Strategic planning at motor transport enterprises. Strategic management at the motor transport enterprise JSC Daltrans Analysis of the external environment by step factors


Whole industry

SPHERE OF COMPETITION

One market segment

1. Leadership through cost savings. Enterprises that decide to use this strategy direct all their actions to reduce costs in every possible way.

Prerequisites: a large market share, the presence of competitive advantages (access to cheap raw materials, low costs for delivery and sale of goods, etc.), strict cost control, the ability to save costs on research, advertising, and service.

2. Differentiation strategy. Businesses that decide to use this strategy focus all their efforts on creating a product that provides greater benefits to consumers than competitors' products. However, costs are not a priority issue.

Prerequisites: special prestige of the enterprise; high potential for R&D; perfect design; production and use of the highest quality materials; full consideration of consumer requirements is possible;

3. Strategy of concentration on the segment. Enterprises that decide to use this strategy direct all their actions to a specific market segment. At the same time, an enterprise can strive for leadership through cost savings, or product differentiation, or a combination of one or the other.

Prerequisites: the company must satisfy customer requirements more effectively than competitors.

1.1.2 Product-market model

For conditions of a growing market, they use the approach proposed by Igor Ansoff. The essence of the approach is illustrated by a matrix whose general form is shown in Fig. 2.

Fig.2. Matrix "Product - Market"

existing new

available

PRODUCTS


Each of the 4 fields of the matrix represents a specific strategy and its elements.

Field 1 shows the focus of the organization's strategy on existing products and markets. The goal of this strategy is to stabilize or expand the market. This strategy is used by organizations in developing or unsaturated markets. Possible ways to achieve goals are to increase consumption (through lowering prices, deteriorating product quality) and attracting buyers of competing products (through advertising, lowering prices).

Such strategies are called "cost cutting" or "market processing" and involve increased marketing efforts.

Field 2 includes strategies aimed at market development. They provide for entering new markets with already produced goods. Possible ways could be: sales in new regional, national or international markets; new areas of use of an old product, introduction to new market segments.

Field 3 includes strategies aimed at developing new products (innovations) that will be sold in old markets. These strategies are used by organizations with strong design functions.

Field 4 represents diversification strategies, which mean changing directions and areas of activity, i.e. inclusion in the production program of products that are not directly similar to manufactured products. Reasons that motivate enterprises to release new products and enter new markets with them can be: the desire to leave the stagnant markets of the industry and penetrate industries with high profit margins, risk reduction (“not all eggs in one basket”), as well as financial benefits .

1.1.3 Market share - market growth model

This approach was developed by the American consulting firm Boston Consulting Group and is based on the concept of the product life cycle (see Fig. 3). The matrix is ​​formed by characteristics - market share (an indicator is used: the market share of the enterprise compared to the strongest competitor) and market growth.

The market share indicator was chosen because research has shown that it has the greatest impact on profitability. Each field of the matrix reflects the four main types of competitive strategy. They received names: “question mark”, “stars”, “cash cows”, “lame ducks”.

Fig.3. Matrix "market share - market growth"

MARKET SHARE

high low

MARKET GROWTH

1. “Question marks” - this field includes products that are in the initial phase of the life cycle. They have a low market share but promise high demand growth. Therefore, strategies are based on attracting investments in order to achieve high profits in the future as competitive advantages are created. The main concern of management is to assess the possibility of achieving market expansion, taking into account available resources.

2. “Stars” - this field includes products that are in the growth phase of the life cycle. "Stars" bring a certain profit, but also require significant costs to strengthen their position in the market. When demand growth slows or stagnates, the “stars” move to the 3rd field.

3. "Cash cows" - this field includes products that have reached the maturity stage. Their high market share was a consequence of their cost-saving advantages. The profit generated by these products is significant and can be used to finance other SEBs.

4. "Lame ducks" - this field includes products related to the saturation and decline phases. They do not have a large market share or high growth rates. As long as they are profitable, they should be retained in the product portfolio.

