Ministry of Education and Science of the Russian Federation

St. Petersburg State Forestry Academy.

Faculty of Economics and Management

Department of Marketing and Fundamentals of Management

GRADUATE QUALIFICATION

BACHELOR'S WORK

(in the direction 080500 "Management")

"The place and role of business planning in the process of enterprise management

Performed

Uzhvenko O. P

Supervisor

Sheinova I.P.

St. Petersburg 2010

Introduction

In the process of enterprise and business management, business planning plays an important role. The relevance of this topic lies in the fact that, starting his activity, the manager must clearly understand the need for the future in financial, material and labor resources, and also be able to clearly calculate the effectiveness of their use in the process of the firm's work. The development of a strategy and tactics for the production and economic activities of the company is the most important task for any entrepreneur. The main goals of business planning include: creating a business development strategy, determining enterprise development trends, improving a product, work or service and, ultimately, technological and management processes, business process modeling.

A generally accepted form of strategy and tactics development is a business plan. The purpose of developing a business plan is to plan the company's economic activities for the near and distant periods, in accordance with the needs of the market and the possibilities of obtaining the necessary resources. A business plan is a detailed project justification that makes it possible to comprehensively evaluate the effectiveness decisions taken, planned activities and answer the question whether it is worth investing in this project. A business plan is drawn up for internal and external purposes.

External goals for which a business plan is drawn up - justification of the need to attract additional investments or borrowed funds, demonstration of the firm's capabilities and attracting attention from investors and the bank, convincing them of a sufficient level of efficiency of the investment project, and high level enterprise management. Internal goals are to test the knowledge of management personnel, their understanding of the market environment and the real position of the enterprise in the market. It is very important to achieve understanding by the investor and the administration of the enterprise of the strategic goals, characteristics, competitive environment, weak and strengths a specific investment project, its possible effectiveness under given conditions

The purpose of the graduate work is to study the theoretical foundations of business planning, consideration of the investment activities of the enterprise and the preparation of the financial section of the business plan. The object of the research is CJSC "Ventilation plant" Lissant ".

In the course of work, the following issues should be considered:

The role of business planning in enterprise management,

Goals, objects and tasks of business planning,

The essence of investment and the investment process,

Sources of investment,

Subjects and objects of investment activity,

Business plan structure

Methods for assessing the effectiveness of a business project

In addition, the following tasks must be solved: an analysis of the production and economic activities of the enterprise, justification of the business project of the enterprise, an assessment of the economic efficiency of the business project is carried out.

Chapter 1. Theoretical foundations of business planning in enterprise management

1.1. The role of business planning in enterprise management

The successful preparation of a business plan is essential for the efficient operation of a company. Therefore, various books by such authors as V.M. Popov, S.I. Lyapunov, I. Yu. Krinochkin, O. V. Polyakov, V. Z. Chernyak, Yu. P. Aniskin and others are devoted to this topic. the most important issues related to business planning are discussed in detail, namely: the concept, essence, strategy of development of business planning, the mechanism of its formation, the principles, procedure, methods and techniques for drawing up the main sections of the business plan are explained, the process of its implementation is disclosed, taking into account possible risks, and also indicates the forms of financing investment projects.

The success of any business primarily depends on how well the business sector is chosen, the market situation is correctly assessed, the strategy is chosen and the tactics for its implementation are developed. It should be borne in mind that modern projects require, as a rule, large capital investments (investments), which are not always available to the enterprise.

Deciding on investments (both internal and external) is a strategic task, one of the most important and difficult tasks management of the company. It should be borne in mind that almost all aspects of the economic activity of an enterprise, from the surrounding socio-economic macroenvironment, inflation indicators, taxation conditions, the state and prospects of development of target markets, the availability of production capacities, material resources and ending with a financing strategy, are in the sphere of interests of a potential investor. project.

When attracting external investments, an entrepreneur must take into account that potential creditors (investors) of a firm are primarily interested in the answers to the two most important questions for them: "What will they get from the successful implementation of the project?" and "What is the risk of losing their money invested?" Consequently, the entrepreneur must show the investor or partner the essence of his business by preparing a series of options that demonstrate to them the benefits of the proposed partnership and, most importantly, the income (minimum, most likely and maximum) that they will receive.

The complexity of this task imposes special requirements on the economic mechanism created by the company's management, which should ensure the fastest adaptation of the firm's activities to the changing external conditions of the macro- and microenvironment through the use of modern methods of strategic planning.

Strategic planning is the management activity to create and maintain strategic alignment between the goals of the firm, its potential material and technological capabilities and marketing opportunities and to achieve a strategic advantage over competitors.

One of the key elements of strategic planning is the business plan.

Business planning allows managers and economists not only to justify the need to develop an innovative project, but also the possibility of its implementation in the current market conditions.

Business planning is an objective assessment of your own entrepreneurial activity enterprises, firms and at the same time necessary tool design and investment decisions in accordance with the needs of the market and the current economic situation.

Business planning provides for the solution of strategic and tactical tasks facing the enterprise.

It organizes and coordinates the management of the enterprise, ensures the development of an action program from the beginning to its completion. Regardless of which business processes are implemented, business planning is a systematic methodology for achieving success for any type of business operation while maintaining acceptable levels of risk.

The main reasons for the need to develop a business plan for the enterprise:

1) ensuring an objective assessment of the business, taking into account the medium and long-term goals of management;

2) bringing the management of the enterprise to success as a result of using the methodology of business planning and its monitoring;

3) the creation of conditions at the enterprise in which the ideas introduced by the management in the most accessible and holistic form are communicated to others and the attraction of often necessary financial resources is ensured.

1.2 Goals, objects and tasks of business planning

Business planning is a process that provides not single solutions to a problem, but a collection of choices.

The main steps in this process are:

1. a feasibility assessment (finding a set of implementable concepts);

2. selection and development of the optimal concept;

3. a description of the profit-making strategy;

4. assessment and change of the concept in accordance with the requirements of the external and internal environment.

In order to effectively manage and plan a business, a business plan is drawn up, which is one of the main tools for managing an enterprise that determines the effectiveness of its activities. In a market and fierce competition, an enterprise must be able to quickly and adequately respond to changes in the external environment and within the enterprise itself.

This becomes possible when several conditions are met:

The administration and the investor correctly assess the real financial position of the enterprise and its place in the market;

There are specific goals that an enterprise should strive to achieve;

Each step is planned and implemented to achieve these goals;

The administration of the enterprise and the investor understand the essence of the processes taking place in the market, in the external environment and within the organization itself.

Business planning is carried out for internal and external purposes. In the overwhelming majority of cases, a business plan begins to be drawn up when it is necessary to attract investment.

The external goals for which a business plan is drawn up are to justify the need to attract additional investments or borrowed funds, to demonstrate the firm's capabilities and to attract attention from investors and the bank, to convince them of a sufficient level of efficiency of the investment project and a high level of enterprise management. Each investor will want to assess the profitability of investing in the proposed investment project and assess the ratio of the possible return on the project and the riskiness of investments, and the best way to do this is to study and analyze the business plan of the investment project. The business plan gives the investor an answer to the question of whether it is worth investing in this investment project and under what conditions it will be most effective given the degree of risk acceptable to the investor and the correctness of the assumptions made by the developer of the investment project.

A prerequisite for obtaining a bank loan is a competently drawn up business plan of the investment project provided to the bank. If the borrower does not have it, this indicates a low professional level of the administration of the enterprise and makes it impossible to obtain a bank loan, in addition, in the future, the bank will evaluate the issuance of a loan to such an enterprise as a higher-risk operation, which will certainly affect the amount of interest on the loan upward ...

Much more important for the enterprise are the internal goals for which the business plan is drawn up. Internal goals are to test the knowledge of management personnel, their understanding of the market environment and the real position of the enterprise in the market. It is very important to achieve an understanding by the investor and the administration of the enterprise of the strategic goals, characteristics, competitive environment, strengths and weaknesses of a particular investment project, and its possible effectiveness under given conditions.

Business plans are developed for innovative objects or processes related to the development and delivery of new goods and services to the market, reconstruction of an enterprise and expansion of production, improvement of technology and organization of production, improvement of the quality of goods, expansion of production, design or creation of a new enterprise or its subdivisions ... These plans substantiate a certain socio-economic goal: profit growth, increase in market share, satisfaction of customer requirements, acceleration of product turnover, creation of new jobs, etc. A business plan is characterized as a business plan. The business plan is developed with the aim of substantiating the economic feasibility of the directions of the enterprise's development - strategy, concept, projects, calculating the expected financial results of activities, including sales volumes, profits, income of the enterprise, determining the source of financing for the implementation of the chosen strategy. The business plan is most actively used when looking for investors.

Business planning differs significantly from on-farm technical and economic planning (TEP), which is associated with the objects and purposes of these types of planning, as well as from the feasibility study (FS) of projects.

Main features of a business plan

1. A business plan, in contrast to strategic planning, does not include the entire complex of general goals of the enterprise, but only one of them, which determines the specific content of planning a new type of activity of an enterprise or a project.

2. The business plan has a clearly defined time period, after which the goal and tasks defined by this plan must be fulfilled, in contrast to the TP, which is carried out continuously at all levels of enterprise management.

3. The business plan is mainly intended to justify an innovative project in order to attract investors, i. E. has not only internal, like TEP, but also external orientation. The search for reliable investors requires the most thorough justification of many financial indicators, taking into account the existing degree of risk, not only in internal production and economic activities, but also in external credit and financial and banking structures.

4. The business plan is developed under the guidance and with the personal participation of the head of the enterprise, while the TEP is dealt with by professional economists-managers and planners of the linear and functional divisions of the enterprise. The personal participation of a manager (or an entrepreneur) in the development of a business plan contributes to the development of a strategic and operational goal and ensures in the future the most perfect organization for the implementation of a business plan based on a balance of costs and benefits.

5. The business plan, in contrast to the feasibility study of the project, covers both technical and production and economic aspects, as well as commercial and market ones. Business planning is inherent in solving the following issues:

Assessment of the degree of viability and sustainability of the enterprise, reducing the risk of entrepreneurial activity;

Specification of the prospects for the development of the enterprise in the form of a system of quantitative and qualitative indicators;

Creation of the foundations for attracting attention, interest and securing support from potential investors.

A business plan is necessary when negotiating with banks, government bodies, large firms that can invest or lend to the activities of the enterprise provided for by the plan.

The business plan helps to solve the following main tasks:

Determine the specific direction of the firm's activities, target markets and the place of the firm in these markets;

Formulate long-term and short-term goals of the company, strategies and tactics for their achievement;

Choose a nomenclature and determine the indicators of goods and services that will be offered by the firm to consumers, as well as estimate the costs of their creation and implementation;

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

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

Ensure the viability of your company in a highly competitive environment;

To maximize profits in specific conditions;

Assess the material and financial position of the company.

1.3 Investments and investment activities in the business planning process

1.3.1 The essence of investment and the investment process

The investment decision-making process is an integral part of strategic planning, which must ensure that the long-term goals of the enterprise are aligned and the resources allocated to achieve the goals are used.

Since investments imply a long-term investment of resources, then investment decisions should be oriented towards the long term.

Implementation of an enterprise strategy is usually associated with investment, especially when it comes to growth strategies. Investments are understood as resources invested in objects of entrepreneurial and other types of activity for profit or social effect.

Distinguish between financial investments (purchase of securities) and real (capital investment in industry, agriculture, construction, education, etc.).

Investment in real capital is an investment of capital directly in the means of production and consumer goods of any branch of the economy or enterprise, the result of which is the formation of new capital or an increase in available capital (land, buildings, equipment, inventories, etc.). Real investments lead to the reproduction and renewal of fixed capital. In this case, borrowed capital can also be used, including a bank loan. In this case, the bank also becomes an investor, makes real investment. In countries with developed corporate ownership, almost all long-term investments carried out by means of securities, primarily shares. Therefore, real investments are mainly the sphere of activity of commercial banks.

As for investments in money capital (investments of financial resources in the form of loans and in securities), then there is no increase in real capital, only the purchase, the transfer of the title of ownership takes place. In other words, investments in money capital are means for future investment in the real capital of the country, some of which may not turn into such capital.

The need for investment in the implementation of the enterprise strategy can be due to various reasons, which can be grouped into the following groups:

1. renewal of the material and technical base of the enterprise,

2.increase in the volume and scale of production and economic activities,

3. development of new types of activities,

4. improving product quality.

Investment planning is one of the most difficult and responsible area of ​​decision-making, which is due to the following factors: various types of investments and the cost of investment projects; a variety of alternative options for investment projects; limited resources; the huge risk associated with making investment decisions; the need to get a return on investment as soon as possible, etc. The problem is that the degree of risk and responsibility for making an investment decision can be different. For example, if we are talking about replacing existing production facilities, then the solution can be found quite simply and painlessly taken, since alternative solutions are due to technical parameters equipment and product requirements. The difficulty here is only to ensure that they match. The task looks different if it is necessary to invest in the development of new types of activity. In this case, when making a decision, it is necessary to take into account a number of factors that are difficult to assess: the possibility of market development; changes in the position of the company in the market; product price, sales volume, financial position and much more.

The work of an enterprise in the formation and sale of investment resources is called investment activity.

The objects of investment activity in the Russian Federation are:

Newly created and reconstructed fixed assets,

Working capital in all sectors of the national economy;

Securities (stocks, bonds, etc.);

Targeted cash deposits;

Scientific and technical products and other property objects;

Property rights and intellectual property rights.

The concept of investment resources covers all produced means of production, i.e. all types of tools, machines, equipment, factories, warehouses, vehicles and sales network used in the production of goods and services and their delivery to the end consumer. The process of producing and accumulating these means of production is called investment.

Investment goods (means of production) differ from consumer goods in that the latter satisfy needs directly, while the former do it indirectly, ensuring the production of consumer goods. In fact, in terms of its content, investments represent the capital with which the national wealth is multiplied. It should be borne in mind that the term "capital" does not imply money, because money, as such, does not produce anything, and, therefore, it cannot be considered an economic resource. Real capital - tools, machinery, equipment, buildings and other production facilities - is an economic resource, money, or financial capital are not such a resource.

Thus, investments are understood as those economic resources that are directed to increase the real capital of society, that is, to expand or modernize the production apparatus.

Investments differ among themselves on several grounds, which are presented in table 1.1.

Table 1.1 - Classification of investments

Real investments - investments of money in real tangible and intangible assets (main and working capital, intellectual property).

Portfolio investment - investing money in various financial instruments (securities, bank deposits, currency, precious metals and stones). A portfolio is a collection of different investment values ​​brought together.

Direct investments - directly involved in the production process, for example, investing in buildings, structures, equipment, inventories, etc.

Indirect investments - when the investment of funds is mediated by other persons (investment firms and companies, mutual funds, other financial institutions).

Short-term investments - capital investments for a period not exceeding one year.

Medium-term investments - capital investments for a period of 1 to 5 years.

Long-term investments - capital investments for a period exceeding 5 years.

Private investments - investments made by citizens and private organizations (firms and companies).

State investments - investments that are made by central and local authorities and administration at the expense of budgetary, extrabudgetary and borrowed funds, as well as unitary enterprises, institutions and organizations by mobilizing their own financial sources.

Mixed investments - equity investment of funds with the participation of the state, regions, municipalities, as well as legal entities and individuals.

Foreign investments - investments made by foreign states, individuals and legal entities.

Joint investments - investments made by the subjects of a given country and foreign states.

Internal investments - investments in investment objects located within the boundaries of a particular territory of the country.

External investments - investments in investment objects abroad.

Gross investment - the total amount of funds invested in new construction, the acquisition of funds and objects of labor, an increase in inventories and intellectual values.

Net investment - the entire amount of gross investment less depreciation and amortization.

