In the service sector, forecasting is usually done to anticipate the dynamics of needs for specific services. For example, an increase in unemployment in a region can serve as a basis for the assumption of an increase in demand for employment services, and a decrease in the price of new cars - a decrease in demand for auto repair services. If the forecasting is performed qualitatively, then the resulting forecasts can serve as an initial basis for planning. Thus, the stable work of health care is facilitated by plans formed on the basis of forecasts of fertility and mortality, epidemiological and environmental conditions, forecasts of the receipt and expenditure of funds in this industry.

The basis of the plans of any enterprise is its goals. Under aim organizations understand the end state or result towards which their activities are directed. In the management system of organizations in the service sector, goals perform several important functions.

1. Objectives reflect the philosophy of the organization, the concept of its activities and development, the place and importance of this organization in the service market.

2. Objectives reduce the uncertainty in current service delivery activities. They become guidelines for the organization as a whole and for individuals, help to focus on the most important actions, thereby increasing the volume and quality of services provided and reducing unnecessary costs for them.

3. Objectives form the basis of criteria for identifying problems, making decisions, monitoring and evaluating the performance of service delivery.

The goals of activity, which are set at enterprises in the service sector, can be classified according to several criteria (Fig.2.1)

Rice. 2.1. Classification of goals in service organizations

In addition to the indicated signs of classification, the goals can also differ in the degree of coverage, in the timeliness of setting, in rank, in the degree of attainability.

The system of goals of any organization is based on its mission, which is a fundamental, unique goal that distinguishes this organization from others of the same type and determines the scope of its activities. The laws of a market economy require each organization to formulate and disclose its main goal, which gives an idea of its necessity and usefulness for society as a whole, the environment of the organization and its employees. Management theory and practice have not yet developed universal rules for formulating a mission. Therefore, there are many different approaches to the content of such a goal. However, in modern marketing stage management development, especially for organizations in the service sector, the most important is the requirement to focus on the interests, expectations and values of the client. The mission statement of a service sector organization may contain the following information:

Essential services provided;

Intended consumers of services;

Geographic scope of activity;

Service quality concept;

Pricing concept;

The main technologies used in the provision of services, the degree of their uniqueness and progressiveness;

Company image, desired public reputation, etc.

As a rule, the mission does not include all of these components, but the most significant of them. For example, the mission of a restaurant chain fast food can be as follows: providing residents and visitors of the region with high quality food at affordable prices with fast service... The mission of the organization may include its philosophy, reflecting the credo of existence, the supreme principles of activity. Philosophy includes the main economic, social, environmental, ethical values of the organization's management, its ideas about the meaning of the firm's activities and the role of specific services in the development of society. For example, the well-known firm Mary Kay Cosmetics stated that “the company's philosophy is based on the golden rule: a spirit of participation and attention where people with good mood give their time, knowledge and experience. " The head of McDonald's many years ago proclaimed the slogan that became the philosophy of this organization: "Quality, service, cleanliness and value." One of the domestic banks formulated its mission, taking into account the philosophy of the organization: "Promoting the establishment of business in Russia by providing a wide range of banking services, high quality customer service and effective development, taking into account the interests of shareholders, customers and employees."

Strategic the organization's goals are set by senior managers and focus on critical common issues. They are aimed at solving promising large-scale problems in the provision of services that qualitatively change the activity or image of the organization. So, the strategic goal of a travel company may be the transition within a certain time from international tourism to internal. Tactical goals are set primarily by mid-level managers and focus on the main activities required to achieve strategic goals. An example of a tactical goal within the framework of this strategic one can be the acquisition and re-equipment of two local tourist bases during the year. Operational goals are formulated by middle and lower-level managers, they are associated with the functioning of individual divisions of the organization and are aimed at the actions and work necessary to achieve tactical goals. For example, to achieve this tactical goal, an operational goal can be set: conducting a comparative analysis of local tourist bases proposed for implementation within two months. The operational goals set for specific performers are sometimes called operating .

As a result of the establishment of relationships between goals and their hierarchical subordination, a “tree of goals” of the organization is formed, in which large “branches” (main corporate goals) depart from the “trunk” corresponding to the mission. From these "branches" there are smaller ones that correspond to their goals. Thus, a "crown" is formed, which can "branch" many times. The constructed "tree" clearly demonstrates the mutual subordination of goals, shows which auxiliary goals must be implemented to achieve a specific goal (Fig. 2. 2).

