Business plan for a consulting company pdf. How to start a consulting firm

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Introduction

In Western companies, for a long time, to solve problems that cannot be solved, or are not able to solve internal managers ("thumbs up in the head"!), They invite third-party specialists (consultants). And it's not even that they are smarter than internal managers, they just don't "thump" in their heads!

In the developed countries of the world, consulting has long turned into an industry with multibillion-dollar turnover. The annual turnover of US consulting firms exceeds the entire volume of Russian exports, including oil. One of the largest multinational consulting companies in the world last year spent $500 million on air tickets alone. International consulting companies form their staff from the best graduates, the best business schools in the world and retired senior management of companies. No wonder one of the most famous consulting companies in the world is called Ernst & Young. Between these poles, consulting companies employ the best specialists and professionals in almost all areas of business.

In developed countries, there is even such a thing as "consultant-to-weight ratio", which is determined by the ratio of the total number of inhabitants of the country to the number of consultants. In Japan, this figure is 2.5 thousand people, in the USA - 4.5 thousand people, in Western Europe - 12.5 thousand people, in developing countries - 250-300 thousand people.

But what about in Russia? The Russian consulting market is very quickly following the path that Western markets have gone through in their development, however, a certain time gap remains. What managed to get out of the "consulting fashion" in the West, Russian companies are just beginning to master. The first consulting companies emerged with the help of various technical assistance programs, which were implemented in large numbers in the 90s of the last century. The majority of domestic consultants grew up on Western textbooks, processing the accumulated foreign experience for application in Russian conditions.

Despite its relative youth, Russian consulting is already declaring itself a full-fledged player in the space Russian business. There are a number of purely Russian companies that provide highly professional services on a variety of issues related to the operation of enterprises and organizations. Own technologies, methods and techniques have been developed, experience in consulting activities has been accumulated, professional associations are being formed, schools for training consultants are operating, standards are being developed and implemented professional activity consultants.

However, at the same time, a significant share of the consulting services market is not yet occupied, which is connected both with the economic situation in the country itself, which relatively recently began to contribute to an increase in business activity and the promotion of any innovative projects, and with the awareness of the company's management of the acceptability of contacting consultants . Thus, if there is an openness to entry into the consulting market and free market niches on it, then a completely logical question arises: “Why shouldn’t we create our own consulting firm?” An attempt to answer this, as well as related questions, is the present work.

But it is impossible to move on to the next sections without explaining what consulting is.

Consulting is professional assistance from external specialists to managers and management personnel of various organizations (client) in analyzing and solving problems of their functioning and development. As a rule, this assistance is implemented in the form of consulting projects, which include diagnostics, action planning and decision making, implementation of selected solutions, project completion and monitoring of the implementation of implemented recommendations.

After all conceivable clarifications and acquaintances, we proceed directly to the very characteristics of a consulting firm.

1. Generalcharacteristicfirms.ExternalandinternalWednesdayfirms.Modelfunctioning.Structurefirms

A preliminary description of any company can be given by an analysis of its organizational-legal and organizational-economic forms, which give an idea of ​​the goals and objectives of the company.

The most acceptable forms of organization for a consulting firm are a limited liability company (according to the organizational and legal form) and a single enterprise (according to the organizational and economic form). Selection factors are outlined in Table 1.1 below.

Table 1.1. - Substantiation of the organizational-legal and organizational-economic form

To create a new enterprise, it is necessary to go through a number of mandatory steps. The procedure for creating a new enterprise is presented in Scheme 1.

At the initial stage of creating a new enterprise, the composition of the founders is determined, and constituent documents are developed: the Charter of the enterprise and the Agreement on the establishment and operation of the enterprise, indicating its organizational and legal form. Along with this, protocol No. 1 of the meeting of the company's participants on the appointment of the director and chairman of the audit commission is drawn up. Then a temporary bank account is opened, where at least 50% of the authorized capital must be received within 30 days after the registration of the enterprise. Further, the enterprise is registered at the place of its establishment in the local authority.

Scheme 1. - Organization of a new enterprise

In accordance with the new procedure for state registration of legal entities, upon creation, the applicant will be required to visit only one registering body - the inspectorate of the Ministry of the Russian Federation for taxes and fees. For state registration, the following documents are submitted to the relevant authority:

application of the founder (or founders) for registration;

the charter of the enterprise;

· Agreement of founders on the establishment and operation of the enterprise;

Minutes of the meeting of the founders;

· certificate of payment of the state fee (in the amount of 2000).

Intelligence about founders - physical persons:

Copies of passports;

Postal code of residence;

Telephone;

The amount of contribution to the authorized capital;

Copy of TIN (if any).

For individuals who are not citizens of the Russian Federation, the provision of an identity document.

Intelligence about general director:

Copy of the passport;

Postal code of residence;

Telephone;

Copy of TIN (if any).

Intelligence about main accountant:

Copy of the passport;

Postal code of residence;

Telephone;

Copy of TIN (if any).

Intelligence about bank, in which planned open estimated check:

Name (if known - address, phone number);

Notarized power of attorney for opening a savings account (required by Sberbank).

After registration is completed and included in the Unified State Register of Legal Entities, the enterprise receives a registration certificate and an information letter from the State Statistics Committee on the assignment of codes of the All-Russian Classifier of Economic Activities.

At the final stage of creating a new enterprise, its participants make their full contributions (no later than one year after registration), open a permanent bank account, order and receive a round seal and a corner stamp. Since then, the company has been operating as an independent legal entity. The company can start working (conclude agreements) from the moment of state registration with the Tax Inspectorate, even if the current account has not yet been opened.

The most important condition for understanding this or that activity is the ability to correctly determine the object and subject of this activity. Methodologically, the object of the company can be defined as what it is aimed at (products, services), and the subject - as a source of directed activity, meaningfully represented by individuals or groups of individuals who, in their activities, implement independently developed programs. The composition of the objects and subjects of the consulting firm is presented in table 1.2.

Table 1.2 - Objects and subjects of the firm

Table 1.3 - Characteristics of the external environment of the firm

Table 1.4. - Feature internal factors

Any company in the course of its activities faces risks. Risk is considered to be an action at random in the hope of a lucky break. Characteristics risk - uncertainty, surprise, uncertainty, the assumption that success will come.