Investing in its most widespread use is an effective investment of capital in a particular area of ​​economic activity. Investments also differ in terms of the level of investment risk:

Risk-free

Low-risk

Medium-risk

High-risk (venture)

Speculative

The classification of risks by source of occurrence is presented in Table 1.2.

Table 1.2 - Classification of risks by source of occurrence

1) Systematic (market)	arises for all participants in investment activities and investment forms; is determined by: Change in the stages of the economic development cycle of the country or conjuncture cycles of the investment market development; Significant changes in tax legislation in the field of investment; Other factors that the investor cannot influence when choosing investment objects
2) Unsystematic	arises for a specific investment object or activity of a specific investor associated with: Unqualified management of the company - the object of investment; Increased competition in a separate segment of the investment market; Irrational structure of invested funds; Other factors, the negative consequences of which can be prevented through effective management of the investment process.

Some sources also highlight the following risks:

1. Commercial risk - arises from the sale of goods and services.

Origins: a decrease in sales, an increase in the purchase price of goods, an increase in distribution costs, loss of goods in the course of circulation.

2. Financial risk - arises in the field of relations between the company and banks and creditors. It is determined by the ratio of borrowed funds to own funds. The higher this ratio, the higher the financial risk (example: inflationary risk - the risk of money depreciation, the risk of lost profits, the risk of a decrease in the profitability of the project).

3. Production risk is associated with the production of products and the provision of services. Reasons for the risk: a decrease in the volume of production, an increase in costs, payment of increased interest, taxes and deductions, the risk of a buyer returning or refusing from received and paid products, an increase in distribution costs.

4. Social risk (threat of a strike, insufficient wages, staff turnover, reduced labor productivity, low qualifications of staff).

5. Technical risk (deterioration of equipment, a decrease in production volumes due to equipment changeovers, a decrease in product quality, new technology, an increase in development costs, a decrease in production volumes).

6. Environmental risks (air emissions and discharges into water, costs of treatment facilities and equipment.)

7. Systematic risk (emergence of competing objects; introduction of restrictions related to environmental protection). He is predominant.

Measures to prevent and neutralize risks

one). Diversification is the distribution of capital between different types of activities, the results of which are not related to each other.

2). Insurance - transfer of certain risks to an insurance company

3). Limiting - setting a limit or certain amounts of expenses by departments and divisions, selling goods on credit, investing capital

4). Reserve funds - establishing a balance between potential risks and the amount of costs required to overcome the consequences of these risks

5). Risk sharing - sharing it among the project participants

Basic principles of risk reduction.

1. Do not risk more than your own capital.

2. Do not forget about the consequences of risks.

3. Do not risk everything for the sake of little.

Since investment risk characterizes the likelihood of unforeseen financial losses, its level in the assessment is determined as the deviation of the expected income from investment from the average or calculated value. Therefore, the assessment of investment risks is always associated with the assessment of expected income and their losses. However, risk assessment is a subjective process. No matter how many mathematical models exist for calculating the risk curve and its exact magnitude, in each specific case the investor himself must determine the risk of investments in this enterprise.

1.3.2 Sources of Investment

All sources of investment are subdivided into own (internal) and external.

Types of external investments

Authorized capital. The formation of the authorized capital depends on the organizational and legal form of the enterprise. In limited liability companies, the authorized capital is formed from the contributions of the founders. Authorized capital joint stock company is made up of the par value of the company's shares acquired by the shareholders. The par value of all ordinary shares of the company must be the same. The authorized capital of a company determines the minimum size of the company's property that guarantees the interests of its creditors.

The payment of the authorized capital may include: monetary funds; property contributions; property rights; securities; funds in foreign currency for joint stock companies created with the participation of foreign capital.

According to the experience of foreign countries, as well as the experience of our country, the large size of the authorized capital has a positive effect on investments. That is, an investor invests his funds in an investment project with greater confidence, since the enterprise in which he invests has the opportunity to compensate him for the damage in case of failure or unsatisfactory result of the investment project implementation. In this case, the authorized capital plays the role of a guarantor of the company's reliability.

Commercial loan. A commercial loan can be described as a loan provided in commodity form by sellers to buyers in the form of a deferred payment for goods sold. It is provided under the obligations of the debtor (buyer) to repay, within a certain period, both the amount of the principal debt and the accrued interest.

The use of a commercial loan requires the manufacturer to have sufficient capital reserves in case of a slowdown in debtor receipts.

Credit. Credit - lending money or goods, as a rule, with the payment of interest; value economic category, an integral element of commodity-money relations. In other words, a loan is an economic relationship that arises between a lender and a borrower about the value given for temporary use.

Credit in the country's economy performs certain functions:

Facilitates the redistribution of capital between sectors of the economy and thereby contributes to the formation of the average rate of profit;

Stimulates labor efficiency;

Expands the sales market for goods;

Accelerates the process of selling goods and making a profit;

It is a powerful tool for centralizing capital;

Accelerates the process of accumulation and concentration of capital;

Provides a reduction in the costs of circulation associated with the circulation of money and goods.

Enterprises of all forms of ownership more and more often have a need to attract borrowed funds to carry out their activities and make a profit. The most common form of raising funds is obtaining a bank loan, under a loan agreement.

Leasing is a form of credit and financial relations, consisting in the long-term lease of machinery and equipment by industrial, transport and other enterprises either from enterprises that produce them, or from specially created leasing companies. In addition to these parties, insurance companies, commercial or investment banks are also involved in the leasing transaction, which are able to mobilize the necessary funds to finance operations.

In the context of a shortage of funds allocated for investment purposes, leasing is an important means of enhancing investment activity.

Internal (own) sources of investment

Self-financing is a prerequisite for the successful economic activity of enterprises in a market economy. This principle is based on the full recoupment of production costs and the expansion of the production and technical base of the enterprise, it means that each enterprise covers its current and capital costs from its own sources.

The meaning of investing in the production of products is to obtain net income, and if the proceeds exceed the cost, then the company receives it in the form of profit. Profit and depreciation deductions are the result of the circulation of funds invested in production, and refer to the company's own financial resources, which they manage independently. Optimal use of depreciation and profit for the intended purpose allows you to resume production on an extended basis.

Profit as a source of investment. The profit remaining at the disposal of the enterprise is a multi-purpose source of financing its needs, but the main directions of its use can be defined as accumulation and consumption. The proportions of the distribution of profits for accumulation and consumption determine the prospects for the development of the enterprise.

Enterprises are trying to make up for the lack of financial resources by raising prices for their products. The government is taking measures that will make it easier for enterprises to form the necessary financial resources for industrial development, especially since today they are one of the main sources of investment in the economy.

Depreciation deductions - funds intended to compensate for the depreciation of items related to the fixed assets of the enterprise (fixed assets). The amount of depreciation deductions is included in the production costs (cost price) of the product and thus becomes the price

The purpose of amortization deductions is to ensure the reproduction of fixed assets and intangible assets.

Depreciation charges are a sustainable source of financial resources. Depreciation deductions are made only until the complete transfer of the book value of assets to the cost of products (works, services) and distribution costs. They can be charged on a uniform or accelerated basis. Depreciation deductions and part of the profit directed to accumulation constitute the company's monetary resources used for its production and scientific and technical development, the formation of financial assets - the purchase of securities, deposits in authorized capital other enterprises, etc. Another part of the profit used for accumulation is directed to the social development of the enterprise. Part of the profit is used for consumption, resulting in financial relations between the enterprise and persons, both employed and not employed in the enterprise.

Accumulation fund. This fund is a source of funds for an economic entity, accumulating profits and other sources for creating new property, acquiring fixed assets, working capital, etc. The accumulation fund shows an increase in the property status of an economic entity, an increase in its own funds. At the same time, operations for the acquisition and creation of new property of an economic entity do not affect the accumulation fund.

Reserve fund. The reserve fund is created by business entities in case of termination of their activities to cover accounts payable. The formation of a reserve fund is compulsory for a joint-stock company, a cooperative, an enterprise with foreign investments. Contributions to the reserve fund and other funds similar in purpose are made until the size of these funds, established by the constituent documents, is reached.

Budgetary funding. The deficit of the state budget does not allow counting on the solution of investment problems at the expense of centralized sources of financing. With limited budgetary resources as a potential source of investment, the state will be forced to switch from irrevocable budget financing to lending. Control over the targeted use of concessional loans has already been tightened.

To provide guarantees of loan repayment, a system of pledging property in real estate, in particular land, is being introduced. The legal framework is therefore created by the Pledge Act. State centralized investments are usually directed to the implementation of a limited number of regional programs, the creation of especially effective structure-forming objects, the maintenance of the federal infrastructure, overcoming the consequences of natural disasters, emergencies, the solution of the most acute social and economic problems.

At the stage of overcoming the crisis, the priority areas in terms of budget financing will be:

Allocation of state investments to stimulate the development of basic raw materials and agricultural regions, providing a solution to food and fuel and energy problems;

Maintenance of research and production potential;

Allocation of subsidies for social purposes to underdeveloped areas with an extremely low standard of living of the population, which are unable to stop its decline on their own.

Funds of the population. Attracting funds from the population in the investment sphere by selling shares of privatized enterprises and investment funds, in particular, could be considered not only as a source of investment, but also as one of the ways to protect personal savings of citizens from inflation. It is possible to stimulate the investment activity of the population by setting higher interest rates in investment banks in comparison with other banking institutions. personal contributions, attracting funds from the population for housing construction, providing citizens participating in the investment of an enterprise with a priority right to purchase its products at the factory price, etc.

1.3.3 Subjects and objects of investment activity

Subjects and objects of investment activity are presented in table 1.3

Table 1.3 - Subjects and objects of investment activity

The investor (the subject of investment activity, investing his own borrowed or attracted funds in the form of investments) independently determines the volumes, directions, sizes and efficiency of investments, and at his own discretion attracts individuals and legal entities necessary for him to make investments.

The main legal document governing production, economic and other relationships between subjects of investment activities is the contract.

State regulation of investment activities is carried out in accordance with state investment programs, direct management of state investments by introducing a tax system with differentiation of tax rates and benefits by providing financial aid in the form of grants, subsidies, subventions, financial and credit policy, pricing policy, issuance of securities, depreciation policy.

1.3.4 Investment rules

Most general conditions success in all forms of investment are:

Collecting the necessary information;

Forecasting the prospects of the market situation for objects of interest (supply and demand for investment goods);

Flexible current adjustment of investment tactics, and often strategy.

At the initial stage, it is advisable to determine where it is more profitable to invest: in production, securities, the acquisition of real estate, goods or currency. Therefore, when investing, it is recommended to observe the following rules:

1) the net profit from this investment must exceed its value from placing funds on a bank deposit;

2) the return on investment, calculated as the ratio of net profit to their total volume, is higher than the rate of inflation;

3) the profitability of this project, taking into account the time factor (time value of money), is higher than the profitability of alternative projects;

4) the profitability of the company's assets as the ratio of net profit to their total volume after the implementation of the project increases and in any case exceeds the average bank interest rate on borrowed funds;

5) the project under consideration corresponds to the main strategy of the enterprise's behavior in the market of goods and services from the point of view of a rational assortment structure of production, payback periods, the availability of financial sources for covering production costs and ensuring the stability of income from the project.

At present, it is difficult to find specific rules for drawing up a business plan, although there is a specific structure to be followed and which is in accordance with the UNIDO (United Nations Industrial Development Organization) business planning standards. UNIDO is an organization dedicated to global prosperity by supporting the industrial development of developing countries and countries with economies in transition.

The main sections of the business plan:

2. Description of the enterprise and industry

3. Description of the product or service

4. Marketing plan

5. Production plan

6. Organizational plan

7. Financial plan

8. Risk assessment and insurance

A brief description of the sections of the business plan is presented in table 1.4.

Table 1.4 - Content of the business plan

Section name	Section summary
1. Summary	Information that gives an idea of ​​the company, as well as data characterizing its commercial activities.
2. Description of the enterprise and industry	Basic information about the company, financial and economic indicators, management structure and personnel structure, direction of the organization's activities, target markets and the place of the company in these markets, the industry and its prospects, relations with partners and a description of social activity.
3. Description of the product or service	Description of goods or services offered by the company, their general characteristics, technology, advantages that are important to consumers
4. Marketing plan	The main parameters of the marketing plan, namely: pricing, scheme, distribution channels, advertising description, ways to increase sales, organization of after-sales service, image.
5. Production plan	The plan includes: a description of the production flow diagram for the company, which should indicate the movement of all types of raw materials and components, in which shops, by what technologies they will be processed into products, how and where these products will be delivered. The location of production areas and equipment is described. It is indicated at what stages technological process how the quality control will be carried out
6. Organizational plan	The plan contains the organizational chart of the company, which should indicate: the organizational structure of the company, the organizational chart of company management, the composition of services, departments and their functions, organization of coordination and interaction of services and departments of the company in emergency and failure situations. The characteristic of the personnel policy of the company is given.
7. Financial plan	Drawn up for the duration of the project and includes: 1. plan of income and expenses 2. plan of cash receipts and payments; 3.analysis of the state of the flow of real money (cash); 4. balance sheet;
8. Risk assessment and insurance	The possible risk is determined quantitatively, the magnitude of the risk is compared and the option is selected that most closely matches the risk strategy chosen by the company.

Let's take a closer look at the financial section of the business plan.

The financial plan is drawn up for the duration of the project and includes:

1. plan of income and expenses;

2. plan of cash receipts and payments;

3. analysis of the state of the flow of real money (cash);

4. balance plan.

Income and expense forecast

This forecast is made for at least the first three years. It includes metrics such as expected sales, cost of goods sold, and various expense items.

Since the main source of income for most firms is sales, financial planning begins with forecasting sales. Sales volumes from new entrepreneurs usually grow gradually, and the cost of goods sold can change and in some months be disproportionately high or low. Everything will depend on the situation in the market at one time or another.

In addition, plans should contain forecast data for the end of the second and third years. When forecasting operating costs for the second and third years, it is recommended that you start with those items for which the costs are unlikely to change. Expenses for items such as depreciation, utilities, rent, etc. it is easy to calculate based on the volume of sales in the second and third years.

Cash receipts and payments plan

This plan, like the plan for income and expenses, is based on certain assumptions that seem realistic at the time of forecasting, but over time may not be confirmed. In this case, the plans need to be adjusted accordingly. All proposals and assumptions must be clearly formulated in the text of the business plan so that a potential investor can understand how this or that figure was obtained. If for some month it turns out that payments exceed receipts, the entrepreneur must take care in advance and borrow money for this period. If in another month the receipts exceed payments, then the excess money can be given in a short-term loan or deposited in a bank account until the time when payments will again exceed receipts.

Real money (cash) flow forecast

This forecast is based on the plan of cash receipts and payments. Different bills are paid at different times, so determining your cash requirements is important, especially for the first year. Income can vary from month to month, and the money generated from sales does not immediately go to the firm's bank account, so even if the products are sold well, it may be necessary to take short-term loans to cover fixed costs, for example, to pay salaries or for public Utilities. It is the cash flow forecast that reveals these conditions.

Balance plan

This section reflects the assets and liabilities of the firm, funds invested in the development of production by the entrepreneur himself and his partners, and retained earnings. They begin to draw up a balance sheet at the end of the first year when a plan of income and expenses and a plan of cash receipts of their payments are drawn up. The balance sheet is an account of assets (cash, equipment, buildings, structures, land, etc.) and liabilities (liabilities to creditors), the difference of which is the company's equity capital, which includes funds invested by partners, and profit remaining after deduction of taxes. Now, after analyzing the financial condition of the company, you can start drawing up the last section of the business plan.

1.5 Evaluation of the effectiveness of a business project

1.5.1 Planning investment performance

At the heart of the adoption process management decisions investment nature is the assessment and comparison of the volume of the expected investment and future cash flows.

