Lecture number 1. The content and organization of business planning in the enterprise

1. Theoretical foundations of business

Word "business" (from English business) means any occupation, business that generates income. A person doing business is a businessman (from the English businessman), that is, a businessman, merchant, entrepreneur. In the new economic reference books, 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). Also, the concept of "business" can be considered as a synonym for the concept of "entrepreneurship". Entrepreneurial activity, entrepreneurship is an initiative independent activity of citizens and their associations, aimed at making a profit, carried out by citizens at their own risk and under property liability within the limits determined by the organizational and legal form of the enterprise.

In this way, business is the income-generating activity of citizens who own property. Besides, business - this is also a set of relations between all its participants, forming a team of like-minded people in order to generate income, profit, development of a company, enterprise, organization. The following groups of people act as business participants:

1) actually Entrepreneurs, i.e. persons carrying out initiative activities at their own risk, under their economic and legal responsibility, as well as collectives of entrepreneurs. The business interest of business participants of the first group - income generation - is realized through the production and sale of products. In the course of their activities, they enter into business relationships, as well as relationships with other business participants, eventually forming the sphere of entrepreneurial business. The latter includes three components: production, commerce (trade) and commercial mediation.

Business cannot be reduced to commerce (trade) and commercial mediation. Business is, first of all, production, which is the basis of any economy;

2) individual and collective consumers of productsoffered by entrepreneurs, as well as groups of consumers forming their own unions, associations, etc.

The business interest of the participants in the business of this group is the acquisition of goods and services. It is implemented through establishing contacts with manufacturers and sellers of products on the basis of mutual benefit. If for entrepreneurs the benefit is income, then for consumers it is a product or service that satisfies their needs. Realizing their consumer interests, this group of business participants forms the sphere of consumer business;

3) workers engaged in labor activity hired, contracted or otherwise, as well as their trade unions. The business interest of business participants of the third group - deriving income - is realized through work in a firm, organization, enterprise. If for entrepreneurs the benefit in transactions is the final income of the company, then for employees it is the personal income received as a result of the work performed. Realizing their interests, this group of participants forms the sphere of labor business;

4) government bodies, institutions and organizationswhen they act as direct participants in transactions. We are talking about providing government orders to entrepreneurs, determining prices, the composition and volume of benefits for their implementation, etc. In such cases, government bodies are equal partners of other business participants. The business interest of the participants in this group is the implementation of national programs (scientific-technical, scientific-production, social, etc.) in order to meet the needs of both the state as a whole and all its citizens. The principle of mutual benefit in such transactions is as follows. Firms are encouraged by the state to participate in these programs, and the state gets the opportunity to implement them in practice, ultimately forming the sphere of state business.

Business as a system is a phenomenon endowed with four properties - expediency, integrity, inconsistency and activity.

Expediency means that a business gives any element within it a rational focus on the beginning that unites these elements - generating income, profit. The highest goals of business are usually derived from the requirements of the so-called law of free competition. Higher goals, in turn, are subdivided into more specific goals, acting as means of obtaining the first. Integrity means that business permeates all spheres, sectors, territories and elements of the economy to the extent necessary for the full realization of its highest goal - increasing profits. In other words, business should freely penetrate into those areas that are vital for it in the given conditions. Prohibitions and restrictions should be kept to a reasonable level. Business cannot be imagined without its environment and main elements, which include management, marketing, financial system, law, etc.

Controversy means that business must be made up of contradictions, as they are the source of all development. In business, one can observe many contradictions: between entrepreneurs and employees, consumers and producers, entrepreneurs and trade unions or public authorities. Under normal conditions, all these contradictions serve as sources of business development, strengthening and strengthening its integrity. However, in conflict situations that go beyond reasonable public control, events full of historical drama are possible and are known, not only not strengthening, but, on the contrary, significantly weakening the business system. These are socio-political upheavals, civil wars, etc. They sometimes lead to a complete loss of the fundamental foundations of business: private property, competition and the economic freedom of a citizen.

Activity means that business is a social phenomenon, closely related to social systems and people's activities. Each of the entrepreneurs must freely and on a legal basis choose their own business, without causing unlawful damage to other people, without preventing them from developing their business. Reasonable activity of business people is usually realized in the wealth of individuals and society, the size of the gross national product of the country, the republic, the standard of living of citizens, the attractiveness of a particular country for living in it.