For the successful functioning of the enterprise, timely risk analysis, their forecasting and identification of ways to reduce them are necessary. At the same time, it must be remembered that each individual enterprise is characterized by its own group of risks. The risks that characterize the activities of a consulting firm, as well as ways to reduce them, are presented in table 1.5.

Table 1.5. - Risk profile

In view of the specifics of our company's activities, special attention in the column "risks" is occupied by risks associated with the reliability and accuracy of the information provided by us. To reduce such risks, our firm uses a special risk management model for large projects.

Within the framework of this model, the project is considered as a set of interrelated processes, which are grouped into phases (the stages of the project implementation, at which any intermediate results are achieved).

When developing reports, there are many reasons that lead to risks: mistakes in choosing a project strategy, unclear goals and objectives, changes in external and internal requirements, etc.

Table 1.6 - Risks directly related to the conduct of certain projects, and methods for reducing them are described in the table

The specifics of a consulting firm is that its product, in essence, is information, and at the same time, the main resource for the provision of services is also information, but not processed (without appropriate analytical and practical conclusions). The appropriate transformation requires the use of other resources listed in Table 1.7.

Table 1.7 - Inputs and outputs of the firm

There is a whole system of methods for determining prices. Firms consider price as a variable and important factor, so they are very careful about its purpose. When choosing a method for determining prices, the following considerations are usually taken into account. If the price is set too high, demand will be limited. If you set the price too low, then the profit will be small or not at all. The possible price is determined by the cost of production, the prices of competing and substitute products, the unique advantages of the product in comparison with other products. The maximum price is determined by the unique advantages of the product, the minimum - by production costs, the average - by competition.

The system of pricing methods includes the following groups of methods:

Determination of prices based on production costs;

Determination of prices with a focus on the value of the goods;

Determination of prices with a focus on competition;

Let's take a closer look at these groups of methods using Table 1.8.

Table 1.8 - Pricing methods

So, we have decided on a group of methods for determining prices, but it is necessary to choose the most suitable one for our consulting firm.

In world practice, four main forms of pricing for consulting services have been adopted:

1) time payment;

2) fixed undifferentiated payment;

3) a percentage of the cost of the object of consultation or result;

4) combined payment.

All these prices are market prices, i.e. established through competition and negotiation. There are no nationwide price lists for consulting services, but pricing is always based on some reasonable considerations, arguments and justifications. The client must have information about pricing in the consulting market in order, on the one hand, not to overpay, and on the other hand, so as not to alienate qualified consultants with a low assessment of their work. The latter for Russian conditions is especially great importance, since business leaders are far from always in the mood to pay money "for words and papers."

When determining payment for all of the above forms, it should be borne in mind that consultants sell a product that they produce not only while they are at your enterprise, but also during preliminary work. It is known that the average consultant spends only 120 days per year on specific projects. But this does not mean that the remaining 245 days, i.e. 2/3 of the year, he is resting. At this time, he accumulates the intellectual capital that he invests while working on a specific project at your enterprise. Otherwise, he would not be a consultant.

In addition, as already noted, the payment of the consultant's work does not mean his salary. Usually consultants are united in firms, for the maintenance of which (rent of premises, equipment, management and technical staff, purchase of information, etc.), as well as for profits and taxes, a certain part of the money received from the client goes. This value can be up to 70-80%, so the price of consulting services is not a payment to the consultant, but a payment to the firm for the use of its consultants. (If we are talking about paying an individual consultant, then it should still include his expenses for equipment, the purchase of information and other paid services).

1. Time payment

It is carried out on the basis of calculating the amount of working time that needs to be spent on the implementation of a consulting project (in man-hours, man-days or man-months) and the cost per unit of working time of consultants, taking into account their qualifications.

The rates per unit of consultant time are set by each consulting firm individually, but they are based on reported statistics on the consulting market (such data are usually published by national consultant associations or statistical bodies). For example, according to the American Association of Consultants (ACME) in 1992, the level of hourly pay, depending on the qualifications of consultants and the size of consulting firms, ranged from 60 (for a research assistant) to 250 (for senior staff of consulting firms) dollars per hour. , i.e. respectively, from 480 to 2 thousand dollars per man-day. Similar values ​​are typical for other developed countries. It should also be noted that for individual consultants, depending on the uniqueness of their qualifications, as well as the cost and significance of the project, the amount of the fee can be much higher than the average values.

Prices for the services of Russian consultants are still much lower than the world ones. They, as already noted, are about 4-5 times less and range from 200 to 400 dollars per person-day for Russian firms, but there is a clear upward trend.

2. fixed (undifferentiated) payment

With this method, the consultant, having determined for himself the scope of work and the time spent on them, calls the client the total amount of payment, but does not refer to the calculation of man-days, but to other justifications. In Russia, such justifications are the prices of similar projects of this or other consulting firms, as well as (which is typical for process and training consulting) the existing prices for training in business schools and management courses. For example, it is known that a number of Russian banks, upon receiving an application for a loan from potential clients, require them to pay in advance for the development of a business plan in the amount of 15 to 25 thousand dollars. When negotiating with clients on a fixed price, consultants may refer to this data. If we are talking about process or training consulting, then consultants use data on the cost of management seminars published in the economic press as a guide for the client. So, if the fee for training one person at a seminar is 100-150 dollars per working week (4-5 days), and 50 client representatives participate in joint work with a process consultant, then the price of the consultants' work will be 5-7.5 thousand rubles. dollars. A certain amount may also be added for specific projects developed in the course of the joint work of consultants and clients.

Sometimes, as an argument, a reference is made to the world prices of consulting services.

3. Percent from cost object counseling or result.

Under this form, the price of consulting services is calculated as a share of the size of the trade transaction, the volume of investments or other projects carried out by the client with the support of consultants, or as a share of the economic effect received by the client (cost reduction, profit growth, etc.).

In Russia, the price of consulting services as a percentage of the cost of the consulting object is most often used for three types of services:

Property valuation (during privatization, sale, etc.): 1-2% of the property value;

Advice on drafting contracts: 1-2% of its cost with a simple content of the contract and 4-5% with a complex one;

Advice on attracting investments: 1-2% of the amount of investments.