If there is a danger that these products will bring a loss, they should be excluded from the company's product portfolio.

1.1.4 Model "market attractiveness - competitive advantages"

This model was developed by specialists from the McKinsey consulting firm and represents a development of the model described above. The characteristics of the model are the attractiveness of the market and the advantages of the enterprise in competition.

The model has the form of a two-coordinate matrix shown in Fig. 4.


Figure 4. Market attractiveness model - competitive advantages

RELATIVE ADVANTAGES

small medium large

The positions of the enterprise are reflected in the matrix by a circle, the area of ​​which corresponds to one or another SEB value.

The matrix contains 9 fields. The upper right field is a strategy for investment and growth, the lower right field is a strategy for extracting maximum benefit, the upper left field is a strategy for strengthening positions through the creation of competitive advantages, the lower left field is a strategy for leaving a given market or a strategy for waiting for competitors to leave first, after which it will be possible to capture a larger market share. For SEBs in the middle, decisions are made depending on the nature of the situation.

1.2 Strategic change management

Strategic change represents a set of environmental forces that occur as a result of the interaction of more complex causes and influence the organization from the outside.

In many cases, strategy implementation is seen as a step that follows logically from strategy formulation. However, for those struggling with the challenges of managing strategic change, identifying them with an orderly and rational formulation/implementation sequence seems difficult. Managing strategic change is usually messy, complex and stressful. Often these changes are hindered by everyday practices - old ways of doing things. And even if there is internal agreement and understanding of the need for change, patterned behavior can hinder restructuring. This is likely because everyday practices become embedded in the organizational structure, which maintains the habitual way of working and makes it difficult to break out of it. For example, functional structure, power relations, human interaction, and control systems follow old routine practices rather than new intended strategies.

There is often a desire to maintain established ways of working, and any change in such a situation requires more than just internal agreement to change. In addition, the structures and processes in which old practices are embedded will need to change. This means that true strategic realignment can only be achieved by changing cultural processes, and that such changes need to be anchored on a broad front consisting of many interrelated aspects of culture - structure, systems, symbols, etc.

An additional implication of this line of reasoning is that if change is implemented through existing structures and processes, then perhaps tradition will absorb and weaken the intended strategy. Moreover, if the influence of tradition in preserving old daily practices is profound, it is essential that the leadership group that implements the change not only understands and agrees with the strategy, but is itself sincerely committed to it and firmly believes that change is necessary.

The principles of the chosen strategy depend on the level of support for the strategy in practice. Sometimes it can be beneficial to change some of these principles to increase the popularity of an innovation.

Support is usually created through involvement. If members of the leadership team feel that the strategy is truly theirs, that they own it, then there is a good chance that the required changes will be made, even if it is painful and difficult. It is important that those managers who will be responsible for its implementation take part in the process of developing a change strategy, thus they will develop a personal interest in the process. However, the paradigm can limit management's actions. It may, for example, have a number of beliefs and assumptions about its strengths, customer needs, and competitors' capabilities that are not explicitly expressed and never discussed. If strategy creation is left entirely to this group, there is a danger that the discussions and debates necessary for high-quality strategic planning will not be sufficiently active. It is likely that the resulting strategy will be some incremental adaptation to existing ways of working. Even if analysts' data is used, there is a danger that the results of the analysis will be used selectively - to justify a strategy that arose from past incremental decisions.

Thus, we are faced with a dilemma: if the development of the strategy concept is left to "objective outsiders" - for example, staff from the strategic planning department or an external consultant - the quality of the concept may be high, but the chances of its implementation are low. However, if strategy is developed by members of the management team, there is a danger that they will form a high degree of commitment to a “bad” strategy. It is necessary to reduce the dangers of paradigm influence, but to take advantage of the benefits of engagement. Such processes should generate high levels of support for sound strategic direction.