The general logic of the analysis using formalized criteria is, in principle, quite obvious - it is necessary to compare the amount of required investments with the projected income. Since the benchmarks being compared refer to different points in time, comparability is a key issue here. It can be treated differently depending on the existing objective and subjective conditions: the rate of inflation, the size of investments and generated revenues, the forecasting horizon, the level of qualifications of the analyst, etc.

Critical points in a single project appraisal or capital budgeting process include:

a) forecasting sales volumes, taking into account the possible demand for products (since most projects are associated with additional production);

b) an estimate of the cash inflow by years;

c) assessment of the availability of the required funding sources;

d) an assessment of the acceptable value of the price of capital, which is also used as a discount coefficient.

The efficiency of investments is characterized by a system of indicators reflecting the ratio of costs and benefits in relation to the interests of its participants. Assessment of forthcoming costs and results in determining the effectiveness of investments is carried out within the calculation period, the duration of which is usually limited by the period of investment activity.

Settlement prices can be expressed in rubles or a stable currency (US dollars, EURO, etc.).

When assessing the efficiency of investments, the comparison of indicators of different times is carried out by bringing (discounting) them to the value in the initial period, to bring the different costs, results, effects, the discount rate (E) is used, which is equal to the rate of return on capital acceptable to the investor.

Technically, it is convenient to reduce the costs, results and effects that occur at the t-th step of calculating the project implementation to the base point in time by multiplying them by the discount factor for the constant discount rate E, which is determined by formula 1.1.

where t is the number of the calculation step (= 0, 1.2, ... T), T is the calculation horizon.

1.5.2 Methods for assessing the effectiveness of an investment project

Investment projects analyzed in the capital investment budgeting process have a certain logic. It is customary to associate cash flow (CashFlow) with each investment project, the elements of which are either net outflows (NetCashOutflow) or net cash inflows (NetCashInflow). The net outflow in the kth year is understood as the excess of the current cash expenditures on the project over the current cash receipts (with the opposite ratio, there is a net inflow). A cash flow in which inflows follow outflows is called ordinary. If inflows and outflows alternate, the cash flow is called extraordinary.

Most often, the analysis is carried out by year, although this limitation is optional. The analysis can be carried out for equal periods of any duration (month, quarter, year, etc.). In this case, however, it is necessary to remember about the comparability of the values ​​of the elements of the cash flow, the interest rate and the length of the period.

It is assumed that all investments are made at the end of the year preceding the first year of the project implementation, although in principle they can be carried out over a number of subsequent years.

Cash inflow (outflow) refers to the end of the next year.

The discount factor used to evaluate projects using methods based on discounted estimates should correspond to the length of the period underlying the investment project (for example, the annual rate is taken only if the length of the period is a year).

It should be emphasized that the application of methods for assessing and analyzing projects presupposes a plurality of used forecast estimates and calculations. Plurality is determined both by the possibility of applying a number of criteria and by the unconditional expediency of varying the main parameters. This is achieved by using simulation models in a spreadsheet environment.

The criteria used in the analysis of investment activity can be divided into two groups depending on whether or not the time parameter is taken into account:

1. Methods based on discounted estimates "dynamic" methods):

Net Present Value - NPV (NetPresentValue);

Return on Investment Index - PI (ProfitabilityIndex);

Internal rate of return - IRR (Internal Rate of Return);

Modified Internal Rate of Return - MIRR (Modified Internal Rate of Return);

Discounted payback period - DPP (DiscountedPaybackPeriod).

2. Methods based on accounting estimates ("statistical" methods):

Payback period - РР (PaybackPeriod);

Investment efficiency ratio - ARR (Accounted Rate of Return).

Net Present Value (NPV). This method is based on comparing the value of the original investment (IC) with the total amount of discounted net cash flows generated by it during the forecast period. Since the cash inflow is distributed over time, it is discounted using the coefficient r, set by the analyst (investor) independently, based on the annual percentage of return that he wants or can have on the capital invested by him.

Suppose a forecast is made that the investment (IС) will generate, over n years, annual income in the amount of Р 1, Р 2, ..., Р n. The total accumulated value of discounted income (PV) and the net present effect (NPV), respectively, are calculated using formulas (1.2) and (1.3)

(1.2)

(1.3)

where P k is the annual income, r is the discount coefficient set by the investor, n is the number of years during which investments are generated

If NPV> 0, then the project should be accepted;

NPV< 0, то проект следует отвергнуть;

NPV = 0, then the project is neither profitable nor unprofitable.

When forecasting income by years, it is necessary, if possible, to take into account all types of income, both production and non-production, that may be associated with a given project. So, if at the end of the project implementation period, it is planned to receive funds in the form of the liquidation value of equipment or the release of part of the working capital, they should be accounted for as income of the corresponding periods.

If the project involves not a one-time investment, but a sequential investment of financial resources for m years, then the formula for calculating NPV is modified as follows:

(1.4)

where i is the projected average inflation rate.

Calculation using the above formulas manually is rather laborious, therefore, for the convenience of using this and other methods based on discounted estimates, special statistical tables have been developed, in which the values ​​of compound interest, discount factors, discounted value of the monetary unit, etc., are tabulated, depending on the time interval and the value of the discount factor.

It should be noted that the NPV indicator reflects the forecast assessment of changes in the economic potential of the enterprise in the event of the adoption of the project under consideration. This indicator is additive in terms of time, that is, the NPV of various projects can be summed up. This is a very important property that distinguishes this criterion from all the others and allows it to be used as the main one when analyzing the optimality of an investment portfolio.

Scope and difficulties of the NPV method. Using the NPV method, it is possible to determine not only the commercial efficiency of the project, but also to calculate a number of additional indicators. Such a wide range of applications and relative simplicity of calculations have made the NPV method widespread, and now it is one of the standard methods for calculating investment efficiency recommended for use by the UN and the World Bank.

However, the correct use of the NPV method is only possible if a number of conditions are met: the volume of cash flows within the investment project must be estimated for the entire planning period and tied to certain time intervals. Cash flows within the framework of an investment project should be considered in isolation from the rest of the production activity of the enterprise, i.e. characterize only payments and receipts directly related to the implementation of this project. From an economic point of view, the principle of discounting used in calculating the net present value implies the possibility of unlimited attraction and investment of funds at a discount rate. The use of the method for comparing the effectiveness of several projects involves the use of a discount rate that is uniform for all projects and a single time interval (determined, as a rule, as the longest implementation period of the available ones).

When calculating NPV, as a rule, a constant discount rate is used, however, depending on the circumstances (for example, the level of interest rates is expected to change), the discount rate may differ from year to year. If different discount rates are used in the calculations, then, firstly, formulas (1.2) and (1.3) are inapplicable and, secondly, a project that is acceptable at a constant discount rate may become unacceptable.

Return on Investment Index (PI). This method is, in fact, a consequence of the method of net present value. The profitability index (PI) is calculated using the formula:

(1.5)

If PI> 1, then the project should be accepted;

PI< 1, то проект следует отвергнуть;

PI = 1, then the project is neither profitable nor unprofitable.

The logic of the PI criterion is as follows: it characterizes income per unit of cost; it is this criterion that is most preferable when it is necessary to streamline independent projects to create an optimal portfolio in the event that the total investment volume is limited from above.

In contrast to the net present effect, the profitability index is a relative indicator. Due to this, it is very convenient when choosing one project from a number of alternative ones that have approximately the same NPV values. or when completing the investment portfolio with the maximum total NPV.

Internal investment rate of return (IRR). The second standard method for assessing the effectiveness of investment projects is the method for determining the internal rate of return of the project (internal rate of return, IRR), i.e. such a discount rate at which the value of the net present value is equal to zero. IRR = r, at which NPV = f (r) = 0.

The meaning of calculating this ratio when analyzing the effectiveness of planned investments is as follows: IRR shows the maximum allowable relative level of expenses that can be associated with a given project. For example, if a project is fully financed by a loan from a commercial bank, then the IRR value shows the upper limit of the acceptable level of the bank interest rate, the excess of which makes the project unprofitable.

In practice, any enterprise finances its activities, including investment, from various sources... As payment for the use of the financial resources advanced for the activities of the enterprise, it pays interest, dividends, remuneration, etc. incurs some reasonable costs to maintain its economic potential. The indicator characterizing the relative level of these costs can be called the "price" of advanced capital (CC). This indicator reflects the minimum return on the capital invested in its activities, its profitability, which has developed at the enterprise, and is calculated using the arithmetic weighted average formula.

The economic meaning of this indicator is as follows: an enterprise can make any decisions of an investment nature, the level of profitability of which is not lower than the current value of the CC indicator (or the price of the source of funds for this project, if it has a target source). It is with him that the IRR indicator calculated for a specific project is compared, while the relationship between them is as follows:

if: IRR> CC, then the project should be accepted;

IRR< СС, то проект следует отвергнуть;

IRR = CC, then the project is neither profitable nor unprofitable.

The practical application of this method is complicated if the analyst does not have a specialized financial calculator at his disposal.

Scope and difficulties of the IRR method. When analyzing the conditions for using the IRR method, two types of investment projects are distinguished in the literature: isolated, or pure investments, and mixed investments.

Net investment refers to investments that do not require intermediate capital investments, and the funds received from the implementation of the project are used to amortize the capital invested and to income. A normal sign of net investment is the nature of the dynamics of the cash flow balance: up to a certain point in time, only negative balances (i.e., excess of expenses over income), and then only positive balances (net income), and the final balance of cash flows must be non-negative (i.e. (i.e. the project must be nominally profitable).

The formal sign of mixed investments is the alternation of positive and negative balances of cash flows during the implementation of the project. An unambiguous determination of the IRR indicator becomes impossible, and the use of the IRR method for the analysis of mixed investments becomes impractical. The blended investment efficiency is calculated using the NPV method or one of the special efficiency calculation methods. Therefore, speaking further about the IRR method, we will mean the analysis of only net investment.

To determine the effectiveness of an investment project by calculating the internal rate of return, a comparison of the obtained value with the base interest rate characterizing the effectiveness of the alternative use of funds is used. The project is considered effective if the following inequality is satisfied: IRR> i, where i is some basic interest rate.

This criterion is also focused primarily on taking into account the possibilities of alternative investment of financial resources, since it does not show the absolute efficiency of the project as such (for this, a non-negative IRR rate would be sufficient), but relative - in comparison with operations in the financial market.

The IRR indicator can also be used to compare the effectiveness of various investment projects with each other. However, here a simple comparison of the values ​​of the internal rate of return of the compared projects may not be enough. In particular, the results obtained when comparing the effectiveness of investment projects using NPV and IRR methods can lead to fundamentally different results. This is due to the following circumstances: in order to achieve absolute comparability of projects, it is necessary to use the so-called. additional investments, allowing to eliminate the differences in the amount of invested capital and the timing of projects. When using the NPV method, it is assumed that additional investments are also discounted at the base interest rate i, while the use of the IRR method assumes that additional investments also have a return equal to the internal rate of return of the analyzed project and which is obviously higher than the base discount rate ...

In general, compared to the NPV method, the use of the internal rate of return is associated with greater limitations.

First, for the IRR method, all restrictions of the NPV method are valid, i.e. the need for an isolated consideration of an investment project, the need to forecast cash flows for the entire period of the project, etc.

Second, the scope of the IRR method is limited only to the area of ​​net investment.

Payback period (RR). This method is one of the simplest and most widespread in world practice; it does not imply a temporal ordering of cash receipts. The algorithm for calculating the payback period (РР) depends on the uniformity of the distribution of the projected income from the investment. If the income is evenly distributed over the years, then the payback period is calculated by dividing the one-time costs by the amount of the annual income due to them. When a fractional number is received, it is rounded up to the nearest integer. If the profit is unevenly distributed, then the payback period is calculated by directly calculating the number of years during which the investment will be repaid by cumulative income.

The indicator of the return on investment is very simple to calculate, however, it has a number of disadvantages that must be taken into account in the analysis.

First, it does not take into account the impact of recent incomes. Second, since this method is based on non-discounted estimates, it does not distinguish between projects with the same cumulative income, but different distributions over the years.

There are a number of situations in which a payback-based approach may be appropriate. In particular, this is a situation when the management of the enterprise is more concerned with solving the liquidity problem, rather than the profitability of the project - the main thing is that the investments pay off as soon as possible. The method is also good in a situation where investments are associated with a high degree of risk, therefore, the shorter the payback period, the less risky the project is. This situation is typical for industries or activities that are inherent in a high probability of fairly rapid technological change.

Investment Performance Ratio (ARR). This method has two characteristics: it does not imply discounting of income indicators; income is characterized by the indicator of net profit PN (balance sheet profit minus deductions to the budget). The calculation algorithm is extremely simple, which predetermines the widespread use of this indicator in practice: the investment efficiency ratio (ARR) is calculated by dividing the average annual profit PN by the average investment (the coefficient is taken as a percentage). The average investment is found by dividing the initial amount of capital investments by two, if it is assumed that after the expiration of the implementation period of the analyzed project, all capital costs will be written off; if the presence of residual value(RV), then its assessment should be excluded. The following is the formula for calculating the investment efficiency ratio.

(1.6)

This indicator is compared with the coefficient of return on capital advanced, calculated by dividing the total net profit of the enterprise by the total amount of funds advanced into its activities (the total of the average net balance).

Also, to evaluate investment projects, special methods are used based on determining the final cost of an investment project, and methods that are a modification of traditional calculation schemes.

Deciding on an investment strategy

After calculating the values ​​of all necessary indicators and modeling the maximum efficiency, a decision is made to accept or reject the investment decision.

In business practice, investment instruments are analyzed in the following order:

1. Compares the average annual profitability of instruments with the average bank interest rate.

2. the instruments are compared in terms of insurance against investment losses.

3. the payback periods of the investment are compared.

4. the sizes of required investments are compared.

5. investment instruments are considered from the point of view of stability of cash flows.

6. Compares the profitability of the instrument as a whole for the entire period of the investment.

7. Compares the return on investment as a whole, taking into account discounting.

Thus, the following criteria for making investment decisions can be distinguished:

1.the absence of more profitable alternatives,

2. minimization of the risk of losses from inflation,

3. short payback period,

4. a relatively small amount of investment in relation to the value of the investment portfolio,

5. ensuring the concentration (stability) of receipts.

6. high profitability, taking into account discounting.

1.6. Business plan implementation

Implementing a business plan means completing all the work tasks, inside and outside the firm, necessary to move a business project from the business plan stage to the actual production stage. It is necessary to draw up a realistic timetable for the various stages of project implementation. Such a schedule should initially define the various stages of implementation and the duration of each stage.

The implementation plan should contain a timeline that combines the various stages of implementation into a sequential course of action.

Consider the participants in a business project.

The composition of the project participants, their roles, the distribution of functions and responsibilities depend on the type, type, scale and complexity of the project, as well as on the phases of its life cycle.

Thus, the functions for the implementation of the project throughout its life cycle are constant, and the composition of the participants, their roles, the distribution of responsibilities and duties may change. There are no generally accepted rigid regulations.

1.6.1 The main participants in the business project and their functions

The customer is the main party interested in the implementation of the project and the achievement of its results, the future owner and user of the project results. He determines the main requirements and scope of the project, provides financing for the project at the expense of his own funds or funds of attracted investors, concludes contracts with the main executors of the project, is responsible for these contracts, manages the process of interaction between all project participants, is responsible for the project as a whole to society and law.

Investors - parties who invest in a project, for example, through loans. The goal of investors is to maximize the return on their investments from the project. Investors are the full partners of the project and the owners of all property that is acquired through their investment until they have been paid all funds under the contract with the customer or loan agreement.

Project manager - a person to whom the customer and the investor delegate the authority to manage the work on the implementation of the project: planning, control and coordination of the work of all project participants, monitoring throughout the project life cycle until the goals and results defined in the project are achieved, while observing the established deadlines, budget and quality. ...

A project team is a specific organizational structure headed by a project leader and created for the duration of the project. The task of the project team is to carry out the project management functions until the project objectives are effectively achieved.