As for the method of payment for the final result, from a theoretical point of view, it would be the best, because. stimulates consultants to obtain the maximum effect for the client, and the client removes doubts about the expediency of paying money "for words". But in practice, there are three intractable questions that limit the applicability of this method:

How to determine in the overall economic effect of the enterprise the share that arose as a result of the work of consultants?

When to pay for the work of consultants, if a certain (often long) period of time can pass before the effect is obtained?

To solve these issues, in addition to the high economic culture of the client, moral and psychological factors are also needed: mutual trust between the consultant and the client, their goodwill, etc.

4. Combined payment

The price of consulting services can also be determined as a combination of the 3 above methods. This method is used in Russia very actively, both explicitly and implicitly. For example, a consultant may put forward a requirement for sufficiently high time rates, knowing that the results of the project are very important for the client, and the expected economic effect repeatedly covers all consulting costs. Or, as already mentioned, the consultant can make a time calculation for his internal estimate of the cost of the project, and tell the client a fixed price, referring to analogues and other arguments.

The combination of time payment and fixed price is often used for subscription services, and the combination of fixed price and percentage payment is often used for consulting on a specific problem.

It should be noted one more moment, specific for the current state of business culture in Russia: in the conditions of the crisis of non-payments and low ethical standards of business, the contract for consulting services often includes the so-called partial prepayment. Usually it is issued in the form of a fee for the organization of work and ranges from 30 to 50% of the price. The rest of the customers pay with long delays, and sometimes do not pay at all. Therefore, the size of the preliminary payment should be such that at least minimally interest the consultants in the work.

Specifically for our company, in view of the specifics of the services we provide, the most acceptable pricing method is the method of calculating the cost of design work using increasing coefficients with a fixed (undifferentiated payment). This is one of the types of price determination with a focus on the value of the goods. The formula for determining the price using this method will look like this:

P = B*K1*K2*K3*K4

AT- this is a certain base, below which the price does not fall, it depends on the situation on the market (inflation rate, demand for services, etc.). It can be proportional to the minimum wage. For the various services provided by the company, there is a specific base. The base is determined by the method of calculating the economic value of the goods for the consumer, or by the method of estimating the maximum acceptable price.

K1- this is the coefficient of complexity (labor intensity), it is determined by an expert, i.e. it is determined by the specialist directly involved in the project;

K2- this is the reliability coefficient, it shows how much the company is confident in the information received. Unlike the others, this coefficient is decreasing. This demonstrates the fact that our company is aimed at obtaining the most reliable and accurate information, otherwise the price of the service provided is reduced. The coefficient varies from 1/2 to 1;

K3- this is the coefficient of efficiency, it depends on the period appointed by the customer.

K4- this is the coefficient of uniqueness, depends on the specifics of the service provided. The coefficient is equal to 1 if the order is ordinary and is present in the list of services provided by the firm. If the service is unique, the coefficient takes the value 3/2.

For any company providing services, the parameters of the quality of its services objectively come to the fore and are a necessary condition for the performance of work. With regard to a consulting firm, regardless of the list of services, the following quality parameters, presented in Table 1.9, must be observed.

Table 1.9. - Characteristics of product quality

The actual quality of the implementation of consulting projects largely depends on the working group. The personality of the project manager plays a decisive role here, because at the very beginning of the project, he will have to gather a team of people around him who will not only fulfill their duties, but “feel” the project and do it with interest. At the same time, it must be remembered that the quality of work also depends heavily on the specialists participating in the project on the part of the customer.

When considering any enterprise, it is necessary to take into account its organizational structure, since the efficiency of the company as a whole and the quality of the services provided in particular, which determines the number of potential customers, and hence the success of the company, largely depend on its choice.

The diagram of any organization shows the composition of departments of sectors and other linear and functional units. However, it should be understood that such a factor as human behavior, which affects the order of interaction and efforts to coordinate actions, cannot be depicted in the diagram. It is human behavior that determines the effectiveness of the functioning of the structure to a greater extent than the formal distribution of functions between departments. Although the latter cannot be neglected, that is why it is necessary to consider in detail the main types of organizational management structures and, on the basis of this comparative analysis their advantages and disadvantages to choose an organizational structure suitable for our company.

Linear organizational structure

The basis of linear structures is the so-called "mine" principle of construction and specialization of the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each subsystem, a hierarchy of services (“mine”) is formed, penetrating the entire organization from top to bottom. The results of the work of each service are evaluated by indicators characterizing the fulfillment by them of their goals and objectives. Accordingly, a system of motivation and encouragement of employees is being built. At the same time, the end result (the efficiency and quality of the work of the organization as a whole) becomes, as it were, secondary, since it is believed that all services work to some extent to obtain it. Such a system is used in small firms with a homogeneous and uncomplicated technology.

Rice. 1 - Head of the organization

pros this structure - it is 1) ease of use, all duties and powers are clearly distributed; 2) speed of decision-making; 3) clear unity of command.

Linear staff organizational structure

This type of organizational structure is the development of a linear one and is designed to eliminate its most important drawback associated with the lack of strategic planning links. The line-headquarters structure includes specialized units (headquarters) that do not have the right to make decisions and manage any lower units, but only help the relevant leader in performing certain functions, primarily the functions of strategic planning and analysis. Otherwise, this structure corresponds to a linear one.

functional structure management

The functional management structure is used for a large number of specialized activities in the organization. Provides for the grouping of specialists and departments that perform individual management functions. At the same time, the implementation of the instructions of functional bodies (departments of planning, accounting, production maintenance, etc.) within their competence is mandatory for production units.

Advantages of this structure: 1) stimulation of business and professional specialization; 2) reduction of duplication of efforts; 3) good adaptation of employees to work

The functional management structure is aimed at constantly recurring tasks that do not require prompt decision-making. It is optimal in firms that produce a limited range of products and operate in stable conditions.

Linear-functional organizational structure

Linear-functional organizational structure of management combines elements of both linear and functional management, i.e. line management, supported by special support services.

Disadvantages of this structure: disagreements between line and functional employees; it is more difficult for an entrepreneur to coordinate the activities of functional workers.

matrix structure

The matrix structure is a development of design structures. It is a combination of two types of separation: by function and by product. This structure allows you to achieve a certain flexibility, provides a greater opportunity for coordination of work.