A change strategy is understood as one or another approach chosen depending on external or internal circumstances. There is no one universally optimal strategy for change, although one can often hear about the successes of managers working both in business and in public administration (especially senior management) who quickly implement large-scale changes (for example, privatization), without taking into account opinions, knowledge, and experience and even the work of people affected by such changes. This approach can be useful for a very short time, and using it for a longer period often results in greater costs rather than positive changes that improve the efficiency of organizational processes. When using a change strategy, it is important to remember that the manager has a choice.

The initial objective of forming a change strategy is to ensure that the organization effectively responds to an existing need or problem, and this response requires the support of the organization's members. A strategy must ensure the existence or creation of conditions under which the company has the highest chance of success.

The key to overcoming resistance and achieving change success is to involve everyone in the organization in the change process. The principle of involvement means that all people affected by the change will be fully involved in identifying the need or problem and developing a solution. The degree of employee engagement can vary and ranges from low to high. Of course, there are changes that are minor in nature, the vast majority will accept and support them without objection, for example, renaming and changing the company logo - this event can take place without the involvement of all employees. It is believed that the higher the involvement, the more effectively the change strategy will be implemented.

The degree of employee involvement can be regulated by company managers responsible for the change process, or by company management and managers. To ensure employee engagement, various actions are taken by managers, which depend on the chosen level of engagement.

Changes in the external environment can be classified according to a number of characteristics:

1) at the place of appearance;

2) by environmental factors;

3) on a temporary basis;

4) by coverage area;

5) according to the degree of impact;

6) by source of origin;

7) by force of action;

8) according to the degree of impact, etc. Analysis of these impact factors and development of a strategy for adapting to them is the process of managing strategic changes in an enterprise.

A prerequisite for creating a mechanism for managing strategic changes is the constant monitoring of cause-and-effect relationships of economic phenomena and processes, as well as the study of changes occurring in the external environment to improve the organization's management system.

2. Strategic management at the motor transport enterprise JSC DalTrans

Today, the enterprise is experiencing economic difficulties, consisting in the lack of proper overhaul of rolling stock and, as a result, a reduction in its number.

During 2003, 13 KamAZ-5320 trucks were taken out of service due to lack of spare parts for repair; 3 Ikarus-280 buses; 2 gazelles.

2.2 Defining the mission and goals of the organization. Building a goal tree

The mission of the motor transport enterprise, according to the Charter of DalTrans OJSC, is to satisfy public needs for transport services in the Far Eastern Federal District.

Based on the mission, the main goal of DalTrans OJSC is to organize cargo and passenger transportation in the Far Eastern Federal District. This goal is detailed into more specific tasks, which are presented in the “goal tree” (Fig. 5).

Fig.5. Tree of goals of JSC DalTrans

Thus, the company’s strategic goals are very long-term and broad, which allows us to always have a guideline for further development.

2.3 Characteristics of the state and prospects for the development of the industry

The transport complex, one of the leading industries in the region, represents almost all types of transport communications. We will be interested in road transport.

The road network is concentrated mainly in the southern part of the region. The length of public roads is more than 5 thousand km, including 4.5 thousand km with hard surfaces. Main roads:

federal roads "Amur" (Chita-Khabarovsk with a bridge over the Amur River), "Ussuri" (Khabarovsk-Vladivostok) and "Vostok" (Khabarovsk-Nakhodka);

regional roads Khabarovsk-Komsomolsk-on-Amur; Selikhino-Nikolaevsk-on-Amur; Vanino-Lidoga and others.

In the northern part of the region and the Federal District there are often no roads, which creates difficulties in communications and achieving some of the goals of the DalTrans company.

An analysis of current trends and problems in the development of transport infrastructure and fixed assets indicates that they have become systemic in nature and require an integrated approach to solving them. The projected increase in demand for transportation of all types of transport, on the one hand, and negative phenomena in the transport system as a whole and its individual sub-sectors, on the other, pose a threat to the overall economic growth of Russia as a whole and its individual regions, weakening Russia’s position in the global transport services market. In international transport markets, in the context of constant tightening of technical requirements for vehicles, the consequence is a decrease in the competitiveness of domestic carriers.