Various consulting, engineering, legal organizations involved in the project implementation process

To determine the full composition of the project participants, to build its functional and organizational structures for each project at the stage of developing its concept, it is necessary to determine:

Subject area - goals, objectives, work and main results (i.e., what needs to be done to implement the project), as well as its scale, complexity, acceptable time frame;

The relation of ownership involved in the project implementation

Basic ideas of the project implementation (How to do it?);

The main active participants in the project (Who will do it?);

The main passive participants in the project (Who does the project concern?);

Motivation of project participants (potential income, damage, risk)

1.6.2 Stages of business plan implementation

Appointment of a team for the implementation of a business project. The main purpose of assigning a project team is to ensure that all work is carried out in accordance with the implementation plan and budget, and that appropriate countermeasures can be taken in the event that implementation work and costs deviate from the plan.

Government authorization. In many cases, government approval is required in order to import machinery, equipment and implement technology provisioning measures.

Organization and management. The implementation plan and timeline prepared in the business plan usually forms the basis for the future work of the implementation team.

Organizational structure. The replenishment schedule depends on the type of production and the availability of the required workers.

Acquisition and transfer of technology. Technology acquisition is a key element of the business plan implementation phase.

Detailed engineering and contracting. The final plant layout and design prepared in the business plan is the starting point for detailed engineering. During the implementation phase, complete site preparation documents are carefully developed, machinery and plant equipment ordered, for which engineers, architects and planners are involved, whose joint work requires effective coordination.

Presentation of proposals, negotiations and conclusion of contracts. This stage includes: identifying contractors, consultants and suppliers; preparation, presentation and evaluation of proposals; negotiations and contracts.

Land acquisition. Land acquisition opportunities may be considered early, but it should be borne in mind that a comprehensive use plan must be prepared for each potential site, adequate access to the site must be provided, and transport routes are designed to withstand heavy traffic loads during construction. and transportation of goods produced at the enterprise.

Construction and installation of equipment. When scheduling construction and installation work, it must be borne in mind that they can begin only when the final layout of the enterprise (site) is prepared, the selected site is purchased and all the necessary permits from the local authorities are obtained. The sequence of civil works and construction activities must be carefully determined in accordance with the infrastructure requirements and availability, as well as the schedule for the arrival and installation of various types of equipment.

Providing raw materials and services. During the implementation of the business plan, it is necessary to complete the activities for the supply of basic production materials.

Pre-production marketing. The preparation of the sales market must begin well in advance so that the products can be sold on schedule. Market preparation consists of advertising and training sellers and dealers, as well as organizing a sales network and providing special equipment for the sale of goods.

When implementing a business plan, it is important that the leaders of the organization are clear about the goals that they can achieve in a particular situation. This will allow the manager to assess and, if necessary, refine the initial strategic positions.

business planning investment

Chapter 2. Business planning at CJSC "Ventilation plant LISSANT"

2.1 Brief description of CJSC "Ventilation plant LISSANT"

CJSC Ventilation Plant Lissant was formed as a result of the disintegration of the Santehoborudovanie company, as a result of which three independent companies Sovplim, Santech and the Lissant plant were formed.

Date of formation - 14.07.2003. CJSC VZL was created through reorganization in the form of a merger of CJSC Lissant and CJSC Lissant and Co on the basis of the decision of the extraordinary general meeting of shareholders of CJSC Lissant and the decision of the extraordinary general meeting of shareholders of CJSC Lissant and Co, registered on July 14, 2009 Inspectorate of the Ministry of Taxes and Duties of the Russian Federation for Krasnogvardeisky District of St. Petersburg under the main state registration number 1037816048115. The company was founded for an unlimited period of activity.

The bodies of the company are:

1. General meeting of shareholders

2. Board of directors

3. General Director

The head of the organization is the general director Somov A.M.

Distributors of profits and assets - 7 shareholders

Authorized fund - 116 thousand rubles.

Number of employees - 729 people, including engineers and technicians - 256

CJSC Ventilation Plant Lissant specializes in the manufacture and installation of ventilation systems in industrial and civil construction.

Industry, type of activity, products (services) produced (provided) by the organization at the present time: industrial ventilation, sandwich panels, metal tiles, profiles, roof panels, racks-purlins, fans.

The plant's products are in steady consumer demand. The equipment and technology possessed by the Lissant plant make it possible to manufacture ventilation systems that comply with the European Evrovent standard.

Today the plant has an extensive network of dealers in the territory of the Russian Federation and neighboring countries and more than 800 employees. The head office, as well as the largest production site, are located in St. Petersburg and occupy an area of ​​about 40,000 m2. The volume of investments in development at the Lissant plant is 12% of the annual turnover.

The products meet all market demands. The plant is constantly improving the quality of its products. The main goal is high quality, exact compliance with the declared technical specifications and a guarantee of fast delivery of products.

All installation work has the appropriate certificates and licenses.

The Lissant plant received a certificate of compliance with ISO 9001 standards. Thanks to the quality control system, the organization of production processes is constantly being improved. The organization maintains the high quality of its products using components from well-known Western manufacturers.

The mission is to meet market requirements and provide a full range of ventilation and air conditioning equipment, in accordance with the principle of comprehensiveness and speed of customer service.

The organization strives to solve any problems faced by customers in the ventilation and construction systems market, providing it with additional related services from design to installation.

The main suppliers of VZL CJSC are: Techno-Union LLC, Izopol-Chemical LLC, Santorio LLC, Oxervice LLC, Elastokam LLC, Servoprivod Belimo LLC, Prain LLC, Eton Plant , Mogilev Plant "Electrodvigatel", OJSC "Petersburg Sales Company", LLC "Region", LLC "Rubezh", CJSC "SPb Metkom".

Key consumers: CJSC NEPT, CJSC SovPlym, LLC ASM technology, LLC Interstroy, LLC Orgtekhstroy, Lissant-komplekt, Klimat-prof, SKS, Visko, Univent, CJSC Baltic Master, LLC Interstroy, LLC Irest Stroy, LLC Light, CJSC Nevskie Berega, CJSC RSU Severnoye, LLC Stroitel, LLC Stroymarket, LLC TradeCom ".

The installation department of the plant carries out the whole range of works on the engineering support of buildings. Such companies as Gillette, Coca Cola, Wrigley, Ice Palace, Gosznak factory, Pulkovo-2 terminal, Sennoy Market, Ice Palace of Sports, Rybinsk construction base, Petrovsky Bank, Konstantinovsky Palace in Strelna, Nokian plant in Vsevolozhsk, etc. are equipped with ventilation systems. ...

The main goal CJSC "Ventilation plant" Lissant "is to maximize profits by improving technological processes, using modern equipment, increasing sales, improving product quality and technical service. The plant is currently actively expanding its production.

The products of ZAO VZL comply with all quality standards, which is confirmed by the relevant certificates and licenses.

The plant has established mass production in the following areas: ventilation, construction, production of polyurethane foam sandwich panels.

Research departments constantly measure and check the products for aerodynamic, acoustic, thermal and other characteristics. All measurements are carried out in accordance with the requirements of ISO standards.

CJSC Ventilation Plant Lissant manufactures fans of various modifications, which are used to remove polluted air from the premises. There are also produced fans for inflating trampolines. They are in great demand, since trampoline-shaped attractions for children are widespread nowadays. For the manufacture of fans, high-quality materials and components are used to ensure reliable operation of the equipment for many years. The fans are equipped with electric motors with built-in thermal protection for reliable protection against overheating. All equipment undergoes operational quality control.

ZAO VZL is the largest sandwich panel plant in Russia.

In 2001, the plant launched the production of sandwich panels with polyurethane foam filler. Cooperation with the world's leading companies (BASF, Dow, etc.) allowed us to achieve the highest quality products. High quality and optimal prices of products have been recognized by customers throughout Russia from Vladivostok to Kaliningrad.
In the summer of 2004, the plant launched a continuous sandwich panel production line. The equipment was purchased from the Italian company Cannon. Cannon is a world leader in PU foam processing equipment. A network of dealers and representative offices makes cooperation with the plant as convenient as possible for customers anywhere in Russia.

VZL CJSC is actively developing the construction direction.

The plant produces a variety of products, which allows us to offer customers the best price, quality and balanced solution in the field of ventilation, air conditioning and construction. Since 2000, the plant has been producing metal tiles, corrugated boarding and light beams for construction.

The plant produces frameless arched structures from rolled galvanized steel. The uniqueness of the project is an automated construction complex that produces metal arched buildings directly at the construction site from galvanized steel coils with a thickness of 0.9-1.7 mm. The advantages of this technology:

Rapidity:

It is erected without supporting structures, beams, trusses, supports

Facility panels are formed on site

No expensive foundations required

High rates of construction

Hangar span from 6 to 40 meters and unlimited length

Quality:

Galvanized steel coil is used

High tightness for many years, since the use of bolts, nuts, rivets and sealing materials is excluded

The high strength of the building can withstand snow load up to 180 kg / sq.m. and wind up to 30 m / s

Useful service life of 30-40 years.

Low price. Low cost due to the absence of frames, trusses, beams and load-bearing elements. Buildings and structures can be mounted both cold and warm. Mineral wool and spraying with polyurethane foam are used as insulation, the thickness of the insulation is from the purpose of the structure and from climatic conditions region. The autonomous complex does not require external sources of connection.

Services. We offer a full range of services for the design and engineering of buildings, design details, engineering networks.

The technology of frameless arched construction has no limitations.

Examples of facilities: cold stores, shopping malls, indoor and outdoor markets, exhibition pavilions, sports facilities, swimming pools, garages and car parks, bus stations, factory buildings, warehouses, grain and vegetable storage facilities, schools, barracks, aircraft hangars

In terms of metal consumption and construction time, such buildings are much more economical than their counterparts (foreign and domestic) made of frame-type metal structures. The high mobility of the panel molding machine allows you to work in any places accessible to vehicles. A strong and tight seam between the panels ensures complete waterproofing against atmospheric precipitation.

The plant produces lightweight load-bearing beams for construction, which are widely used as half-timbered beams of external and internal walls in frame construction, as well as independent load-bearing structures for walls and roofs. The plant also launched the production of metal tiles and corrugated board.

Advantages of metal tiles of ZAO VZL:

Ease of installation

Fire safety

Ecological cleanliness

Low weight from 4.63 - 4.73 kg / m2

High laying performance

Ability to work with material at negative temperatures

Reliability

Saving material for the lathing

Mechanical strength

Various colors

JSC "Lissant" successfully produces metal roofs that are widely used for public buildings, industrial buildings and low-rise buildings. The metal is purchased from European manufacturers and meets all quality standards.

Advantages of VZL corrugated board:

Durability

Ease of installation

Convenient transportation

Light weight 4.4-4.5 kg

Low running costs

Aesthetic appearance

VZL CJSC produces profiled sheets of PN-13 grade;

Profiled sheeting is used in roofing, facade, cladding works at various facilities and is one of the most popular building materials today.

Economy class houses. As part of the development of the all-Russian program "affordable housing", the plant "Lissant" has developed a technology for the construction of cottage-type houses from sandwich panels of its own production.

Usage frame technology and the absence of "wet" processes allows construction to be carried out at any time of the year. The light weight of the parts makes it possible to assemble at home without a crane. Houses made of polyurethane foam sandwich panels have excellent sound insulation. Such buildings have been under construction in Europe for over thirty years and are environmentally friendly for human health. Currently, polyurethane is widely used in the manufacture of clothing, hygiene items, furniture, children's toys, plastic tableware, orthopedic sleep products (pillows, mattresses), cars, and household appliances. At the same time, according to environmental scientists, due to the dusting of dry building materials, air pollution in city apartments is four times higher than on the street. Polyurethane foam is not subject to dusting, does not absorb moisture, retaining its structure and properties for many years.

Advantages of the building technology of houses of the Lissant Plant:

The construction speed of sandwich panels is 80 times higher than that of bricks. A sandwich-panel house is being built in two to four weeks.

A wall made of sandwich panels with a thickness of only 100mm makes the house as warm as brickwork with a thickness of 2 meters, which means that the cost of walls is reduced by 30-50%, transportation costs are reduced by 50 times.

The low weight of the building does not require massive supporting structure and the foundation, which allows you to save only on the cost of the foundation 30-50%. Due to the unique thermal insulation properties of polyurethane foam, heating a house from Lissant sandwich panels will require 2-3 times less energy than similar brick buildings. Aesthetic appearance does not require additional finishing and facade maintenance costs.

The cost of one square meter of urban housing is much higher than that of a cottage made of Lissant sandwich panels.

The construction and installation department of the plant offers a wide range of services. Professional installation ensures reliable operation of the ventilation system. The specialists are required to know the specifics and many subtleties of installation, skills and special tools are required.

All installation work has the appropriate certificates and licenses.

The plant also carries out a range of works on the design of ventilation systems for objects of any level.

One of the additional activities of the organization is the provision of services in the field of road freight transportation in urban and intercity traffic within the Russian Federation. The Lissant car fleet is big choice cars - from "Gazelle" to "Eurofur", which will deliver the goods on time.

The company pays great attention not only to the quality of products, but also to high-quality technical service, convenient and fast service for buyers, motivation of sellers and distributors. As a result - full involvement and well-coordinated work of all divisions of the company, from the design department, logistics department, administration to the commercial service.

The production facilities of CJSC "Ventilation plant Lissant" allow the production of ventilation equipment in a complex, including the provision of such additional services as design and installation.

At present, Lissant Ventilation Plant CJSC supplies any equipment for air conditioning and ventilation systems, which makes it possible to complete the facility.

VZL CJSC has a state license for construction activities, which allows solving customer issues from consulting and design to delivery, installation and service; since 2000 - licenses for the right to design and manufacture ventilation equipment.

In May 2002, the quality management system of CJSC Ventilation Plant Lissanta was certified in accordance with international standard ISO 9001. The equipment of CJSC Ventilation Plant Lissant has certificates of conformity with the State Standard of Russia.

For three years in a row, since 2003, the company has been awarded the "Best Construction Organization" diploma.

CJSC Ventilation Plant Lissant is a member of the Russian Association for Ventilation, Heating and Air Conditioning (AVOK North-West).

Products are supplied to all regions of Russia and the CIS. More than 5000 companies are customers.

2.2 Analysis of the production and economic activities of the enterprise

Consider the dynamics of profit and the sources of its formation for 2005-2008. Assessment and analysis of changes in indicators are made in table 2.1.

Table 2.1 - Dynamics of the economic indicators of the enterprise

Indicator name	Unit rev.	Economic indicator value
		2005 year	2006	2007	2008
	thousand roubles.	835 534	1 223 773	1 522 383	1 880 278
	thousand roubles.	736 295	1 023 031	1 313 266	1 632 440
Gross profit	RUB / RUB	99 239	200 742	209 117	247 828
Costs per ruble of revenue	RUB / RUB	0,88	0,84	0,86	0,85
Profit (loss) from sales	thousand roubles.	37 240	111 825	136 607	151 093
	thousand roubles.	27 450	71 995	89 376	90 997
Net income (loss)	thousand roubles.	20 540	51 926	61 280	67 040
	people	564	529	495	473
	thousand rubles / person	1481,44	2313,37	3075,52	3975,22
	thousand roubles.	66181	70307	96843	115282
Return on assets	RUB / RUB	12,62	17,41	15,72	16,31
Product profitability	%	5,06	10,93	9,26	10,40

Table 2.2 - Analysis of the economic indicators of the enterprise

Indicator name	Unit rev.	Indicator value		Deviation
		2007	2008	absolute.	relates,%
Proceeds from the sale of goods, products, works, services	thousand roubles.	1522383	1880278	357895	123,5
Cost of goods, products, works, services sold	thousand roubles.	1313266	1632440	319174	124,3
Costs per ruble of revenue	RUB / RUB	0,86	0,85	-0,01	0,99
Gross profit	thousand roubles.	209 117	247 828	38711	118,5
Profit (loss) from sales	thousand roubles.	136 607	151 093	14486	110,6
Profit (loss) before tax	thousand roubles.	89 376	90 997	1621	101,8
Net income (loss)	thousand roubles.	61 280	67 040	5760	109,4
The number of production personnel	people	495	473	-22	95,6
Labor productivity of 1 employee per year	thousand roubles. / person	3075,52	3975,22	899,7	129,3
The cost of fixed assets	thousand roubles.	96843	115282	18439	119,0
Return on assets	RUB / RUB	15,72	16,31	0,6	103,8
Product profitability	%	9,26	10,40	1,14	1,12

Over the past 2 years, such important indicators as sales proceeds, net profit, labor productivity, capital productivity have significantly increased, and at the same time, the cost of production has decreased.