Based on the period of time required to achieve the goals, they are divided into long-term , mid-term and short term . Medium-term and especially short-term goals are characterized by greater than long-term, concretization of the results provided for in them. The period of implementation of goals of each type depends on their level. Most of the strategic goals are long-term, tactical - medium-term, operational - short-term.

Technological goals are related to improving the technologies used by the organization, that is, the way services are provided. Thus, one of the technological goals may be to increase the level of computerization of customer service. Manufacturing the goals provide for the provision of a certain volume of services, improving their quality, increasing the efficiency of activities. Marketing goals are associated with entering certain sales markets, attracting new customers, etc. .Economic the goals are focused on achieving the financial stability of the company, increasing profits and profitability. Social the goals are related to the creation of favorable working and rest conditions for employees, increasing their educational and qualification level, etc. Administrative goals are focused on achieving high organizational manageability, discipline among employees, and work consistency. Other goals in terms of content may include scientific and technical guidelines, etc.

Rice. 2.2. Goal tree

Goal setting precedes the development of plans, which, in essence, are tools to achieve the set goals. The quality of plans and the results of their implementation depend on the correct setting of goals. Successful implementation functions of goals is possible subject to a number of principles.

Reality of goals.

Correct formulation of goals. Goals should be short, specific, and time-bound. Whenever possible, the goal formulation should contain quantitative parameters.

Flexibility of goals. If necessary, the goals should be amenable to adjustment.

Compatibility of goals. The goals of the organization should not be contradictory to each other, but, on the contrary, mutually supportive and ensure the provision and development of services. Consistency should be ensured both vertically, that is, between goals at different levels, and horizontally, that is, between the goals of different areas of the organization.

Verifiability and reward for achieving goals. This requirement is related to the need to assess the degree of achievement of service delivery objectives and to stimulate the corresponding activities of employees.

Types, principles and stages of planning

At enterprises in the service sector, various types of planning can be implemented, which differ in purpose, level, subject, etc. (Figure 2.3)

Rice. 2. 3. Classification of types of planning in service enterprises

Strategic planning is to determine the mission of the organization, form a system of goals and strategies for activities in the service markets.

Current planning may include tactical and operational. The main task of tactical planning is the choice of means to achieve the intended general goals of the company. In this case, it is determined personnel policy, methods of providing basic services, general financial policy, general marketing strategy. Operational planning aims to develop specific action programs to address organizational problems, detailed by year, quarter, month and day. In the course of developing operational plans, decisions are made on how to operate the operating system of the enterprise depending on the changing demand for its services, how to provide the processes of providing services with resources with minimal costs, how much to attract employees, etc.

Strategic and current planning differ in many ways (Table 2.1)

Table 2.1

Comparison of strategic and current planning

Signs	Strategic planning	Current planning
Management level	Mostly the highest level	All levels
Basic orientation	On problems	For a period of time
Problems	Weakly structured quality	Well structured quantitative
Signs	Strategic planning	Current planning
Uncertainty	High	Low
The essence of planning	Focus on innovation, strategic adaptation to the external environment	Integration orientation, coordination of the internal environment.
Target criterion	Building the potential for success	Realizing the potential for success
Planning horizon	Focus on long-term, partly on medium- and short-term planning	Focus on short and medium term planning
Planning units	Strategic business units	All functional areas, departments and employees
Granularity	Enlarged study	Detailed study
Background information	Organization policy, external environment	Organizational strategy, internal environment

Long term planning focuses on an extended time period (from 1 year for current plans to 10 or more years for strategic ones). Time horizon for mid-term planning ranges from several months for current plans to 3-5 years for strategic ones. Short term planning is calculated for a period from several days to one year, respectively.

Nomenclature-thematic planning in the service sector is the formation of plans for the development of the company, defining measures for updating the range and content of services provided, increasing the competitiveness of services, improving the technology and organization of the processes used in their provision. The main complex of work on this type of planning should be carried out by marketing specialists. At the same time, it is recommended to use a service package model that includes:

* basic service;

* support services to promote the main;

* supporting services that make the main service more attractive, valuable, and different from those offered by competitors.