Below is an example of a simple matrix structure. In an entrepreneurial firm, four products are created and released simultaneously, each of which is the responsibility of a separate manager. All four groups of employees perform a complete chain of functions, from product creation to production and sales.

For our firm, we preferred to use a linear organizational management structure. The arguments in favor of our choice were: a small number of personnel of the company; ease of use of this system; clear unity of command represented by the board of the company; high qualification and competence of the head. The following is the management structure of our firm.

The company is headed CEO. He manages the general course of all activities of the company. Directly reporting to him are the directors of departments specializing in a particular area of ​​consulting, i.e. is strategic, investment and stock consulting. Under each of these directors is a staff of workers, consisting of an expert who manages a particular project, and a group of specialists under the auspices of this expert. Currently, there is one expert in each of the consulting departments, but as the company develops, it is planned to increase the staff of employees.

2. resourcesecurityfirms.Mainfunds.negotiablefunds.Laborresources

For any production process, an enterprise needs fixed assets (tools). Fixed assets - a part of the property used as a means of labor in the production of products (performance of work, provision of services) or for the management needs of the company for a period exceeding 12 months or a normal operating cycle.

Table 2.1. - Fixed assets of the company

Also, the main facility used by the firm is an office building. But this building is not the property of the firm, but is taken on lease.

Calculation of the amount of depreciation deductions for fixed assets.

With regard to fixed assets, depreciation should be understood as certain actions related to accounting for depreciable property, applied during the useful life of the relevant items and ensuring the transfer of their value to manufactured products, work performed, services rendered. Depreciation charges -- the monetary expression of the amount of depreciation corresponding to the degree of depreciation of fixed assets.

Depreciation of fixed assets is carried out using one of the following methods for calculating depreciation:

The linear way

the method of diminishing balance;

The method of writing off the cost by the sum of the numbers of years of the useful life;

The method of writing off the cost in proportion to the volume of products (works).

In our case, the most correct calculation method for office equipment will be a straight-line method, since the cost of fixed assets is small, as well as the expected income in the early stages of the enterprise, so we do not need to throw off the burden of depreciation as soon as possible.

The calculation of the amount of depreciation for some types of fixed assets used by the firm is given in the following table 2.2.

Calculation of the amount of depreciation deductions for passenger vehicles:

In the technical document, the vehicle resource (M) is defined as 250,000 km. The actual mileage (m) in the first year is 50,000 km.

A year =

A 1 year \u003d (200000/250000) * 50000 \u003d 40000 rubles

Calculation of the amount of depreciation deductions for computer equipment:

H a \u003d\u003d 1/3 * 100 \u003d 33.3%

A year \u003d \u003d 25000 * 33.3 / 100 \u003d 8333

Calculation of the amount of depreciation for the working set:

H a \u003d\u003d 1/5 * 100 \u003d 20%

A year = = 15000*20/100=3000

Calculation of the amount of depreciation deductions for fax:

H a \u003d\u003d 1/3 * 100 \u003d 33.3%

A year \u003d \u003d 10000 * 33.3 / 100 \u003d 3333

Table 2.2. - Calculation of the amount of depreciation deductions

As the company develops, it will become larger, it will have more employees, new departments will appear, etc. To ensure stable and continuous operation in the future, the fixed assets acquired now will no longer be enough. That is why it is necessary to expand the reproduction of fixed assets. There are two main sources of funds for expanded reproduction. This is the profit of the company and the sinking fund.

From the depreciation fund, mainly those fixed assets that are not new for this enterprise are reproduced, i.e. already existed, but due to moral or physical wear and tear, they lost their value for the company.

There are several types of activities included in extended reproduction. This is the introduction of new fixed assets, the reconstruction of existing fixed assets and modernization, which involves the replacement of old equipment with new ones.

The following table 2.3 shows the plan for the expanded reproduction of fixed assets of the company for the next 3 years.

Table 2.3 - Plan for expanded reproduction of fixed assets for 3 years

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Today, consulting is considered one of the most promising business areas in the niche of providing services. To organize his company in such a market segment, an entrepreneur must have knowledge in the field of consulting, as well as the ability to work with modern technologies.

But even with the high profitability and profitability of such a business, no one is immune from risks, since competition in this segment is constantly high. Moreover, to implement such an idea, a lot of money of start-up capital will be required.

Opening process

We note right away that the right business plan should contain an analysis of the consulting services market segment in the place where you want to open. Thanks to the fact that information about your competitors will be collected, you will be able to:

• understand what kind of experience one should get in this business;
• avoid the collapse of the company at the initial stage and in the future;
• collect the necessary connections for the development of your agency;
• understand how the company's development process works and where it is best to look for your customers;
• determine how the agency will grow in the future in terms of the direction of service delivery.

Initially, you will have to deal with many processes on your own, for example, finding clients and processing applications. In order to be successful in this kind of work, it is important to constantly rely on the opinions of your customers, as well as on what they require. We also note that the form of registration of your agency will play a big role, it is best to look towards LLC.

Proper organization of all processes

Entrepreneurs who manage small and medium-sized businesses will be your regular customers. In order to find clients, your business plan must provide market analysis information in the location where your office will be located. Only in this case, the analysis should be carried out in terms of the activity of entrepreneurs in all industries. In such an analysis, it is important to address the following questions:

• economic analysis of market efficiency in the selected area or city;
• the approximate number and list of organizations that may be potential clients at the initial stage;
• the distribution of entrepreneurs by industry to draw up a general picture of competition in a particular market segment, which should also help in finding customers.

Please note that if your area or city is currently in the process of freezing the economy, and there is no development, then it will be very difficult to keep your new agency afloat. Therefore, it is important to pay attention to such a question from the very beginning of the path of planning your own business. Find out if there is support for small and medium-sized businesses, what indicators of economic growth and other nuances are important for understanding whether it is necessary to try to enter this market today or is it too early.

Location

For consulting company at the initial stage, a medium-sized office will be quite enough, since large areas will simply lead to big expenses, and there will be little sense from this.

Regarding the arrangement of the premises, it should have everything necessary equipment to make it easy to work with clients. It is best to have several rooms in the office: for receiving people, for management, and so on. This will speak of the seriousness of the agency.