Modern business is not just a system that has the necessary features of expediency, integrity, inconsistency and activity. Business is also an internally regulated or self-regulating system. Entrepreneurs are interested not only in free competition with each other, but also in harmonizing certain aspects of their market behavior. Modern highly developed production pays a high price for individual erroneous steps in business. The bankruptcy of even a medium-sized enterprise means hundreds of laid-off workers, the loss of millions of capital, failure to fulfill contractual partnership obligations, the shutdown of related industries, etc. If the chain of such adverse events closes into a single whole, then this can cause a crisis of destructive power, when economic losses exceed business benefits. The Western world learned this long ago, having experienced the strongest lesson in this respect, which was the economic crisis of 1929-1933. At that time, the shocks of the economy of Western countries were so great that unemployment and inflation called into question the very expediency and preservation of business as a system. This, together with other factors, eventually gave rise to a craving for National Socialism, a total center, central planning in the former USSR, as well as a critique of Western market values. At the same time, many Western scientists came to the conclusion that business should not be curtailed, but regulated, helping it to realize everything for which it is considered a socially valuable phenomenon.

State institutions (bodies, committees, parliamentary commissions) in developed countries act as arbitrators in the case of escalation of conflicts between entrepreneurs and workers. The rules of the game in business are aimed at counteracting the monopolization of the economy, unfair competition on the part of entrepreneurs, public sector enterprises, and employees. Opposition is given to those firms that try to impose their entrepreneurial interests on the other side, reducing the overall efficiency of business in the industry or the economy as a whole. In the same way, resistance is also exerted by the unemployed part of the population and trade unions, which demand through their socially organized actions (strikes, bundling, rallies, etc.) that firms and state bodies take decisions that sharply reduce the efficiency of the national economy.

In addition, business is a developing phenomenon, as it is associated with the direction of profit. And profit, as a rule, can be obtained where the demand for goods and services is not saturated and ultimately stimulates the development of new professional areas of production. As a result, the business is rejuvenated, pouring its capital to where profits are higher than in traditional areas.

At a certain stage of the country's economic development, one or another business factor becomes relevant. For the development of the country's economy, it becomes important to improve production based on new technologies, increase the efficiency of the sphere of sale of goods, greening production. According to the totality of currently priority factors of economic development, specialists are revising their approaches to business, developing its new concepts. Of course, they also absorb earlier ones that have proven their effectiveness. It expands the theory and practice of business. For example, in the US, UK and Germany, priority is now being given to such factors as the growth of free time, intra-company strategic planning.

Since the basis of business is private property, depending on its types, the main forms of business are also distinguished.

In the 1980s There has been a boom in entrepreneurship for many reasons, including:

1) the entry of the world economy into the next stage of scientific and technological revolution;

2) aggravation of competition;

3) raising the level of education of personnel.

A huge role in a number of countries, including Japan, was played by the removal of barriers to the inter-sectoral flow of capital, which were laid down in the principles of sectoral regulation.

In the 1980s the concept of intrapreneurship as a specific intra-company entrepreneurship appeared. Intrapreneurs are innovators who have achieved the realization of their innovative ideas and brought their company big profits. The main features of intrapreneurship are:

1) a high degree of innovation orientation;

2) release of competitive products;

3) application of advanced management principles;

4) encouragement of innovation.

The creation of a favorable business climate is largely facilitated by the business infrastructure: business unions and associations, consulting and information centers.

Thus, the formation of market relations in the country began in the absence of many elements and signs of the market. Among the factors contributing to the creation of a favorable business climate, usually include:

1) stability of the state and social policy aimed at supporting entrepreneurship;

2) a preferential tax regime that provides incentives for opening new businesses or growing existing ones;

3) measures facilitating the flow of financial resources into the business sector;

4) creation of innovation and implementation centers financed both by the state and private business;

5) organization of advisory centers on management, marketing, advertising, courses and schools for the training of entrepreneurs;

6) availability of an effective system for the protection of intellectual property, innovative ideas, know-how;

7) simplification of procedures for regulating economic activities by state bodies (reduction of reporting forms, simplification of the rules for registering companies);

8) improving the quality of the labor force (education, qualifications);

9) provision with information technology, means of communication;

10) dissemination of such socio-psychological guidelines as success, personal and group responsibility.