Resource planning includes calculations of material, labor and financial resources required for the implementation of specific services. This type of calculation includes financial planning, budget planning, drawing up business plans, etc. An important component of planning is the development of pricing policy. The pricing process, hindered by the intangibility of services, must take into account the following factors:

the basis of the service;

the degree of individualization of the service;

the process of evaluating the quality of the service by the client.

Scheduling involves the determination of the scope of work, the workload of departments and performers, the construction of work schedules for individual performers, departments, specific services, equipment load schedules, the distribution of work by periods. This view planning in the service sector is fraught with greater difficulties than in the field of material production. Services, unlike goods, are provided to the consumer in real time and often require the presence and participation of the client. The duration of the service is often unknown in advance, since it depends not only on organizational factors, but also on the characteristics and needs of a particular consumer. Therefore, the schedules for many services (medical, cosmetic, restaurant, etc.), as a rule, are based on the average time workload of staff, premises, equipment and suggest possible adjustments upon receipt of individual orders. During periods of falling demand, scheduling may include changes in business hours, free or discounted services, and so on. During periods of peak demand, the plans may include measures to streamline queues (pre-registration, increase the comfort of waiting for customer service) It is much easier to draw up scheduling for services with relatively stable, predictable demand (urban public transport, telephony, intra-company services) or those that do not require presence client (repair, cleaning, washing).

Service enterprises can implement and functional aspect planning. In accordance with the division of labor adopted in the organization, differentiated plans are drawn up for separate functional areas: operations (main activity for the provision of services), personnel, finance, supply, etc.

The planning level reflects the level of detail in the plans. Depending on the size of the organization, its organizational structure, as well as on the chosen planning concept, its independent objects can be individual workers, their groups, certain types services or specific orders, the organization as a whole and its divisions.

Planning for repetitive activities carried out in standard situations. In the service sector, such planning takes place when developing traffic schedules or doctors' appointments. But even in such cases, it is recommended to leave "windows" in the plans for non-recurring, unforeseen situations. Planning for non-repetitive activities is carried out to solve new, specific problems. For example, this kind of planning is done in travel companies to organize a special individual route.

Several factors affect the composition and structure of a service organization's plans, including
- the direction of activity and the composition of the services provided;
- organizational structure enterprises;
- the composition and nature of the processes used to provide services;
- the size of the organization and the scale of its activities, etc.

Taking into account the scientific principles of planning contributes to the high quality of the plans being developed. Some of them are especially important for service enterprises.

Principle scientific validity involves the use of modern information technology, the use of methods of optimal planning, experimentation, as well as progressive procedures and methods of service delivery. Principle complexity means the systemic linkage of all plans developed at the enterprise. Principle continuity considers planning not as a single act, but as an ongoing process, in which, as a result of periodic renewal of plans, long-term calculations for the provision of services are combined with short-term plans. Principle coordination involves the coordination of plans "horizontally" between the divisions of the enterprise or different kinds services provided, and the principle integration - "vertically" between its levels. Principle profitability requires that the effect of using a service delivery plan be greater than the cost of drawing up one. Principle flexibility assumes the ability of plans to respond dynamically to changes in internal and external factors, as well as to maintain the necessary reserves. Principle participation requires the maximum possible participation of employees of the organization in the work on the plan, since this approach causes more activity and productivity in its implementation.

The planning process is one of critical processes at a service enterprise. Regardless of the type of plans, there are three main stages in the planning process.

I. Stage task setting involves identifying and analyzing the problem associated with the provision of services, while defining the assumptions and target values planned parameters.

II. Stage development plan involves the formation of possible solutions, an assessment of the identified alternatives on the basis of their analysis and comparison of the predicted consequences with the target parameters, as well as the choice of the best alternative.

III. Stage implementation of the planned solution consists in communicating the planning decision to the performers in the form of specific planning tasks, norms, standards, indicators.

All planning processes are closely related to each other and form a specific planning cycle.

Service planning methods

The main planning task in service organizations is to find the optimal solution to the problems associated with the implementation of the services offered. Currently, there are several ways to make plans or planning methods for such organizations: regulatory, experienced, balance sheet, network and others.

It might be useful to read:

New technologies in the service sector. Development and creation of new services. The role of the service sector in the modern economy

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