It is best to consider finding offices for rent in the city center, where there is a large variety of small and medium-sized companies that can become your clients sooner or later.

Advertising agency services

As you already understood, the consulting agency has a lot of competition, because today the number of services offered is greater than the need for them.

But to cope with competition for many years helps the right advertising campaign. First, it is important to create a website for your company. It is important to place all the necessary information for potential customers about your services in it. And it is better to entrust the promotion of the site itself to SEO-specialists who are engaged in the withdrawal of sites in the TOP-10 in search engines. The cost of such pleasure per month is about 10,000 rubles.

In addition to the site, it is important to use standard methods, including:

• placement of information in the media;
• excellent location of the agency itself in terms of placing a banner on the building.

Niche entry cost

The best way to look at this point is through the experience of small competitive firms operating in small towns. To register a company and make an authorized capital, you will need about 20,000 rubles.

Approximately the same amount will need to be spent on the manufacture of a variety of promotional products, among which there will be signs, business cards and announcements. The purchase of software, computers, furniture will cost 100,000 rubles. Renting a room will depend on many factors, but we are considering a price of 20,000 rubles for this item.

As for additional costs, we can include the following:

• salary for one employee - in the region of 15,000 rubles;
• the cost of Internet and telephony at the level of 5000 rubles;
• taxes up to 50,000 rubles;
• various unforeseen expenses up to 10,000 rubles.

Thus, to start such a business, you should have at least 215,000 rubles at your disposal.

Agency Profitability

In addition, in order to attract potential customers, you must constantly develop your client base, which is done by several procedures:

• provide a range of services that your competitors cannot offer;
• try to conclude agreements with those enterprises that are just trying to open or have done so recently;
• try to hire only professionals in their field to provide high quality services. This will help not only to overtake competitors, but also to spread information about your company through word of mouth thanks to your customers;
• constant advertising of their services through various promotions, discounts and other things that can draw attention to your services.

We also note that pricing also plays a big role in success. At the beginning of its journey, it is best for a consulting agency to make prices lower than those of competitors, and you can also organize different payment options:

• per hour of work;
• monthly payment;
• for the project (development and implementation);
• for the result, etc.

Thanks to the right approach to organizing such a business, its payback can be less than 6 months.

Nechaev Kim Vyacheslavovich brand manager of a major Western publishing house, [email protected]

Marketing management in a consulting company

• enterprise characteristic
• situational analysis
• organization of marketing activities of the enterprise
• the current system of planning and financing the marketing activities of the enterprise
• project of reorganization of the marketing management system at the enterprise

Part one: Characteristics of the enterprise

Description of the enterprise

Let's consider a company engaged in the establishment of Russian-German relations between client companies and consultations within the framework of these relations. We will conditionally call it “East-West Connection”. The organization has a head office in Hamburg and representative offices in Moscow and Celle, and each of these structures has a business center. The main service of the company is the opening of representative offices of Russian companies in Germany [registration of a legal address, recruitment and training of personnel, legal advice on German tax legislation] and assistance to German companies in their introduction to the Russian market.

As part of the core business, companies allocate an additional service structure called the “East-West Connection Business-Center”. The main task of the business center is to provide services related to holding presentations and meetings on the projects of the parent company [rent of conference rooms, meeting rooms, booking air tickets and hotel rooms, using the services of the secretariat, etc.]. Since at present the company's consulting projects do not ensure 100% utilization of the business center's capacities, the company carries out a number of independent events to promote the business center's services on the market.

Additional services for East-West Connection customers are provided by partners [multiplier companies]. The diagram below describes the flow of information between the functional elements of a company's business.

SCHEME 1. The structure of information flows and communication of the company.

Diagram 1 shows two types of customers, the first of which is attracted and cooperates with the organization on its own, and the second interacts through an intermediary [multiplier company]. Part of the functions within the framework of any project "East-West Connection" may shift to other organizations [multipliers], for example, this concerns the production of advertising materials or a website, as well as transportation and hotel services.

Composition of the business portfolio

Consulting services:

• search for partners and representatives in the foreign market
• marketing research of European markets as part of expanding the geography of the client's business
• advice on doing business in Germany and Russia
• selection and training of personnel for the implementation of the company's activities in the foreign market
• organization [registration, business planning and support of activities] of firms and representative offices of companies in Germany, Austria and other countries of Western Europe
• organization and support of information and business trips
• planning, organizing and conducting presentations of projects or a product line of a client company in Germany and Russia [as a rule, clients are manufacturing companies interested in developing their business in a foreign market]
• attracting investments and launching venture projects in the field of high technologies

Services of business centers in Hamburg and Moscow to support the activities of companies:

• adaptation of advertising and information materials of the company for doing business in the international market
• adaptation of the company's existing Internet solution for a foreign audience
• design and development of a corporate Internet solution in English, German and Russian
• direct marketing services
• providing background information from databanks on state and commercial structures in Germany and Russia
• professional interpretation and translation [German, English and Russian]
• virtual office and secretarial services
• provision of premises and equipment for negotiations, presentations of client projects and other events
• visa support in Germany and Russia
• transport service and courier services

Positive and negative aspects of the structure and composition of the company's business portfolio:

The ability to vary prices for services depending on solvency potential client; a wide range of services that allows the consumer to receive a “full package of services from one source”; a positive image of the company as an organization with great opportunities; minimum maintenance of permanent staff and ease of coordination between projects in the current scheme of work

Lack of a formed image of the client and, consequently, a clear positioning of the company's services in the market; high risks [quality of service] and the complexity of project management associated with the transfer of part of the work to external execution

The main indicators of the company's economic activity:

• the growth rate of the company's business profitability [according to the company's business plan, an annual growth in the profitability of the enterprise should be observed]
• project throughput of the company [number of projects completed by the company per year, taking into account the cost of each project] - this indicator should not decrease
• an indicator that characterizes the company's costs - the growth rate of the costs of maintaining a business should not exceed the growth rate of business profitability

With such company performance indicators, the so-called “client bias” often occurs, when it is “more profitable” for a consultant to work with a certain type of client and at the same time avoid communicating with other clients. A practically fixed budget for the costly part of marketing does not allow you to actively develop your business, since marketing expenses are “cut” in the first place in the event of unforeseen circumstances. This strategy does not allow the company to develop intensively, grow along with the market, the increase in the level of sales of services occurs due to sales of a chaotic personal nature, which is not effective. Despite this, the company occupies a certain niche in the consulting services market, which allows it not only to survive, but also to bring profit to business owners.