It is believed that the following factors have a negative impact on the development of entrepreneurial activity:

1) high tax rates;

2) insufficiently high level of subsidies and the amount of investments;

3) low rate of accumulation;

4) inflation;

5) excessive state regulation;

6) low level of education;

7) hostile attitude towards the private sector;

8) high costs of maintaining the state apparatus;

9) growth in the share of the service sector;

10) change in moral values;

11) the psychology of exclusivity.

2. The essence and importance of business planning in enterprise management

Business planning (business planning) - an independent type of planned activity, which is directly related to entrepreneurship.

Under market conditions, it is unrealistic to achieve sustainable business success if you do not plan its development effectively, do not constantly accumulate information about your own state and prospects, about the state of target markets, the position of competitors on 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 sources for obtaining them, to be able to identify the efficiency of resource use in the process of the enterprise.

Previously, in the presence of state administration, planning was purely centralized, the only thing left for enterprises was the fulfillment of tasks and plans that came from above.

Today, most commercial firms do not have officially adopted plans, and there is no necessary planning mechanism: various kinds of norms, regulations, etc. Planning is replaced by various kinds of decisions of the owner on certain areas of economic activity, which, as a rule, are calculated for the next period of time and are not forward-looking. This is due to the rapid change in the market situation in the country and economic conditions, the small number of administrative staff in small enterprises, the authority of managers of large enterprises with solid experience in economic management, although practice often confuses such managers.

Quarterly and annual financial statements are submitted in accordance with the Order of the Ministry of Finance, statistical reporting - at the direction of the State Statistics Committee, etc. As for business planning, there are no specific requirements or guidelines for the development of business plans yet. About the mistakes made, miscalculations and losses of entrepreneurial activity becomes known only after the preparation of the quarterly balance sheet. However, detailed analytical reviews of the balance sheets are not prepared, so timely measures to correct the situation are not taken. Partly for this reason, the majority of enterprises found themselves in a difficult financial situation (or generally insolvent), including trade, public catering and other types of services, although in these industries the problem of non-payment should, it would seem, be the least of all worries.

So, making various kinds of current decisions, even the most timely ones, does not replace planning, which, in comparison with decision-making, is a managerial activity of a much higher order.

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

Formal planning certainly requires effort, but it also provides considerable benefits:

1) makes managers think ahead;

2) provides the basis for making effective management decisions;

3) increases the ability to provide the company with the necessary information;

4) helps to reduce the risks of entrepreneurial activity;

5) leads to clear coordination of actions of all business participants;

6) allows you to anticipate the expected changes, prepare for a sudden change in the market situation.

3. Organization of the business planning process at the enterprise

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

Firstly, a commercial organization must have an appropriate methodological and methodological base for the development, control and analysis of the implementation 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 the preparation, control and execution of a business plan forms an analytical block (or component) of the financial planning process.

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 (component) of the business planning process are:

1) economic information (forecast of interest rates, forecast of inflation rates, etc.);

2) accounting information (accounting information (balance sheet, income statement, cash flow statement, appendices to the balance sheet) and management accounting);

3) reports of financial authorities, information of institutions of the banking system, information of commodity, currency exchanges and other financial information;

4) 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 services 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.

Fourthly, in the process of financial planning and control, large amounts of information are registered and processed. The software and hardware 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, implementing planning (development of a business plan), promoting a business plan to the intellectual property market, implementing a business plan, monitoring its execution.

The following main stages of the business planning process:

1) preparatory stage;

2) the stage of developing a business plan;

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

4) the stage of implementation of the business plan.

The key moment of the preparatory stage of business planning is the formation of a promising business idea.

Business idea - this is the idea of ​​a new product or service, technical, organizational or economic solution, etc. Sources of new ideas can be:

1) consumer feedback;

2) products manufactured by competitors;

3) the opinion of employees of the marketing department;

4) federal government publications on patents;

5) ongoing research and development work.

Business plan presentation is a summary of the main provisions of the business plan in negotiations with investors and potential partners. The company and its products, the market - customers and competitors, marketing strategy, financial priorities, the team that will carry out this plan (key management personnel), the size of the loan or equity required and the purposes for which this money will be directed, size, conditions and the timing of the investment - this is a list of the main issues covered at the presentation of the business project.