Let us consider in more detail the most significant indicators for the enterprise, which were given in table (2.1).

The dynamics of revenue, net profit and labor productivity is shown in figures (1), (2), (3).

Figure 1 - Dynamics of change in proceeds from sales

Figure 2 - Dynamics of changes in net profit

Figure 3 - Dynamics of changes in labor productivity

The above data indicate that the company is in the growth stage. Sales proceeds and net profit increase every year, which means that the volume of products produced and sold increases, the demand for goods increases and the cost price decreases. An increase in labor productivity shows that production efficiency improves due to saving labor costs (working time) for the manufacture of a unit of output, and therefore a reduction in current costs for the production of a unit of output under the item "Wages of basic production workers" or due to an additional amount of output per unit time. The introduction of the achievements of scientific and technological progress, which is manifested in the use of economical equipment and modern technologies, also has a significant impact on the growth of labor productivity.

2.3 Justification of the business project of the enterprise

In connection with the above analysis, we can conclude that the company has reserves to improve its activities.

The annual growth in revenue indicates an increase in sales, which means that the demand for the products and services of ZAO Ventilation Plant LISSANT is growing. For a greater increase in production, an expansion of the enterprise is necessary. Since the organization's own funds are not sufficient for the construction of new workshops and the purchase of equipment, it is justified to attract investments from outside and leasing.

To substantiate a business project, let's take a closer look at the marketing plan and production plan.

The marketing plan provides, firstly, the study of the market, which will determine the real and potential consumers, secondly, the possible prices for manufactured products, and thirdly, it is necessary to determine the form of advertising and the methods of its distribution. In addition, product distribution channels are considered, as well as the organization of after-sales service.

Based on the data obtained, it can be said that ZAO VZL covers the north-west and central part of Russia. The company's products are distributed to many cities through regional sales networks and intermediaries. To develop the southern part of the country and to reduce transportation costs in 2005 a new branch of the company was built in the city of Armavir.

To increase the market share of CJSC VZL, it is planned to build a workshop for the production of fans. The feasibility of the project is due to the fact that the annual growth of the market of ventilation equipment for the needs of industrial and civil construction is estimated at 20-25%. Currently, the construction of shopping centers, hypermarkets, grocery chain stores is widespread, as a result of which the sales of fans and ventilation systems of all manufacturing enterprises of this type of product, in particular VZL CJSC, are increasing. It is thanks to the growing demand that the ventilation market becomes attractive for investment in production.

The main task of the production plan is to prove to partners and investors the effectiveness of the future project. In other words, in this section it is necessary to provide data that will confirm that the company will be able to actually produce required amount goods of the required quality in the right time... Calculations, if possible, should be given in the future for 5-6 years. Sources of raw materials, materials and components are also indicated here.

The size of the workshop at ZAO VZL does not allow purchasing and installing new equipment for a more active increase in production. Therefore, it is planned to build a new workshop in 2 years and put into operation improved equipment similar to the existing one at the enterprise.

The planned costs in this case will amount to 153,023 thousand rubles, 18023 thousand rubles. of which - the company's own funds allocated to working capital, and 135,000 thousand rubles. - borrowed funds in the form of a bank loan. Of these, the amount of assets is 120,150 thousand rubles, and the cost of construction and installation work is 14850 thousand rubles. The estimated sales volume in the third year of the project is 8571 units, and starting from the fourth year - 17143 units. The planned profitability of manufactured products is 30% of the cost price, while the cost price will be 215,000 thousand rubles in the third year, and in the fourth year, respectively, twice as much. The average wholesale price at which the fans will be sold is 35 thousand rubles / unit. In this case, the expected revenue will be equal to 600,000 thousand rubles.

2.4 Business project for the commissioning of a new workshop

The volume of the graduate work does not allow developing all sections of the business plan in detail. Therefore, based on the above data, we will consider the financial plan associated with the construction of a new workshop for the production of fans and the commissioning of modern equipment.

To pay off the amounts on the loan, own funds (profit) in the amount of 18,023 thousand rubles are used, as well as borrowed funds in the amount of 135,000 thousand rubles.

Loan conditions and loan payments:

1. Loan amount = 135,000 thousand rubles.

2. Nominal interest rate 13%

3. Maturity 2 years

4. Terms of repayment - annually in equal installments

Table 2.3 - Amount of investments by years of project development

Table 2.4 - Loan payments

To assess the financial independence of an investment project, a profit forecast and a cash flow forecast for each step of the calculations are determined.

The purpose of the profit forecast is to compare the income received in the course of the production activity of the enterprise with the expenses incurred in the same period. Profit forecast is necessary to assess the current economic activity of the enterprise. When making a forecast, the following are determined in sequence:

· Profit from the sale of products, as the difference between the proceeds from sales, calculated without value added tax and sales tax, and operating costs;

· Profit from financial and economic activities, which is less than the profit from the sale of products for financial obligations under the loan and to the budget. Financial liabilities for a loan - interest for using a loan, financial liabilities to the budget - property tax, calculated at 2% of the value of the enterprise's property;

· Taxable profit, which coincides with the profit from financial and economic activities;

· Net profit, as the difference between taxable profit and the amount of income tax, which is 24%.

The cash forecast shows the ratio of sources and directions of use of the project's financial resources. Profit is not the only criterion for the effectiveness of investment projects. The need for this section is dictated by the fact that the concepts of income and expenses used in the previous section do not coincide with cash flow.

In addition, the cash flow forecast is broader than the profit forecast due to the fact that it covers not only the operating, but also the financial and investment activities of the enterprise.

Cash inflows include:

Proceeds from the sale of products,

Attraction of a loan,

Attracting funds from third-party investors,

· depreciation deductions.

Cash outflows include:

Investments in permanent assets and to replenish working capital,

Operating costs associated with the implementation of the current activities of the enterprise,

Credit costs,

· Settlements with the budget (tax exemptions).

The calculation of the efficiency of a business project will be performed in the third chapter.

Table 2.5 - Profit forecast

Indicators	Calculation horizon, year
t0	t1	t2	t3	t4	t5	t6	t7	t8	t9
1. Sales volume, pcs.	-	-	-	8571,4	17142,9	17142,9	17142,9	17142,9	17142,9	17142,9
2. Wholesale price, thousand rubles.	-	-	-	35	35	35	35	35	35	35
3. Revenue, thousand rubles.	-	-	-	300000	600000	600000	600000	600000	600000	600000
4. Operating costs, thousand rubles.	-	-	-	215000	430000	430000	430000	430000	430000	430000
including depreciation charges	-	-	-	24030	19224	15379,2	12303,36	9842,69	7874,15	6299,32
5. Profit from sales	-	-	-	85000	170000	170000	170000	170000	170000	170000
6. Interest on the loan	-	-	-	0	0	0	0	0	0	0
7. Property tax	-	-	-	2403	2354,9	2307,8	2261,7	2216,5	2172,1	2128,7
8. Profit from financial and economic activities	-	-	-	82597	167645,1	167692,2	167738,3	167783,5	167827,9	167871,3
9. Taxable Income	-	-	-	82597	167645,1	167692,2	167738,3	167783,5	167827,9	167871,3
10. Income tax (24%)	-	-	-	19823,28	40234,824	40246,13	40257,19	40268,04	40278,7	40289,112
11. Net profit	-	-	-	62773,72	127410,28	127446,1	127481,1	127515,5	127549,2	127582,19
12. Accumulated PP	-	-	-	190184	317630,1	445111,2	572626,6	700175,8	827758,03

Table 2.6 - Cash flow forecast

Indicators	t0	t1	t2	t3	t4	t5	t6	t7	t8	t9
Cash inflow
1. Own funds	-	85050	76275	6008	12015	-	-	-	-	-
2. Borrowed funds	135000	-	-	-	-	-	-	-	-	-
3. Sales revenue	-	-	-	300000	600000	600000	600000	600000	600000	600000
4. Depreciation deductions	-	-	-	24030	19224	15379,2	12303,36	9842,69	7874,15	6299,32
Total:	135000	85050	76275	330038	631239	615379,2	612303,4	609842,7	607874,2	606299,32
Cash outflow
1. Investment in assets	135000	-	-	-	-	-	-	-	-	-
2. Operating costs	-	-	-	215000	430000	430000	430000	430000	430000	430000
3. Credit costs	-	85050	76275	-	-	-	-	-	-	-
4. Taxes	-	-	-	19823,28	40234,824	40246,13	40257,19	40268,04	40278,7	40289,112
Total:	135000	85050	76275	234823,28	470234,82	470246,1	470257,2	470268	470278,7	470289,11
Cash flow balance	0	0	0	95214,72	161004,18	145133,1	142046,2	139574,7	137595,5	136010,21

Chapter 3. Assessment of the economic efficiency of a business project

To confirm the economic efficiency of investments, such integral indicators as net present value and net present value are calculated.

The discount factor takes into account the discount rate E = 25%, including:

· Interest rate for using a loan - 13%;

· Inflationary expectations - 7%;

Insurance of commercial risks - 5%

Table 3.1 - Calculation of NPV

Calculation steps	Net inflow of funds	Net outflow of funds	Discounting at n = 25%	NPV for each step of calculation	NPV on a cumulative basis
tributaries	outflows
t0	-	-135000	-	-135000	-135000	-135000
t1	-	-	-	-	-	-135000
t2	-	-	-	-	-	-135000
t3	86803,7	-	44443,5	-	44443,5	-90556
t4	146634	-	60061,4	-	60061,4	-30495
t5	142825	-	46803,84	-	46803,84	16308,7
t6	139784	-	36637,51	-	36637,51	52946,3
t7	137358	-	28804	-	28804	81750,3
t8	135423	-	22656,33	-	22656,33	104407
t9	133882	-	17966,9	-	17966,9	122373
Total:	653406	-135000	216750,3	-135000	122373

Profitability index

ID = 216750.3 / 135000 = 1.61 = 61%

Payback period of investment

As can be seen from Table 3.1, the payback period for the investment occurs in the fifth year of the project. More precise definition of the payback period:

T ok = 5 + 30495 / 46803.84 = 5.5 years

Normalized payback period:

T ok norm = 135000 / 127582.2 = 1.05

Calculations have shown that the proposed project is effective. The investment payback period is five years, taking into account the fact that the construction of the workshop will take place within two years.

Conclusion

In this paper, the theoretical aspects of business planning, the structure of the business plan, investment activities in the process of business planning, investments, subjects and objects of investment were considered, the main goals, objects and tasks of business planning were determined.

In the course of the work, the following tasks were solved:

The analysis of production and economic activities, which showed that the enterprise is at the stage of growth, as evidenced by the annual growth of such economic indicators as revenue, net profit, labor productivity, capital productivity;

The necessity of implementing a business project at CJSC Ventilation Plant Lissant has been substantiated;

An assessment of the economic efficiency of the business project has been carried out, on the basis of which it can be concluded that it is advisable to attract borrowed funds in the form of a loan for the construction of a new workshop for the production of fans and the installation of improved equipment.

Thus, the goal of the graduate bachelor's work was achieved.

List of sources used

1. Lyapunov S. I., Popov V. M. Business planning: Textbook - M .: Publishing house "Finance and statistics", 2003. - 672 p.

2. Chernyak V.Z. Business planning: Textbook - M .: UNITI-DANA, 2003. - 470 p.

3. Aniskin YP, Pavlova AM Planning and controlling: Textbook - M .: Omega - L, 2003. - 280s.

4. Polyakov OV Business planning: Uch. allowance - M .: MMIEIFP, 2005 .-- 170 p.

5. Popov VM Business plan of an investment project of an entrepreneur: Study guide / SI Lyapunov, I. Yu. Krinochkin - M .: Publishing house "KnoRus", 2005. - 480 p.

6. Popov V. M., Lyapunov S. I. Financial business plan - Moscow: Publishing house "Finance and statistics", 2007. - 464 p.

7. Shepelenko G.I. Economics, organization and planning of production at the enterprise: Uch. allowance - M .: ECC "Mart", 2003. - 592 p.

8. Golovan SI, Spiridonov MA Business planning and investment - Moscow: Phoenix Publishing House, 2008. - 358 p.

9. Evdokimova MA Development of a business plan for organizing a new pulp and paper production: Methodical instructions - S - Pb., 2000. - 52 p.

What is a "business plan"? Why is it necessary to develop it?

Business plan - a document containing the rationale for the main steps that are planned to be carried out for the implementation of a commercial project or the creation of a new company.

The purpose of developing a business plan- to plan the economic activity of the enterprise for the nearest and long-term periods in accordance with the needs of the market and the possibilities of obtaining the necessary resources.

The business plan helps the company to solve the following main tasks:

• · Will determine the specific directions of the firm's activities, target markets and the place of the firm in these markets;
• · To formulate long-term and short-term goals of the company, strategy and tactics of their achievement. Identify persons responsible for the implementation of each strategy;
• · Choose the composition and determine the indicators of goods and services that will be offered by the firm to consumers. Estimate production and trading costs for their creation and implementation;
• · Assess the adequacy of the company's personnel;
• · Determine the composition of the company's marketing activities for market research, advertising, pricing, distribution channels, etc .;
• · Evaluate the material and financial position of the company;
• · Anticipate difficulties that may interfere with the implementation of the business plan.

Once you have decided what you will be doing, start developing a business plan. As a result of drawing up a business plan, you can see future gaps in advance and think about ways to overcome them.

At first glance, drawing up a business plan is not difficult, but a lot depends on its development. Investment in your business, i.e. you must prove that your chosen field of activity is very important and necessary for the consumer, that it will be in demand. The business plan is developed for 3-5 years. If you cannot roughly determine the perspective of your project, then you do not need to get down to business.

Research shows that the main causes of business and manufacturing entrepreneurship failure are:

• 1. inability to conduct business due to physical, moral and intellectual reasons - 40% of failures;
• 2. lack of managerial experience - 15-17% of failures;
• 3. lack of professional skills - 13-15%.

The business plan of the enterprise is designed to answer three very important questions (Appendix A):

What is the current state of the business?

What is the desired state?

What is the most effective way to achieve the desired state?

The business plan is not a permanent document, it is systematically updated, changes are made to it, related both to changes occurring within the enterprise, and to changes in the market where the enterprise operates, and in the economy as a whole.

Without exaggeration, a business plan can be called the basis for managing both a commercial project and the production enterprise itself. Thanks to the business plan, the management has a great opportunity to look at the enterprise from the outside, through the eyes of a picky expert. The process of developing a business plan, which includes an analysis of economic and organizational issues, makes you "get together", mobilize, concentrate.

Thus, the business plan is used regardless of the scope, scale, ownership and legal form of the enterprise. In any case, both internal, related to enterprise management, and external issues are resolved, due to the establishment of contacts and relationships with other enterprises and organizations.

The modern market for goods and services makes serious demands on manufacturing enterprise... The main factors of the increasing role of planning in modern conditions are:

the increase in the size of the company and the complication of the forms of its activities;

high instability of external conditions and factors;

new style of personnel management.

Planning also provides the basis for effective management decisions. Planning helps reduce risk in decision making. By making informed decisions, management reduces the risk of error. Planning serves to formulate and achieve the main goals of the organization.