The company's services are designed mainly to work with small and medium-sized enterprises. At the same time, the company is trying to work with large oil and metallurgical companies.

The market as a whole can be assessed with the top number of companies in Russia and Germany [regardless of the industry] interested in developing their business in the international market. The size of the market on which East-West Connection operates, in monetary terms, the author of this article does not undertake to estimate due to the lack of unambiguous data at the moment. The order of magnitude of the total cost of these services is hundreds of millions of euros per year. It should be noted that at the moment there is an active growth of the market, due to the fact that the strengthened Russian enterprises are actively entering the markets of Europe. The share of the market occupied by the company is growing more slowly than the market itself, which may lead to its loss in the future.

There are about two hundred competing companies in Russia. Most often, these are consulting centers at various chambers of commerce and industry, manufacturers' unions and entrepreneurship support funds.

To identify a long-term trend in the development of the company, we apply the method of assessing the survival of the business. The method is subjective [method of expert assessments], therefore the probability of the correctness of the judgment will depend on how correctly the individual evaluates certain characteristics of the company's business.

In the table, each characteristic is evaluated from 0 to 10 points, with 0 corresponding to a negative assessment, and 10 - the highest possible rating of the indicator. Similarly, fill in the table characterizing the effectiveness of the company in the field of sales.

Summing up the data of the tables, we can conclude that the company is in the area of ​​"uncertainty", which most of all belongs to the "business survival" sector. The boundaries of the “survival” area are different for different industries.

Part Two: Situational Analysis

Let's analyze the main factors that characterize the potential of the enterprise using the SWOT method. Based on the table below, we will form the directions in which it is necessary to move in order to overcome the negative aspects of the company's activities. Below are the main factors affecting the company's business as a whole, although a detailed analysis requires the compilation of SWOT tables for individual areas of activity.

The table shows that there is some dualism regarding the organizational structure of the company. On the one hand, flexibility and adaptability is a strength of the company, but on the other hand, it is a weakness in terms of decision making. To strengthen the company in the market, the following measures are necessary: ​​to clearly position its services to the consumer with only the necessary margin of flexibility to manipulate the composition of the business portfolio, to optimize the flow of information within the company through a single information system based on intranet and internet, to resist the enlargement of competitors' businesses through an individual approach to the client and the mobility of the company structure, continuous improvement of the quality of the services offered and the search for additional competitive advantage on the market.

Using the PEST analysis methodology, we will identify the factors that affect the company's activities from the macro environment. It is worth noting again that the company is considered here as a whole without dividing the business into components [consulting and business center services].

"East-West Connection" operates on the international market and, therefore, there is a strong dependence on external, macroeconomic factors. During the period of economic instability in Russia, there was a decline in demand for the company's services to almost zero, both from the Russian and German sides. In this regard, the risk of losing the entire business of the company in moments of instability must be minimized by having an additional backup package of business center services and a consulting unit that is not directly related to operations in the international market.

It is also worth noting that the global environmental current generates additional demand for the company's services from client companies interested in “cleaning up” their production and bringing it to international environmental standards to enter the European market. For example, East-West Connection is working with a major Russian oil company on a project to set up a network of gas stations in Germany.

Factors such as the economic unification of Europe, business consolidation and global technological growth must be taken for granted by the company, and it is only necessary for the company to adapt to the rapidly changing business environment.

Matrix of ETOM-analysis of the macro environment of the company:

Summarizing the data in the table, we can conclude that negative factors predominate in the macro environment of the company's business. At the same time, the company can only adapt to external conditions, but not influence them in any way.

Consider the factors of the company's microenvironment using the Porter model. Here we will describe the impact of the business environment on the entire service portfolio of the company without dividing it into components.

Analysis of the competitive environment

Regarding competition in the Russian market, it is worth saying that there are still many free profitable niches, which are very difficult to "process". For example, registration and sale and purchase of ready-made companies [legal address + bank account] in small towns in Germany. As practice shows, there are quite a lot of orders of this nature. It is also interesting to note the “Information trip” service, which, as a rule, is of interest to representatives of business or science for an initial acquaintance with the country where it is planned to conduct foreign economic or scientific activity. Travel agencies, offering such a service, are not able to provide the flow of necessary business meetings for the client without an appropriate base. This is where the East-West Connection enters the fight for the market.

Part three: Organization of the marketing activities of the enterprise

The current organizational structure of enterprise marketing

Firstly, it is worth noting that each employee of the marketing service is directly subordinate to the director of the representative office, which helps to quickly make and approve decisions aimed at the market promotion of the company's services.

Secondly, from the negative points there is the absence of a separate position of marketing director. This leads to conflicts within the marketing group and the lack of centrally coordinated work due to the periodic unavailability of the director.

Another problem in the structure of the company is the combination of the duties of a consultant, sales manager and marketing manager in one person, while the sale of services is not divided into packages. Often this “universality” of the staff leads to duplication of functions and “split personality” of the marketing [consulting] staff. Despite this, each employee of the marketing department is responsible for a specific direction or project. In the supervised direction, the consulting manager reports directly to the director.

DIAGRAM 2. Organizational structure of the company

The main problems of the organizational structure of the marketing department:

• lack of a coordinator and controller of the activities of the marketing group within the department
• lack of specialization of sales managers, consultants and marketers
• lack of specialization in the components of the business portfolio
• lack of specialization in the components of the marketing mix

Marketing Service Goals:

• ensuring stable sales volume
• meeting the needs of the consulting services market
• analysis of consumer requirements to maintain the competitiveness of the company's services
• formation of needs for company services

Organization of marketing-mix management elements

• Product policy management

At the moment, the range of the company's services is replenished only by collecting and processing customer requirements, that is, in the marketing department, the mechanism for implementing the function of constantly developing new services works very poorly. A new service in the company's business portfolio arises only under the pressure of an active client and, as a rule, is attached to a package of additional services. The focus is not on the needs of the market, but on what the company can offer the client, in other words, there is an “imposition” of services.