To increase the effectiveness of the presentation, a copy of the business plan is sent to potential investors and partners in advance so that they can read it before the start of negotiations. During the presentation, it is necessary to use visual material (product samples, photographs, graphs, diagrams, etc.). The presentation should take the form of a dialogue, not a lecture. It is better if the presentation is conducted personally by the head of the enterprise with the involvement of specialists.

The presentation precedes the start of negotiations with potential investors and partners for the implementation of a business project. In the course of negotiations, the terms and conditions are negotiated and contractual relations are formalized. Based on the results of the negotiations, appropriate adjustments are made to the business plan. The start of negotiations with investors is preceded by the stage of auditing the business plan.

The procedure for auditing a business plan by external investors is carried out according to a certain scheme, which, as a rule, includes six stages:

1) assessment of the characteristics of the applicant company, analysis of the industry of its activity. First of all, it is established whether the industry where this project will be implemented is among the priorities for the investor. Next, the position of the applicant firm against the background of its industry is determined;

2) analysis of the terms of the investment agreement (the form of borrowing and repayment of the loan, collateral, guarantee of repayment of loan funds);

3) analysis of the last balance sheet (determining the degree of financial stability and liquidity, valuation of assets and liabilities, checking the adequacy of own working capital, calculating the level of coverage ratio). The ratio "borrowed capital - own capital" must be determined. In world practice, it is usually avoided to give funds to firms in which this ratio exceeded 4, and if the firm is small, then even with the value of this indicator equal to 3;

4) assessment of the management team of the applicant company;

5) identifying the features of the project;

6) general analysis of the business plan.

Only after completing the work on the first five stages and receiving a conclusion on the advisability of further consideration of the project, they proceed to the sixth stage - a general in-depth study of the business plan. The audit of the business plan ends with the adoption or rejection of a decision to invest it.

The stage of implementation of 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 in and out of the firm that are necessary to move a business project from the business plan stage to the actual production stage.

Planning the implementation of a business project and budgeting include the following main tasks:

1) determining the type of work tasks in the firm and outside it;

2) determining the logical sequence of events in work tasks;

3) preparation of a schedule for the implementation of tasks;

4) determination of resources for solving problems;

5) preparation of the implementation budget and the flow of funds that will finance the business plan;

6) documentation of all data on the implementation of the business project.

Thus, the implementation plan contains a schedule that combines the various stages of the implementation of the business plan into a sequential scheme of actions:

1) financial planning;

2) organizational design;

3) acquisition and transfer of technologies;

4) preparation of application documents;

5) submission of proposals;

6) negotiations and conclusion of contracts;

7) acquisition of land;

8) construction work;

9) installation of equipment;

10) purchase of materials and raw materials;

11) pre-production marketing;

12) training and appointment;

13) launch and start of production;

14) maintenance and development of production.

The audit of the business plan ends with the adoption or rejection of a decision to invest it.

For the practical implementation of business planning as a process, it is important to observe the following principles:

1) flexibility, meaning constant adaptation to changes in the environment in which the organization operates;

2) continuity, providing for the rolling nature of planning;

3) communication, which is understood as coordination and integration of efforts (everything must be interconnected and interdependent);

4) interactivity, which implies the creative nature of planning and the repeated elaboration of already drawn up sections of the plan;

5) multivariance, providing for the choice of the best of the alternative possibilities for achieving the set goal;

6) participation, suggesting the importance of the planning process itself in terms of involving all possible participants in the future organization in it;

7) the adequacy of reflecting real problems and self-assessment in the planning process.

4. The role, practice and unused opportunities of business planning in the Russian Federation

Foreign practice of managing enterprises that have achieved significant success in business, among the many methods of management used, uses business planning. The leaders of these enterprises have mastered the main methodological approaches to business planning and effectively implement the system logic embedded in them in their daily management activities. With the help of business planning, they learned to identify the main development priorities, control and effectively manage resources, anticipate likely changes in the business, and resolve financing issues. Systematically conducted studies of the activities of foreign firms show that the reasons for the vast majority of company bankruptcies are miscalculations or lack of business planning.