If the implementation of the business plan will be carried out only at the expense of its own funds, a justification should be provided for the appropriateness of their use. business plan manufacturing plant

The business plan begins with a cover page, where the following information should be indicated:

• - the name of the company;
• - full name of the document;
• - address and telephone number of the company;
• - surname, name, patronymic of the compiler of the business plan;
• - terms of project implementation.

The title page should be neat, attractive and concise in content and logically structured. The title page is followed by a summary, the purpose of which is to arouse the interest of the reader, present the basics of the plan, and encourage investors to read it to the end. The resume is written last, after all the calculations have been made and the entire plan has been drawn up.

Investment decisions (both internal and external) is a strategic task, one of the most important and complex tasks of enterprise management. It should be borne in mind that a potential investor is interested in all aspects of the economic activity of the enterprise, from the surrounding socio-economic macroenvironment, inflation indicators, taxation conditions, availability of production facilities, material resources and ending with the project financing strategy.

When attracting external investments, an enterprise must take into account that potential creditors (investors) of a company are primarily interested in the answers to the two most important questions for them: making a profit and assessing the risks of losing invested funds. Consequently, the company must show creditors (investors) a number of options that demonstrate to them the benefits of a business plan and, most importantly, the income (minimum, most likely and maximum) that they can receive.

Strategic planning is the management activity to create and maintain strategic alignment between the goals of the firm, its potential material and technological capabilities and marketing opportunities and to achieve a strategic advantage over competitors.

Topic 15. Planning of economic activities of an enterprise (firm)

15.2. Business plan, its role and purpose. Main sections

Business plan is a document containing the rationale for the actions that must be taken to implement a commercial project or create a new enterprise. It is recommended to compose it for 3-5 years. For the first and second years, indicators should be given in monthly and quarterly breakdowns, then - in annual terms.

A business plan serves a number of functions:

It can be used to develop a business concept and a general strategy for the development of an enterprise;

Can perform planning function;

Helps to evaluate and control the development process of the main activity of the enterprise;

Needed to attract funds;

It is necessary for attracting private investors, efficient use of investments, competitive placement of public investments in highly efficient projects.

The development of a business plan allows you to get answers to the following questions:

How to start a business;

How to efficiently organize production;

When will the first income be received;

How soon it will be possible to pay off creditors;

How to reduce the potential risk

In theory and practice, there is no strictly regulated structure of a business plan: it can be different depending on the function performed - one for a starting entrepreneur and another for an operating enterprise.

A business plan can be divided into the following sections:

1. Opportunities of the company (resume).

2. Types of goods (services).

3. Markets for the sale of goods (services).

4. Competition in sales markets.

5. Marketing plan.

6. Production plan.

7. Organizational plan.

8. Legal support of the firm.

9. Risk assessment and insurance.

10. Financial plan.

In chapter "Firm Opportunities (CV)" all directions of the firm's activity are determined in priority order, i.e. for the strategic planning of the company, the following are developed:

Firm's activity program;

The goals of the firm;

Firm strategy.

For each direction of the firm's activities, the goals that the firm strives for, and strategies for achieving them, including a list of necessary measures, are established. Responsible persons are identified for each strategy.

The resume should give future creditors or investors of the firm (including shareholders) answers to the questions:

What will they get with the successful implementation of the business plan;

What is the risk of losing money?

This section contains information that gives an idea of ​​the company, as well as all the necessary data characterizing its commercial activities.

The business plan should be drawn up by the manager himself, with the involvement of the firm's employees and independent experts. The tone of the presentation should be business-like, understandable, the volume is small, but sufficient (depending on the goal).

In the section of the business plan "Types of goods (services)" describes all the goods and services of the company that are offered on the market to customers. It is believed that today an entrepreneur acts wisely when he chooses goods and services, the production or provision of which requires minimal cooperation, supplies from outside, or when substitutability of raw materials and materials is achievable. A firm that wants to have a stable position in the market is usually engaged in the production of several types of goods at different stages of the life cycle.

Chapter "Markets for the sale of goods" aims to study the markets and allows the entrepreneur to clearly imagine who will buy his product and where his niche is. When compiling this section, it is necessary to assess the potential market capacity, potential sales (supply) and real sales, as well as determine the type of market where the bulk of the company's goods and services are sold.

In chapter "Competition in sales markets" it is necessary to provide answers to questions regarding the firm's competitiveness, identify the strengths and weaknesses of competing businesses, and determine which responses should be taken and which ones will be most effective.

The remaining sections of the business plan are covered in more detail in the corresponding sections of this tutorial.

Previous

business planning in a broad sense

analytical component of a business plan

practical component of a business plan

confidentiality memorandum

Planning helps to achieve the fulfillment of your desires, the realization of dreams in our dynamic, rapidly changing world. is a management tool. The entrepreneur offers the society goods and services that people need. In order to have these goods and services, they need to be produced, delivered and placed available to buyers. The entrepreneur uses business planning to design these actions.

formulates specific, market goals of the entrepreneur;

determines the amount of resources required to achieve them;

designs the order of work.

Business planning is based on the knowledge, skills, abilities, experience of those who carry out this process. As a person presents a picture of the world around him, so he sees the solution to his problems and carries out planning. , representation of the desired state of the future - is the basic planning platform in business. In the same circumstances, different entrepreneurs may make opposite decisions, since the knowledge, experience and skills that guide decision-makers determine different visions of both problems and ways to overcome them.

For a comfortable existence, humanity needs the production and reproduction (i.e. repetition of production) of many goods. Understanding the purpose of a particular activity for society in business means understanding the mission. Awareness of the mission enables entrepreneurs to produce exactly the product that will be so necessary and valuable to other people that they will buy it. is the destination.

When organizing activities for the production of cars, food, entrepreneurs carry out different missions. If one of the entrepreneurs undertakes to solve the problems of others, then they are ready to pay him, you can earn money on this. To produce goods, services for which people are willing to pay, to buy them - the goal of entrepreneurs. The more a customer needs a product or service, the more he is willing to pay for them. An entrepreneur who creates value (product / service) for others who are ready to pay for it gets the opportunity to compensate for production costs and receive income in the form of profit.

Fulfilling a mission, an entrepreneur is forced to formulate goals. The goal is the desired state of the future, what the entrepreneur strives for. In the process of business planning, an entrepreneur needs to clearly, concretely, realistically, measurably formulate goals. If the goal is vague, it cannot be measured, then it is impossible to correctly determine the amount of resources required to achieve it. They may not be enough, or extra resources will be attracted. These costs will lead to a higher price of the goods or services produced, they will be more difficult to sell and the entrepreneur will earn less.

Desired state of the future. She must be:

specific, measurable, achievable;

defined in time, focused on the result.

The goals can spread over different periods of time and, accordingly, be long-term, medium-term and short-term. In order to fulfill the mission, to achieve the set goals, it is necessary to delimit tasks, to determine the sequence of actions that must be carried out for this. A sequence of actions with deadlines, responsible, enshrined in a document that is mandatory for execution, is a plan. On the basis of this document, the entrepreneur gets the opportunity to control over time the movement of the entrepreneurial firm to achieve the goal and, if necessary, correct it.

This is a special document. In it - the embodiment of the conceptual idea of ​​an entrepreneur regarding the production of a product or creation of a service by calculating the necessary resources, designing ways of organizing production. This is a program for the implementation of a specific project. The ideas about the business formulated and described in the business plan make it possible to discover nuances that were not obvious at the level of “vision”, the idea of ​​an entrepreneur. The entrepreneur, using a business plan, identifies what contributes and hinders the future business, the payback period of the project and other significant points. A business plan is a set of analysis of the market situation and functional plans for the production of a product or creation of a service, the most important tool entrepreneurial business planning.

To produce goods, services for which people are willing to pay, to buy them - the goal of entrepreneurs. The more a customer needs a product or service, the more he is willing to pay for them. An entrepreneur who creates value (product / service) for others who are ready to pay for it gets the opportunity to compensate for production costs and receive income in the form of profit.

Entrepreneurial business planning can be viewed broadly and narrowly.

In a broad sense- This is the formation of a forecast of the development of the situation, the development of recommendations for the implementation of general and functional plans. This approach is due to the following planning tasks.

Foresight (vision), forecast of the future situation.

Development of a list of measures to achieve business goals, taking into account business policy.

Formulation of tasks for functional planning (production, organization, finance, marketing, etc.).

Determination of the order and stages of work to control the implementation of plans.

In a narrow sense, entrepreneurial business planning is the definition of activities that contribute to the achievement of entrepreneurial goals by solving existing problems.

The business planning process in an entrepreneurial firm rests on certain fundamental principles: principles.

The main ones are:

The principle of layering business planning is manifested in the fact that for each of the levels of representation of the future, its own plans are required, which provide various degrees of concretization of actions. Those workers who make sofas from boards, foam rubber, and fabric do not need to know from whom they plan to buy paints for cabinets. But for a firm, effective work the entrepreneur needs both a production plan and a procurement plan. Various employees of an entrepreneurial firm do not need the entire set of information, but only a certain, limited in their direction. Therefore, they make up different plans, for different services, for different time intervals. The plan can be drawn up for a day, month, year or longer.

The principle of consistency. All plans must be coordinated with each other and aimed at achieving the goals of the company. All parameters used in the planning process should be homogeneous, comparable, commensurate with each other.

The principle of a single information space for all levels. This is manifested in the use of a uniformly understood terminology, a fixed system of parameters, and the conjugation of meters. Planning requires both developers and performers to have an unambiguously adequate interpretation of concepts, terms used to denote work, parts, processes, measurements.

Modeling principle. Business planning allows to consider various scenarios of business development, to choose the most effective model, prior to the specific implementation of plans. The model identifies and closely links planning and budgeting (financial allocation).

The principle of complicity. Renowned management specialist Russell L. Ackoff believes that "the main (but not the only) benefit of planning comes not from the use of its final product (ie, the plan), but from participation in its production." Involving employees of an entrepreneurial firm in drawing up a plan leads to their understanding of the goals of the entire firm, their role in the final results, the importance of the interaction of all employees of the firm for achieving success.

The principle of adaptation. Business planning allows you to form an idea of ​​the future of an entrepreneurial firm and effective ways to achieve it. At the same time, success brings uniqueness in the use of resources, the uniqueness of the product offered to the end user, and a market environment that, constantly changing, creates new business opportunities. Being tightly bound to plans can weaken a firm's position in the market. Therefore, it is desirable for developers to be able to adapt existing plans to market realities.

The Role of the Business Plan in Entrepreneurial Business Planning

A business plan is a document, a product of entrepreneurial activity. Generally accepted ideas about a business plan as a document that allows you to consciously conduct business, use the synergistic effect of a combination of resources, the implementation of a set of actions. It can be used for a variety of purposes and can even be sold profitably.

Description and economic justification of the actions necessary to achieve the main goals of the entrepreneur.

What market problems does the presented business plan solve?

How are the forecasts for the development of the economy, industry and market for their own goods made, how justified are they, how are the prerequisites arising from this taken into account in planning?

What planning goals can be formulated based on business goals and forecast results? How can these goals be subdivided into specific ones for individual product groups and separate (functional) plans: production, logistics, financing, marketing?

How to ensure optimal coordination, a rational combination of functional plans?

What information system should be used in order to analytically substantiate decisions both on a general plan and on specific plans (management information system, control system, production and industry statistics, publications on market development, etc.)?

How can we ensure that employees are efficiently involved in the overall planning process? How to involve each employee in obtaining targets for a specific workplace?

The business plan development process includes six main steps.

Business concept wording.

Collect data on the feasibility and specifics of the concept.

Refinement of the concept.

Detailed description of the business.

Drawing up a business plan.

Business plan presentation.

Having formulated a conceptual business idea, an entrepreneur must test it. Collect information that confirms its value for the market, buyers. Perhaps, influenced by the collected facts, clarify its wording. This approach will allow you to describe the business in detail and draw up a business plan. It is important for an entrepreneur to skillfully present ready-made business plan... In this case, the entrepreneur will be able to attract investors, get a loan, sell a business plan.

In a business plan, successful entrepreneurs tend to solve the following problems of the existing market.

Offer customers a new product / service, opportunity or technology.

They offer customers something better than what is already on the market: more low prices, a new level of amenities, etc.

They create a new market or expand the offer of products where there is a shortage of goods.

Create new systems for the supply of goods (including via the Internet).

They increase the degree of integration of their activities. They offer an extended range of products / services in one geographic market.

A specific business plan must address one or more market problems. This requires the execution of various activities that are designed with functional plans.

The business plan combines set of functional plans:

organizing the production of a product or the creation of a service;

material and technical support;

human resource management;

financing;

marketing;

risk insurance.

Functional plans must be consistent with each other. Based on the plan, which sets the estimated sales volume, a turnover plan is developed. Based on these calculations, a production plan is created. After that, it becomes possible to determine plans for the supply of the necessary raw materials, materials, tools, machine tools, and other equipment. These data allow you to plan the need for employees, taking into account qualifications and work experience. In the financial plan, both the amount of capital requirements and the sources of the necessary financial resources (average consumption, use and origin of funds) are established. And finally, all plans are added to the final plan and the planned balance.

Entrepreneurial planning is a repetitive process of alternating forward and backward movement, a system of feedback and adjustments. The most interested person in the timely adjustment of the execution of plans is the entrepreneur.

Planning feedback: analysis of the situation - forecast - target - analysis - correction of the plan.

The initial business plan is necessary for an objective assessment of one's own entrepreneurial capabilities and serves as a tool for making design and investment decisions related to the interaction of the company with the external environment.

The business plan contains information disclosing:

the hierarchy of the goals of the firm; production, commercial, financial activities; probable risks and ways of insuring them; volumes of effective demand;

competitors of the firm, their activity in the market, their strengths and weaknesses in comparison with the strengths and weaknesses own company;

forms of resource mobilization to achieve goals and fight competitors for the attention of customers;

potential partners in the process of future activities (suppliers of raw materials, machinery, equipment, trade and sales enterprises, partners under an agreement on the division of markets, etc.);

the composition and level of training of the company's employees, ways of attracting employees of the necessary qualifications, the necessary skills of managers, the forms of contracts when hiring;

organizational structure and methods of management of the company.

Modern economic theory singles out 4 functions of a business plan:

1) assessment of prospects.

2) assessment of opportunities, basis of control.

3) raising funds.

4) attracting partners.

Assessment of prospects, that is, the future. To identify opportunities, concepts, business strategies, it is necessary to present trends in economics, science, technology, and social processes.

Opportunity assessment development of the new direction of activity proposed in the plan. These data become the basis for monitoring the development process of the company, the implementation of the business plan.

Raising funds(loans - credits). Without the attracted resources, it is almost impossible to implement any significant project... It is difficult to get a loan. The main factor in deciding whether to grant loans is a business plan.

Involvement in the implementation of the company's plans potential partners who will be able to invest their own capital or the technology available in their arsenal.

An entrepreneur needs a business plan to assess the viability of a conceptual business idea. It contains the rationale for the strategy and tactics of the behavior of an entrepreneurial firm in the market; planning and forecasting the results of its activities. A business plan is both a description and a business case for the actions required to achieve the main goals of the entrepreneur.

In countries with developed market economies, the solution to the issue of providing capital, resources, technology is possible only if there is a business plan that reflects the course of the company's development for a certain period of time. Most companies prepare business plans for one year. They cover in detail the issues of the firm's activities in the next 12 months and very briefly characterize periods of 1-4 years. Some firms prepare a business plan for 3 years, and only a few firms plan for a period longer than 5 years.

A document called a business plan is a product of entrepreneurial activity that has both internal and external meaning for an entrepreneurial firm.

The business plan has:

Inner meaning business plan:

setting goals for an entrepreneurial firm;

determination of ways to achieve goals;

determination of the firm's position in relation to partners, clients, competitors;

analysis of the resource potential of the firm, including the potential of in-house management.