The life cycle of the company's services has a long period, and as far as the author knows, there has not been a repositioning of the business portfolio components in the entire history of the organization's existence. In the development strategy, the company adheres only to the direction of promoting its brand [brand strategy].

• Pricing policy management

When setting prices for services, the company adheres to the influence on the price of the cost of the services offered and the cost of similar services from competitors. Orientation to demand, strategies "profit on price" and "profit on turnover" are not expressed in any way.

• Distribution system management

The process of production of a service is directly related to the so-called moment of truth [the service can only be provided directly by the producer, although intermediaries can participate in the sale of the company's services]. Therefore, the distribution channel [for the basic package of services] can be characterized in most cases as a direct channel, that is, without the participation of any intermediaries. Sometimes there are situations when multiplier companies participate in the distribution [Scheme 1].

• Promotion system management

To promote its services on the market, the company actively uses the tools of personal sales and public relations. Of the advertising tools, it is worth noting the use of Internet advertising. A number of events are being held to attract customers through various associations of manufacturers and chambers of commerce and industry of Russia and Germany.

Let's highlight the main problems of managing the company's marketing activities.

First, as noted above, the process of developing new services is not permanent - there is no explicit focus on the needs of the client. Secondly, due to the low priority of financing marketing expenses, there is a strong narrowing of opportunities for promoting the company's services, which negatively affects the growth of the company's profitability. The lack of a clear positioning of services for different consumer groups also introduces negative aspects into the organization's marketing management system.

Part Four: Planning and Funding Marketing Activities

At present, the planning of the company's financial indicators is carried out on the basis of previous experience and expected profits for the current year. No rigid focus on market demand no. Marketing is financed from the profits received and is a percentage of the profits. At the same time, the percentage may vary from season to season, depending on the flow of customers. Such a system makes sense when an enterprise has one or several owners who, in principle, are satisfied with a lot of the company's work.

Part Five: Marketing Management System Reorganization Project

In the light of the problems identified above in the system of organization and management of the company's marketing activities, it is proposed to take a number of measures to improve the efficiency of the organization's activities in the market.

Measures of the project of reorganization of the company's marketing management system:

• Separation of the consulting and marketing department into separate structures with the introduction of the positions of director of marketing and sales, director of the consulting department, as well as a consultant, sales manager [contract manager], marketing manager, advertising manager, marketing analyst and PR manager
• Creation of the position of Director of Marketing and Sales, subordinate to the Director of the Representative Office, as a person who coordinates, plans and controls the activities of the marketing and sales departments
• Separation of responsibilities between marketers and sales managers [contract managers]
• Specialization within the marketing and sales department for the components of the service package and marketing mix
• Creation of a unified information system within the company, in particular for coordinating work between consulting and marketing departments

DIAGRAM 3. The structure of the company after the reorganization

When carrying out reorganization measures, the following problems of the enterprise are solved:

• there is a coordinator and controller of the activities of the marketing and sales department, which increases the efficiency of labor within the group in achieving specific company goals
• specialization in the areas of “marketing and sales” and “consulting” eliminates conflicts of interest among company employees and reduces stress levels
• specialization in the components of the business portfolio and the marketing mix will also increase labor efficiency by eliminating duplication of functions, reduce the difficulty of finding new employees to fill any position, and will also allow you to work in several areas of the company's activities

Since the company is private, the main directions for planning the marketing mix are dictated directly by the owner in accordance with the business plan of the company and the experience of past years of activity in the market. It is not possible to offer anything new in this area, since the company takes into account only the interests of the owners. The only thing that the author could suggest in the light of the identified problems is the division of marketing complex planning into two areas - consulting and business center services. Regarding financing, I would like to note that it is worth having a certain pre-projected budget and a reserve of funds for carrying out specific programs and activities, secured by the results of the previous year, and not the current one. At the same time, within the marketing budget, there should be flexible boundaries between marketing areas [research, development of the business portfolio, brand promotion, etc.], regulated by the director of the unit, depending on the priority of the direction at a given time.

Consulting is a service that is still quite new for our country, but despite this, its demand on the market is already quite high. Opening a consulting agency is an opportunity to start with minimal costs, and in short term reach a good amount of profit. This is due to the rather rapid development of this market sector and the favorable environment accompanying the start of this activity.

In order to open a consulting business, large investments are not needed, and this is the main advantage of this type of business.

Experience in this field is essential, respectable appearance and the presence of psychological stability. Too young businessmen have a lower chance of success, as a rule, business consultants over the age of 30 inspire confidence in clients.

Before you open a consulting agency, you need to clearly define in which area you plan to provide services. It can be accounting, economics, finance, etc. The final choice depends on the level of competition, as well as how high your knowledge in a particular area. Customers may have a variety of questions, and you should have an answer to any of them.

Fast start

The possibility of a quick start in consulting attracts many entrepreneurs to this business. And most of them are sure that the organization of a consulting firm does not present any problems. This is a misconception that can be costly. At first glance, it really doesn’t take much to open your own business related to the provision of consulting services.

As the experience of creating a consulting company shows, a successful start requires an office located as close as possible to the city center, establishing contacts with prestigious companies, as well as competent promotion of information about one's own services. But of particular importance is the correct definition of possible directions for the development of a consulting company.

The competition in this sector of the market is quite high, and only the most persistent can stay afloat. As a rule, these include entrepreneurs who have taken a professional example of a business plan of a consulting company with ready-made calculations as the basis for creating their company. With this document, the opening of a consulting firm, a company from scratch is guaranteed to take place without serious difficulties. Thanks to the business plan, you will be able to fully understand all organizational issues, which will allow you to profitably present your services.

How to open a consulting firm from scratch, where to start and how much you can earn.

Main points of the interview:

• Kind of activity: Consulting activity;
• Location of business: Ukraine, Kyiv
• Occupation before entrepreneurship: student;
• the date of the beginning entrepreneurial activity: 2010;
• Search for the first clients: “I found the first clients through “cold calls”: I looked for ads, called, offered my services.
• The most important thing in business: "The most important rule of all time is to do your job well."
• The formula for success: "it is necessary to set goals correctly, and even in difficult times to look confidently into the future."

Vladislav, good afternoon. Tell us about your business? What does your company VTSConsulting do?

I have a consulting business.