However, the use of business planning to develop and justify management decisions in Russian enterprises is the exception rather than the rule. Many entrepreneurs do not yet have the opportunity, and some simply do not know how to engage in business planning for horizons at least within a year. Practice shows that most managers still do not own the methodology and philosophy of business planning and are skeptical about its usefulness. At the same time, the need for a radical change in management is long overdue. A significant part of industrial enterprises "lays down", while light and food industries revived mainly on the wave of increased market conditions. At the same time, the same inefficient management is applied in them. Possible unfavorable changes in the situation and economic conditions in the country, the underdevelopment of the Russian financial and credit markets will not allow the "frozen" management of even successful enterprises to maintain their potential.

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 levels of income.

As already noted, business planning organizes and coordinates the management of the enterprise, ensures the development of an action program from start to finish. Regardless of what business processes are being implemented, business planning is a systematic methodology for achieving success for any type of business operation while maintaining acceptable levels of risk. We note three main reasons that cause 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) creation of conditions at the enterprise, under which the ideas introduced by management in the most accessible and holistic form are communicated to others and the attraction of often necessary financial resources is ensured.

Preparing a useful business plan is a time-consuming process that requires certain material costs and time spent by many specialists of the enterprise, united by a single leadership and one idea. Therefore, many managers of Russian enterprises avoid developing business plans, preferring to conduct management through an intuitive response to emerging situations. It is often said that the preparation of a business plan does not make much sense in a rapidly changing environment, since the provisions laid down in it become obsolete before they begin to be implemented. The situation really often changes very quickly. At the same time, the effective strategy of firms, along with long-term and medium-term forecasts, involves preparing their management systems for prompt response to unexpected critical situations. The practice of management has developed a number of techniques and methods to overcome the consequences of unexpected changes. In order to successfully resist the environment, the complexity and speed of decision-making in the firm must match the complexity and speed of changes occurring in this environment. Thus, if management does not want to complicate management systems to a level that corresponds to environmental conditions, it must go along the line of simplifying the company's strategic position, leaving unstable areas of activity. Many business problems can be avoided by business planning because they can be brought to management's attention before they become critical. It is also important here that the business plan will assess not only the costs of organizing such events and the effects of the decisions made, but also the risks of possible losses.

Thus, the complexity of a business plan should be determined by the complexity of the business it describes. In addition to the facts inherent in a given enterprise, a business plan usually contains information, analytical conclusions and forecasts that reflect both objective facts characterizing the business and subjective ideas of the enterprise's management about the development of the situation. It's unavoidable. Having developed a business plan, the firm's management fixes a policy that includes a set of investment decisions and assumptions regarding the future activities of the company, the consequences of which can affect over a fairly long period of time. If such decisions are based only on information about the current state of the business, then miscalculations and, ultimately, economic losses will inevitably be made. Therefore, the value of a prospective analysis of the consequences of such decisions for the enterprise is extremely high.

Management activities deal with limited resources. The business planning process helps to think through and prioritize management efforts among the problems to be solved, rationally allocate the required resources and optimize the economic performance of the company. It is better to postpone an ill-conceived activity that requires significant resources than to face a failure situation due to a lack of resources in the implementation process. As a rule, the main resource is financial resources, the lack of which often leads to a revision of the company's strategy. This is where the financial section of business planning plays a key role. The use of model support in the development of solutions reduces the management of an enterprise to an essentially algorithmized process, similar to the management of a complex technical system.

Thus, the business plan, together with the model, becomes a tool for predicting the results of the enterprise and management. Participation in the process of implementing the business plan of management personnel of different levels helps them to determine their role in the business and improve the efficiency of operations and mutual coordination, and ultimately trains and develops the organizational skills of management. Management training in a market environment is essential for effective development.

In this regard, there is another argument in favor of developing a business plan for the enterprise. For management, the value of the process of preparing a business plan is no less important than the business plan itself. Instead of learning from costly real-life experiments, a business plan allows management to avoid a series of fatal mistakes at the cost of several hundred hours of concentrated analytical work. Only an understanding of this allows us to come to the effective use of business planning in the practice of enterprise management.

Author: Beketova O.N.

>> Forward: Business plan of the organization (The concept, purpose, objectives and features of drawing up a business plan. The difference between a business plan and other planning documents)

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