In a rapidly changing economic situation in the market, a business plan becomes an anti-crisis management tool.

The external meaning of a business plan is to create a document that reflects both the state of the entrepreneurial firm and the attractiveness of the project, thanks to which the firm could count on attracting financial resources from commercial banks and potential investors. From this side, the business plan becomes the product of a professional entrepreneur, reflecting the entrepreneurial potential.

consists of two parts:

V analytical part of the business plan the substantiation of effective demand for products (services, works) is given; specifics of demand from different categories of buyers, market opportunities (price level, competitors, product movement channels), regulatory standards are analyzed.

When developing this part of its business plan, the firm must, first of all, show realism in assessing the state of affairs and its opportunities in the market. Thus, when evaluating competitors, it is very important not to go to extremes, in particular, one should not underestimate a competitor and present everything in a “pink color”. Even the slightest underestimation of competitors can turn into major troubles in the future. In reality, by underestimating a strong competitor, the firm will have to adapt to the conditions that he dictates to the market. Expectations to receive a certain amount of profit will turn out to be untenable, and the firm may not be able to return the borrowed capital, putting itself in an extremely difficult position.

V practical part of the business plan contains a variety of information about how the company intends to achieve its goals. In this part, a business plan is drawn up from a certain set of plans for various areas of the firm's activities.

These include:

Types of business plans

Depending on the purpose, the following types of business plans are distinguished.

An internal business plan is necessary for an entrepreneur to assess the viability of his business idea. It will allow you to see future activities in all details, to identify the amount of funds required for its implementation, to determine the risks associated with its implementation.

This type of business plan is necessary both in the very first stages of the activity of aspiring entrepreneurs, and for those who have experience in professional entrepreneurial activity.

The implementation of business projects occurs not only at the expense of our own funds, but also by attracting funds from external sources for the entrepreneur. Borrowed funds can be purchased in the following ways:

by obtaining a loan from a commercial bank. Such a loan is issued for a specific period and must be returned to the creditor in full, in addition, interest must be paid for using the money;

by attracting external investments for ongoing projects. Such investments can be made by both individuals and legal entities. After the full implementation of the project, investors participate in the distribution of profits;

by raising funds on the basis of an agreement on joint activities;

by receiving funds in the form of temporary financial assistance;

through the sale of bonds, certificates, bills of exchange, and other debt securities of the firm;

as a result of receiving funds based on the implementation of financial leasing agreements.

The business plan is an integral part of the applicant's application for participation in the competitive distribution of the centralized investment resources of the state. On its basis, the advantages of applicants are assessed and the most rational ones are selected.

When creating a business plan, it is important for entrepreneurs to take into account the risks that are caused by the possibility of a business falling into the wrong hands if the obligations are not fulfilled on time and in the appropriate amount. It is impossible to attract borrowed capital without limits. Inevitably, there is a need to pay off debts.

In Russia, there are no legislative documents on the preparation of business plans. Investment companies and commercial banks do not impose strict requirements on their structure. Subject to lighting all key issues, commercial structures are considering business plans written in free form and in a different structure.

In this regard, sometimes there is a need for financial recovery, prevention of crisis phenomena in the company, and sometimes the implementation of a set of anti-crisis management measures, which requires its own type of business plan. A business plan becomes an anti-crisis management tool for an entrepreneurial firm.

Considering anti-crisis business plans, it is necessary to take into account that the business plan must systematically reflect the change in the goals of the entrepreneurial firm, provide for its structural restructuring in accordance with the needs of the market.

There are two possible tactics for getting out of a crisis situation for an entrepreneurial firm: defensive and offensive.

Defensive tactics includes actions aimed at eliminating adverse changes in the external environment. It is used under a combination of circumstances that diminish and neutralize the competitive advantages of the company.

Offensive tactics it is used when getting out of crisis conditions. Its application is associated with the modernization of production, the improvement of all areas of management. For the improvement of the company, the concepts of production, financing, and sales are being changed. This tactic includes the development of investment programs, technical re-equipment, marketing, work with personnel.

The structure and scope of the business plan

The different purpose of business plans implies the need for a different structural arrangement of information in it. The European Bank for Reconstruction and Development (EBRD) is flexible enough. Business entities contact him in advance to agree on the content and volume of information, after which a business plan is drawn up and submitted for preliminary consideration. Therefore, the collection of information can be done in stages, in accordance with the order of the project in the bank.

In this case the structure of the business plan includes three sections.

Operational and project information (concepts, production, markets and project management).

Financial information (cost, financing plan, estimated financial results).

Environmental and regulatory information (a description of the regulatory environment in which the project will be carried out).

International business also has its own traditions, which are reflected in the structure of the business plan. For example, European investors, taking into account the moral requirements of society for the environment, require the inclusion of a section "Environmental and regulatory information" in the business plan. It should be noted that a serious analytical study is being carried out in Europe, the results of which must be highlighted in the section "Analysis of the sensitivity of the project". Some, taking into account the volatility of market processes, require the inclusion of sections in the business plan: "Economic potential", "Technological potential", "Logistics", " Labor potential"," Legal protection of production. " Attraction of foreign investors requires the inclusion in the business plan of alternative forecasts using different initial data corresponding to pessimistic and optimistic development options.

In Russia, there are no legislative documents on the preparation of business plans. Investment companies and commercial banks do not impose strict requirements on their structure. Provided that all key issues are covered, commercial structures consider business plans written in free form and in a different structure. The form of presenting a business plan is determined by the content of the questions that are most significant and necessary for raising funds.

Entrepreneurial firms, when drawing up business plans, most often focus on the following structure developed within the framework of the TACIS program created in the European Community.

1. Description of the firm.

   Product description.

   Assessment of product markets.

   Analysis and assessment of competition in the market.

   Marketing strategy.

   Production plan.

   Organizational plan.

   Legal plan.

   Risks and insurance.

   Financial plan.

   Funding strategy.

   Appendix.

The structure and scope of the sections of the business plan can be determined by the developers on their own. But when preparing them, the following factors should be taken into account: the characteristics of technologies and the market, competition in this area, the novelty of the product (services), the degree of elaboration of certain issues (for example, the results of a marketing research or a sociological issue).

The volume of a business plan depends on the purpose of its preparation. The internal business plan (for internal planning) is not regulated either in volume or in the structure of sections. For himself, an entrepreneur draws up a business plan, sometimes on 5-6 pages.

"Try a man in making plans -

You will see his knowledge. "

Zhuge Liang

A business plan presented with the aim of obtaining a small or medium investment should not exceed 20 pages in length.

A business plan designed to attract a large investor should be set out in no more than 50-80 pages. It should be noted that the specified scope does not include applications that should organically complement the business plan and confirm its reality.

Business plan issues - production, sales, social, etc. - should be thoroughly worked out. As practice shows, the lack of elaboration of any fundamental section of the business plan can be perceived by the investor or partner as a poorly drawn up and not fully developed business plan. In this regard, the table of contents is an important factor in a business plan. A large investor usually has more than a dozen business plans under consideration. The first selection criterion is the compliance of the business plan with European and Russian standards. The absence of a table of contents can automatically remove your project from consideration from any sufficiently serious investor. It should be emphasized that the presence of a table of contents and the appropriate design of a business plan are necessary conditions for potential investors to start considering your project.

The content should be placed on the first page of the business plan.

It is recommended to start the presentation of a business plan with a resume, which concisely outlines the subject of the firm's activities and its target client audience. The next step is to show what are required financial expenses, including, what are the required volumes of attracted resources, what are the payback periods and forms of income generation on them.

The use of tables, charts and graphs usually contributes to more full perception information. Most plans use pivots to present financial information in part.

The UN Industrial Development Committee for countries with high inflation developed the COMFAR computer program, on the basis of which the different options automated ways of forming business plans. A rigid template of a software product is combined with the source data of a specific customer and a business plan is formed. Currently, the most common software products are PRO-INVEST CONSULTING (Project Expert), INEK (Analyst, Investor), Alt (Alt-Invest). There are programs for drawing up business plans, planning and budgeting programs Microsoft Excell. In some cases use corporate systems management (ERP-oriented) and specialized, which are included in the BPM / CPM-packages.

In recent years, entrepreneurs have begun to include a Confidentiality Memorandum in the structure of the business plan.

This is a leaflet, a reminder letter. - secrecy, not subject to disclosure. By including the Memorandum of Confidentiality, the entrepreneur warns about the secrecy of the business plan information. Requires their preservation and the obligatory return of the business plan to the address indicated in it, if there is no positive decision on participation in investments.

Main conclusions

An entrepreneur's business creation activity begins with business planning... In the planning process, the entrepreneur formulates specific goals; determines the amount of resources required to achieve them; designs the order, timing and scope of work.

Business planning can be viewed broadly and narrowly.

The main business planning principles are: multilevel, consistency, a single information space for all levels, modeling, participation, adaptation.

The result of business planning is a document called a business plan. This document is a product of a business. It can be used for many different purposes. It allows you to consciously conduct business, use the synergistic effect of a combination of resources, the implementation of a set of actions. On its basis, you can attract investment, get a loan, attract partners and make a profitable deal.

A business plan makes sense both internally and externally for the entrepreneurial firm.

The business plan can be divided into analytical and practical part.

Depending on the purpose, the following are distinguished types of business plans: domestic, for creditors, for obtaining government orders, investment, anti-crisis.

The structure of a business plan is not regulated by government documents, but business practice has developed and requires the presence of certain sections.

A business plan most often contains confidential information about a business, so its distribution should be carefully controlled. Privacy can be protected by using confidentiality memorandum... The confidentiality memorandum is a formal reminder to entities that are familiar with the business plan of their obligation not to disclose the information that they are familiar with in this document.

Control questions

What is Business Planning?

What is business planning for?

What is the company's mission?

What is the purpose of an entrepreneur?

What is the difference between a dream and a goal?

What are the requirements for a goal statement?

What is a business plan?

What is the role of a business plan in an entrepreneur's activities?

What types of business plans are there?

What is business planning in the narrow sense?

What is business planning in a broad sense?

What is the reason for the idea of ​​the external meaning of a business plan for an entrepreneurial firm?

What is the reason for the idea of ​​the internal meaning of a business plan for an entrepreneurial firm?

What is included in the analytical part of a business plan?

What is included in the practical part of a business plan?

What sections does the structure of a business plan suggest?

What is a confidentiality memorandum for?

Self-study assignments

Exercise 1

Answer in writing, what objectively determines the division of the concept of "entrepreneurial planning" into concepts in the narrow and broad senses.

Give your definition of what a business plan is.

Choose a product for which you will draw up a business plan and organize its presentation for three sessions (if you cannot make an independent choice, then you will need to develop a business plan for ice cream production). Select the type of business plan that you will need to defend in the last lesson.

Formulate the concept of your business (for whom, what and how to produce).

What industry does your product belong to?

What product or service do you want to produce?

Create a confidentiality memorandum.

Send your good work in the knowledge base is simple. Use the form below

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1. Business planning

1.1 The essence and importance of business planning in enterprise management

Business planning(businessplanning) - independent view planned activities that are directly related to entrepreneurship. As already noted, "business" is the economic activity of an entity in a market economy, aimed at making a profit by creating and selling certain products (goods, works, services). In market conditions, it is unrealistic to achieve stable business success if you do not plan effectively for its development, do not constantly accumulate information about your own state and prospects, about the state of target markets, the position of competitors in them, etc.

It is necessary not only to accurately represent your needs for the future in material, labor, intellectual, financial resources, but also to provide for the sources of their receipt, to be able to identify the efficiency of the use of resources in the process of the enterprise.

Business planning- this is an objective assessment of the own entrepreneurial activity of an enterprise, a firm and at the same time - a necessary tool for design and investment decisions in accordance with the needs of the market and the current economic situation.

In general, business planning provides for the solution of strategic and tactical tasks facing the enterprise.

Formal planning is certainly challenging, but it also provides significant benefits:

Forces leaders to think forward;

Provides the basis for effective management decisions;

Increases the ability to provide the company with the necessary information;

Helps to reduce the risks of entrepreneurial activity;

Leads to clear coordination of actions of all business participants;

Allows you to anticipate expected changes, prepare for a sudden change in the market environment.

1.2 Organization of the business planning process in the enterprise

For the successful organization of business planning in a commercial organization, it is necessary to have four prerequisites (components), which are closely related to each other and constitute the infrastructure of the business planning process of a commercial organization.

First, a commercial organization must have an appropriate methodological and methodological base for developing, monitoring and analyzing the execution of a business plan, and employees of financial and economic services must be qualified enough to be able to apply this methodology in practice. The methodological and methodological basis for drawing up, monitoring and executing a business plan forms an analytical block of the process financial planning.

Secondly, in order to develop financial plans, you need internal information about the activities of the enterprise and external information.

The basis of the information block of the business planning process are:

Economic information - forecast of interest rates, forecast of inflation rates, etc .;

Accounting information - information accounting(balance sheet, statement of financial results, statement of cash flows, annexes to the balance sheet) and management accounting;

Messages from financial authorities, information from institutions of the banking system, information about commodity, currency exchanges and other financial information;

Political information, etc.

In addition, the functioning of the business planning system is carried out within the framework of the current regulatory framework, which includes: laws, decrees of the President of the Russian Federation, messages of the Government of the Russian Federation, orders and orders of sectoral ministries, statutory documents, instructions, etc.

Thirdly, the business planning process is always implemented through the appropriate organizational structure and management system that make up the organizational unit of the process. The concept of the organizational structure includes: the number and functions of the management apparatus, whose responsibilities include the development, control and analysis of the business plan of a commercial organization; a set of structural units that are responsible for the implementation of the business plan.

Fourth, in the process of financial planning and control, large amounts of information are registered and processed. The software and hardware tools used in the process of financial planning and control constitute the software and hardware unit of the financial planning system.

Business planning is an ordered set of stages and actions related to situational analysis of the environment, setting business planning goals, planning (developing a business plan), promoting a business plan to the intellectual property market, implementing a business plan, monitoring it execution.

The following main stages of the business planning process can be distinguished:

1) preparatory stage;

2) the stage of developing a business plan;

3) the stage of promoting a business plan to the intellectual property market;

4) the stage of implementation of the business plan.

Key point preparatory the stage of business planning is the formation of a promising business idea. Business idea - an idea of ​​a new product or service, technical, organizational or economic solution, etc. Sources of new ideas can be:

Consumer reviews;

Products manufactured by competitors;

The opinion of the employees of the marketing department;

Federal Government Patent Publications;

Research and development work carried out. Regardless of how a business idea is received, it is important to carefully weigh and evaluate it to ensure that it can truly form the basis of a successful venture.

After making sure that the business idea is promising, they proceed directly to the development of a business project and decide on the preparation of a business plan. A group of business plan developers is formed, a system of financial support for a business plan is determined and financing for its preparation is opened.

Promotion ideas, project results is complex process transfer of meaningful information. The initial stage of the business plan promotion stage is the organization and presentation of the business plan.

Business plan presentation - a summary of the main provisions of the business plan in negotiations with investors and potential partners.

Stage implementation the business plan covers the period from the decision to invest to the initial stage of the practical implementation of the project, including commercial production.

Implementing a business plan means completing all the work tasks, inside and outside the firm, necessary to move a business project from the business plan stage to the actual production stage.

1.3 Role, practice and unused opportunities of business planning in the RF

Today's Russian market is developing intensively, it is becoming more and more difficult to get super profits, focusing on chance and improvisation. The management of Russian companies will have to learn to work in conditions of more stable but low income levels.