We develop business plans, investment memorandums, feasibility studies, financial models and presentations.

How long have you been in this business? Why did you decide to become an entrepreneur in such a difficult field?

We opened in 2010.

It all started with the fact that I, like many students, needed additional income.

I am a physicist in the field of micro- and nanoelectronics, and did not expect to find a job in my specialty. So the choice fell on the sphere of business planning.

Few numbers:

Why consulting? Where did you study business planning?

Yes, I have been connected with this topic since the 1st year of university.

Then I took part in the competition of business ideas, and won first place. As a prize, the organizers provided a study trip to Sweden - there I received practical business planning skills and learned the secrets of successful business projects, which, in fact, were aimed specifically at obtaining funding.

Returning to Ukraine, I began to take part in business planning competitions: city, all-Ukrainian, international. I really liked my new hobby, and it seemed to me very promising.

In addition to Sweden, I took a special course in Lithuania, where we adopted experience from leading consulting and financial planning specialists from the UK and the USA, and also improved my skills at courses in Moscow.

Tell me honestly, before opening your company, did you make some kind of business plan or did you act intuitively?

Idea #209: What does it take to start a consulting firm?

How did you find the first clients without experience and connections?

At that time, I was in dire need of money, so there was no time to think.

I found the first clients through cold calls: I looked for ads, called, offered my services. Then I created a website and registered on the remote work portal. So there were orders and good earnings. That's when I fully realized the need financial planning own company, starting with goal setting and effective delegation.

How many people were on your team at the start and how many now?

I started alone. When I felt that I could not cope with orders, I took an assistant.

Now there are 6 people in our team: an analyst for the CIS markets, an analyst for projects in the USA and Europe, a presentation designer, a translator and a project manager.

And what is more difficult - to find a client or to find a qualified employee?

Consulting, like any service sector, has certain specifics and difficulties: all people are different, everyone needs to be pleased and liked. Here it is necessary to be able to present the project as it is presented by the person making the decision on financing.

Searching for clients undoubtedly takes a lot of time, especially at the start. However, the most important rule at all times is to do your job well. Compliance with this point provides recommendations and reputation, and then customers begin to find you themselves.

As for employees, it is quite difficult to find a high-level professional, and university graduates do not have enough practice. Accordingly, strict control, strength and patience are required when setting goals: it is thanks to this that a professional business consultant or financial analyst can grow from a beginner.

Vladislav, tell us about the business model of your company: do you hire freelancers or is all the work done by full-time employees? Do you need an office for a consulting company?

At the moment, the company has a couple of people working remotely, the main team works in the office.

In our work, an office is not a necessity: clients are located both in Europe and in the USA, not to mention the countries of the Near Abroad.

At the same time, I believe that the office is needed as the face of the company, where each employee is part of a single whole. It is much easier to coordinate the work of a team when everyone gets together, there is an opportunity to discuss, adjust the stages of work on a project, and help each other.

How do customers find out about you?

Your website says you've served over 500 clients, do you remember your first client?

Yes I remember.

In my 3rd year, I did an internship at the Verkhovna Rada of Ukraine, and I received my first order thanks to an internship colleague: one of his acquaintances planned to attract investments for a travel company.

The work lasted 1 month, and the payment was 2,500 UAH. (then this amount was equivalent to 300 US dollars). For a student, such a fee was a very good addition to the scholarship.

In what memorable and interesting projects did your team have a chance to participate?

There were many interesting projects (Portfolio of VTSConsulting ) .

The most voluminous - the village of "Knyazhevo" (near the city of Bor, Nizhny Novgorod region), a project of a cottage village in Krasnodar Territory, attraction of investments for the construction of the Malinovka ski resort, the acquisition of additional livestock (over 4,000 head) of livestock for an operating farm in the Smolensk region, the project of a single application - the CardKit discount system.

And who are your clients? Are these companies related to large business or, on the contrary, does a small segment prevail?

Anyone who needs investment or financing.

Projects for grants, start-ups, small and medium businesses, and even large consulting companies that we partner with.

The next question may seem amateurish to you, but why order a business plan at all? Why can't you write it yourself?

A business plan solves as many as 3 tasks at the same time: it clarifies the concept of the project, determines the extent to which the goals have been achieved and allows you to receive funding.

Why is self-writing not a good idea? And what will you choose: cut your own hair or go to the hairdresser?

It takes experience and knowledge to develop an effective business plan. Taking into account many factors, such as the requirements of banks, grant committees, knowledge in the field of financial modeling and marketing. The last option is to buy ready business plan but don't write it yourself.

According to the principles of our company, each client receives an individually prescribed business plan, the financial component of which is calculated taking into account all the subtleties and nuances of the economy and legislation of the country where the project will be presented.

Can you reveal a big secret - how to look for an investor?

The search for an investor depends on the specifics of the project.

The first step may be to search for specialized web resources that provide an opportunity to present the project to investors after filling out an application on the appropriate site.

The state can act as an investor. For example, in Russia, the amount for the development of a promising business can be 300,000 - 1,000,000 rubles.

You can take part in competitions for innovative ideas. Thematic portals containing information about venture funds can become a source of ideas and search for investors.

Another option is to create your own database of investment funds and direct mailing of project ideas or presentations.

Has the number of orders for the development of business plans changed due to the economic crisis?

Oddly enough, orders have increased.

More and more people want to start their own business, and a business plan - The best way to structure thoughts, to figure out whether it is worth investing in a particular enterprise at all.

Is it even worth opening a business in a crisis?

Definitely worth it!

It is the crisis that allows you to get out of your comfort zone and start doing something.

Realize your hidden talents, think about how to use your abilities to solve other people's problems, because this is the only way you can count on good earnings.

From the point of view of an analyst, tell me, what types of business are relevant now?

The crisis dictates new rules of the game. So, for example, today more than ever, leasing and rent can become popular.

It makes no sense to buy a bicycle or a chainsaw, for example, if you need them for 2-3 days. Group shopping sites, coupon services, discount companies, and so on are also gaining popularity.

What do you think it takes to become a successful entrepreneur?

The ability to motivate a team and do their job well is very important. It is also necessary to set goals correctly, and even in difficult times, look confidently into the future.

It is important to be able to take risks, managing money, and most importantly - not to stop there and never give up!

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