As already noted, business planning organizes and coordinates the management of the enterprise, ensures the development of an action program from the beginning to its completion. Regardless of which business processes are implemented, business planning is a systematic methodology for achieving success for any type of business operation while maintaining acceptable levels of risk. Let us point out three main reasons that cause the need for the development of a business plan for an enterprise's activities:

Providing an objective assessment of the business, taking into account the medium and long-term goals of management;

Making the management of the enterprise successful as a result of using the methodology of business planning and its monitoring;

Creation of conditions at the enterprise in which the ideas introduced by the management are communicated to others in the most accessible and holistic form, and the attraction of often necessary financial resources is ensured.

Preparing a useful business plan is a laborious process that requires certain material costs and the time spent by many specialists of the enterprise, united by a single management and one idea. Therefore, many leaders of Russian enterprises avoid developing business plans, preferring to manage through an intuitive response to emerging situations. It is often said that preparing a business plan does not make much sense in a rapidly changing environment, since the provisions laid down in it become outdated before the start of their implementation. The situation is indeed changing very quickly. At the same time, an effective strategy of firms, along with long-term and medium-term forecasts, involves preparing their management systems to respond quickly to unexpectedly emerging critical situations. Many business problems can be avoided through business planning as they are brought to the attention of management before they become critical.

There is another argument in favor of developing a business plan for the enterprise. For management, the importance of the process of preparing a business plan is just as important as the business plan itself. Instead of learning from costly experiments real life A business plan allows management to avoid a series of fatal mistakes at the cost of several hundred hours of concentrated analytical work. Only understanding this allows you to come to the effective use of business planning in the practice of enterprise management.

There are several stages in the history of business planning in Russia.

Firststage- intensive use by managers of the fashionable concept of "business plan" and the preparation of documents under this name, which have nothing to do with the actual tasks of business planning. The main purpose of their preparation was the attempts of enterprises to attract financial resources from Western creditors and investors. In the overwhelming majority of this, nothing came of it, which to a certain extent discredited the idea of ​​business planning among the leaders of the enterprise. Too quickly, lenders and investors figured out that the submitted materials did not carry any meaningful load and that it was impossible to rely on their conclusions. Let us note in passing that in order to obtain financial resources, a business plan is a necessary but not a sufficient condition.

Secondstage characterized by a wide entry into the market of Russian consulting services in business planning. Here, too, everything developed in different ways: from proposals for the development of a business plan in a few hours to the creation of a full-fledged document, which is necessary primarily for the enterprise itself and suits potential investors and creditors.

Thirdstage is associated with the realization by many business leaders of the usefulness of business planning as a tool for strategic and current management, without which the achievement of serious competitive advantages is possible only by a coincidence, the face of the unique intuition of top managers. Along with the involvement of specialized firms in the development of business plans, dynamically developing enterprises began to master this technology themselves and prepare appropriate projects.

2. Business plan of the organization

2.1 Concept, purpose, objectives and features of drawing up a business plan

Business plan- a short, accurate, accessible and understandable description of the prospective business, an essential tool when considering a large number different situations, allowing you to choose the most promising solutions and determine the means to achieve them.

A business plan is a document that allows you to manage a business, so it can be presented as an integral element of strategic planning and as a guide for execution and control. A business plan is a kind of document that insures the success of a prospective business, at the same time, a business plan is a self-learning tool.

Basicaim development of a business plan is the planning of the company's economic activities for the near and distant periods in accordance with the needs of the market and the possibilities of obtaining the necessary resources.

In modern practice, a business plan has five functions.

The first of them is associated with the possibility of using it to develop a business strategy. This function is vital during the period of establishment of an enterprise, as well as in the development of new directions of activity.

The secondfunction - planning. It allows you to assess the possibilities of developing a new direction of activity, to control the processes within the company.

The thirdfunction allows you to attract funds - loans, credits. In modern Russian conditions, it is practically impossible to carry out any significant project without credit resources, but it is not easy to get a loan. The main reason is not so much the problem of high interest rates, but rather the increased non-performing loans. In this situation, banks are taking a whole range of measures to ensure the return of funds, among which the requirements of bank guarantees, real collateral and others should be noted, but the decisive factor in granting a loan is the presence of a well-developed business plan.

Fourthfunction allows you to attract potential partners to the implementation of the company's plans who wish to invest their own capital or the technology they have in production. The solution to the issue of providing capital, resources or technology is possible only if there is a business plan that reflects the course of the company's development for a certain period of time.

The fifthfunction by involving all employees in the process of drawing up a business plan, it helps to improve their awareness of upcoming actions, coordinate efforts, and create motivation to achieve goals.

In a market economy, there are many versions of business plans in terms of form, content, structure, etc. The greatest differences are observed in the framework of modifications of business plans, depending on the purpose: by business lines (products, works, services, technical solutions); for the enterprise as a whole (new or existing).

There are two main approaches to developing a business plan.

First lies in the fact that the initiators of the project develop a business plan themselves, and receive methodological recommendations from specialists, in particular from potential investors. At second approach, the initiators of the business plan do not develop it themselves, but act as customers. The developers of the business plan are: firms specializing in the field of marketing activities, groups of authors, individual authors.

There are certain peculiarities when developing business plans for different organizations, such as for a single-point and multi-point organization. A single-point organization is understood as an organization ( entity), consisting of one enterprise. Accordingly, an organization consisting of two or more enterprises will be multipoint. When planning the activities of such an organization, plans are first developed for each enterprise, and then the plans are consolidated into one business plan. If the business is starting for the first time, then only the calculated indicators are included in the plan. If the business already exists, then the plan includes the reporting data for the previous year, with which the indicators of the planned year are compared. Business plan for organizations with a large investment project requiring external financing - the most complex view business plan. The first place is taken by indicators characterizing the investment project. Then the usual sections of the business plan associated with the investment project are outlined. A business plan for non-production organizations differs in that instead of a detailed production plan, it briefly outlines the planned list of services (works) that will be provided. In the first place here is the coverage of the conditions for the provision of services (performance of work), the availability of licenses, permits, certificates, ensuring consumer rights. Instead of a production plan, an operational plan is developed, which predicts the funds, premises and resources that will be needed to conduct business in the coming period, as well as the need for materials, labor force, means of communication, etc. The remaining sections of the plan are developed similarly to the plan of industrial organizations.

3. The structure and content of the sections of the business plan

3.1 General structure of the business plan

business plan planning management

Outwardly, business plans may differ from each other, but the composition of their sections remains practically unchanged. That is, it is advisable to propose the following optimal, in our opinion, business plan structure: title page, abstract, confidentiality memorandum, table of contents. Then its main sections: resume, history of the organization's business (description of the industry), characteristics of the organization's business object, analysis of the organization's business environment, marketing plan, production plan, organizational plan, financial plan, risk assessment and insurance, applications.

Let's move on to detailed consideration the structure of the business plan and the content of its sections.

3.2 Cover page, table of contents, confidentiality memorandum, business plan summary

A business plan starts with titlesheet, which usually indicate: the name of the project, the place of preparation of the plan, the author of the project, the name and address of the company, phones, names and addresses of the founders, the purpose of the business plan and its users.

The title page usually contains a confidentiality memorandum. It is compiled with the aim of preventing all persons from disclosing the information contained in the plan and using it solely in the interests of the company that submitted the project.

Also, the title page may contain a requirement to return the business plan to the author, if he does not call for investing in its implementation.

The title page is followed by table of contents- the formulation of sections of the plan, indicating pages and highlighting the most important points in accordance with the characteristics of a particular project.

A business plan may contain annotation, which provides a brief description of the purpose and main provisions of the business plan (0.5-2 pages).

In administered the task of drawing up a business plan and the circle of persons to whom it is addressed are indicated.

Summary(business concept) - a summary of the main provisions of the proposed plan, i.e. information about the planned business and the goals that the enterprise or entrepreneur sets for itself, starting their own business or developing an existing one. The resume is drawn up after writing all the sections of the business plan, as it contains the most basic of all its sections. The resume contains the following data: ideas, goals and essence of the project; features of the offered goods (services, works) and their advantages in comparison with similar products of goods; strategies and tactics for achieving the set goals; qualification of personnel and especially leading managers; demand forecast, sales volumes of goods (services, works) and the amount of proceeds in the next period; the planned cost of production and the need for financing; expected net profit, level of profitability and payback period; key success factors.

3.3 Business history of the organization (industry description)

This section contains basic information about the company and its field of activity. The actual position of the enterprise on the market is assessed, directions of its development for the future are indicated. The type of the proposed business is indicated. The activities that the company intends to engage in or is already engaged in are presented. The positive and negative aspects of the location of the enterprise are described. This section also contains an overview of the industry. The section ends with the formulation of the mission and goals of the enterprise and the definition of the business strategy.

3.4 Characteristics of the organization's business object

This section provides a description of the company's products from the point of view of the consumer. For this purpose, the following information is provided: the needs satisfied by the product; quality indicators; external design; comparison with other similar products; the main directions of product improvement.

3.5 Marketing plan

Marketing- a system for organizing the activities of the company for the development, production and sale of goods and the provision of services based on a comprehensive study of the market and the real needs of buyers in order to obtain high profits.

The main marketing principle is the orientation of the final production results to the requirements and wishes of consumers.

This section, called "Marketing Plan", explains the main elements of the plan in terms of goods, markets, development of various industries. This section contains information about: what marketing strategy is adopted by firms; how the goods will be sold - through their own company stores or through wholesale trade organizations; how the prices for the goods will be determined and what level of profitability on the invested funds is supposed to be realized; how it is supposed to achieve growth in sales - by expanding the sales area or by looking for new forms of attracting buyers; how it is supposed to achieve a good reputation of the goods and the company itself in the eyes of the public.

3.6 Production plan

This section of the business plan is prepared only by the firm that is or will be engaged in production. For non-manufacturing firms, the need for long-term assets, working capital and the cost forecast are determined in the "Financial plan" section.

Depending on the type of business in the production plan, a brief description of the features of the technological process of manufacturing products or rendering services is given. The production plan is formed on the basis of the sales plan for the products and the projected production facilities of the enterprise. The developers of the business plan in this section must show that the enterprise can actually produce the required amount of products in the right time frame and with the required quality.

The structure of this section may be as follows: production technology, production cooperation, control of the production process, environmental protection system, production program, production capacity and their development, the need for long-term assets, the need for current assets, cost forecast.

3.7 Organizational plan

This section of the business plan is devoted to the management system of the company and its personnel policy. The structure of the section can be as follows: organizational structure, key management personnel, professional advisers and services, personnel, personnel policy of the company, timetable, social development plan, legal support of the company.

Organizationalstructure is a method and form of uniting workers to achieve the production and management goals set for the enterprise.

3.8 Financial plan

This section of the business plan examines the issues of financial support for the company's activities and the most efficient use of funds (own and attracted) based on an assessment of current financial information and a forecast of the volume of sales of goods and markets in subsequent periods, i.e. it presents a reliable system of data reflecting the expected financial performance of the firm.

It is from this section that the manager learns about the profit that he can count on, and the lender - about the ability of the potential borrower to service the debt.

This section presents data: a statement of financial results, a balance of cash expenses and receipts, a forecast balance of assets and liabilities (for an enterprise), a break-even analysis, a financing strategy.

3.9 Risk assessment and insurance

The activities of business entities are constantly associated with risk. There are various definitions of the concept "risk", in its most general form, risk can be defined as the likelihood of some undesirable event occurring or, which is the same thing, the possibility of conditions occurring that lead to negative consequences.

There are different types of risk. Traditionally considered:

1. Marketrisk- the risk of a decrease in the value of assets due to changes market factors... For example, will there be a market in the future, will it grow at a rate that will help the business, if the firm's gross margin is sufficient to withstand a price war, if any.

2. Riskcompetingtechnologies( Whether a competitor can develop technology that will make yours obsolete; whether any new technology can prevent the enterprise from successfully fulfilling its plans).

3. Riskcompletionortechnicalrisk( Is the proposed project, technology or subject matter reliable enough to make everything work as intended).

4. Externalrisk(what is the likelihood that someone or something (government, trade unions, subcontractors, transport, etc.) will stop or slow down the business).

5. Interiorrisk( whether there are enough personnel for the enterprise to function normally; if not, is it possible to get it on time and on favorable terms).

6. Politicalrisk(there is, or is expected, any government regulation that could interfere with the success; will mandatory approvals from special authorities, such as environmental protection, health authorities, etc., be obtained, when required).

7. Resourcerisk(whether there will be a sufficient number of customers, materials or products for a period significantly exceeding the maturity of the costs of financial resources; whether the partners have sufficient financial, human and intellectual resources to fully complete the intended project).

8. Riskcapitalinvestments(whether inflation, changes in exchange rates or government policies can significantly affect the volume of investments; what is the likelihood that, as a result of these changes, the company will lose its capital in whole or in part).

9. Risklossesproperty- exposure of the property of the enterprise, including real and "invisible" assets, to the risk of complete loss or damage (fire, theft).

10. Risklossestime- arises in connection with the possibility of disruptions and interruptions in the functioning of your business or delays in receiving payments for investments made.

11. Risknon-performancecommitments- includes the responsibility of the enterprise to customers, people involved in your business, to those who use or rely on your products or services, and to society in general.

12 . Pproductionrisk. The meaning of production risk lies in the fact that at the time of the establishment of the enterprise, its owners, in fact, make a strategically important and, at the same time, a very risky decision - to invest in this particular type of business. If the choice of business turns out to be wrong, then the owners will incur significant financial and temporary losses;

13. Ffinancialrisk. In this case, we are not talking about the riskiness of the choice of investing capital in certain assets, but about the riskiness of the policy in relation to the advisability of attracting certain sources of financing for the company;

14 . Rclaimdeclineshoppingcapabilitiesmonetaryunits. Its meaning is that inflation can lead to a decrease in business activity, profits, profitability, etc .;

In a market economy, a business plan is a working tool used in all areas of entrepreneurship. The business plan describes the process of functioning of the company, shows how its leaders are going to achieve their goals and objectives, primarily to increase the profitability of work. A well-developed business plan helps the company grow, gain new positions in the market where it operates, long-term plans their development, the concept of production of new goods and services and choose rational ways of their implementation. The business plan is a permanent document; it is systematically updated, changes are made to it related to both changes taking place within the organization and changes in the market where the firm operates, as well as in the economy as a whole. A business plan, as a rule, is drawn up by each company, although the possibilities for preparing such documents may vary: a small firm may engage specialist consultants to develop a business plan. Thus, a business plan is not only an internal document of a firm, but can also be used to attract investors and creditors. Before risking some capital, investors must be confident in the solvency of the project and are aware of its effectiveness. To achieve the greatest success in the market of goods and services, including the international one, it is necessary to competently, rationally plan your activities through business planning, first of all taking into account the peculiarities of the Russian economy.

Bibliographic list

1. Barinov, V.A. Business planning: Uch. allowance. 3rd ed. M .: FORUM, 2010.256 p.

2. Textbook for universities / Ed. V.M. Popova, S.I. Lyapunov, S.G. Mlodica. Moscow: Finance and Statistics, 2012.816 p.

4. Chernyak, V.Z. Business planning: Textbook for universities. - M. UNITI-DANA, 2013.470 p.

5. Shevchuk, D. A. Business planning: textbook. allowance / D. A. Shev-chuk. Rostov n / a: Phoenix, 2011.208 p.

6. Orlova, E.R. Business plan: the main problems and mistakes that arise during its writing / E.R. Orlova. 2nd ed., Rev. and add. Omega-L, 2012.152 p.

7.Lipsits, I.A. Business plan is the basis for success: Practical guide / I.A. Lipsitz - 2nd ed., Revised. and add. M .: Delo, 2012.112 p.

8. Platonova, N. A. Planning the activities of the enterprise / N.A. Platonova, T.V. Kharitonov. Moscow: Business and Service, 2010.432 p.

9. Collection of business plans: a practical guide / ed. Yu.N. Lapygin. M .: Omega-L, 2012.310 p.

10.Moroshkin, V.A. Business planning: Tutorial/ V.A. Moroshkin, V.P.Burov. M .: FORUM: INFRA-M, 2009.256 p.

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