The technical and economic characteristics of the majority of operating vehicles in the Khabarovsk Territory, including new ones supplied by the transport engineering industry, are significantly lower than the world level. In the transport infrastructure of Khabarovsk, the most significant lag is in the use of modern transport technologies, as well as in the informatization of transport.

The consequence of this in the domestic market of the Khabarovsk Territory is the insufficient quality of services provided, the high level of costs, the persistence of unacceptably high rates of transport accidents and the negative environmental impact of transport.

Thus, JSC DalTrans lacks modern technologies for the efficient operation of a transport enterprise according to world standards. There is a lack of necessary spare parts, lack of fuel, automation equipment, and insufficient rolling stock of the enterprise.

2.4 Analysis of the external environment by STEP factors

We will analyze the external environment of JSC DalTrans according to STEP factors (social, technological, economic, political, legal)


Table 1

Analysis of the external environment of JSC DalTrans according to STEP factors (social, technological, economic, political, legal)

State of the factor and development trends

The nature of the impact on the organization ("+"positive; "-"negative)

Possible reaction of the organization

1. Social

High, but there is a tendency to decrease

"+" Job creation;

"-" Lack of a regular buyer of services

Conducting marketing research, searching for new markets

1.1 Unemployment

1.2 Socio-cultural factor

Quite low, gradually increasing

"-" attracting additional investment to the region, which is closely related to the transport system.

Introduction of certain benefits for different categories of consumers

2. Technological

Weak, but there is a trend towards renewal

"-" many units of rolling stock fail

Additional investment in updating the transport fleet

2.1 Technical and economic equipment of rolling stock

3. Economic

Significant, but possible stabilization

"-" Depreciation of funds

"+" For payments on long-term loans

Provide for indexation of payments in contracts

3.1 Inflation rate

3.2 Level of consumer income

Low income level, but gradual growth observed

"-" Affects a decrease in the number of services provided

Reducing prices to possible levels for passenger transportation

4. Political

Satisfactory, development of strategies and prospects for the development of communications

"+" State stimulation of transport enterprises;

"-" Regulation of transport enterprises

Searching for stable consumers, ensuring business stability

4.1 Transport strategy of the Russian Federation

4.2 Economic policy

Building a market economy, slowly

"+" Increased demand for transport services

Entering new markets and retaining old ones

5. Legal

Satisfactory, gradually getting better

"-" Constant changes in the structure of economic activity

Provide a reserve fund for the enterprise

5.1 Status of legislation

The reason why there was a need to analyze the external environment is the need to identify factors affecting the efficiency of an enterprise in order to reduce their adverse impact and, if possible, stimulate a positive impact. The main problems of the enterprise are the lack of major repairs of rolling stock and, as a consequence, a reduction in its number. During 2003, 13 KamAZ-5320 trucks were taken out of service due to lack of spare parts for repair; 3 Ikarus-280 buses; 2 gazelles.

Next, when analyzing other microenvironmental factors, the labor market in the Khabarovsk Territory should be examined. The number of economically active population and the number of people employed in the economy in the Khabarovsk Territory is declining. Comparing the dynamics of unemployment in the Khabarovsk Territory with the average data for the Russian Federation, we see that the level of overall unemployment in the region is higher than the national average, and the level of registered unemployment is lower. Among the registered unemployed, the proportion of women is high (70 - 80% for the period under review, 1992 - 2002). The working population of the Khabarovsk Territory is characterized by a high level of education. The share of people with higher and secondary education among the employed population is noticeably higher than the average for the Russian Federation.

In general, in our case, this component has little impact on DalTrans OJSC, since over the next 3 years it is planned to increase the staff by only 7 people. And given that the unemployment rate (officially registered) is about 10 thousand people and the average salary in the region is low, no difficulties are expected in finding candidates for vacancies.

When assessing the attractiveness of the industry, it should be noted that in the region the transport component (7th place) received relatively high ratings in the investment rating. This is not accidental, since the territory of the region is characterized by a high economic and transport network. Of the transport components, DalTrans OJSC interacts most with the Joint-Stock Commercial Credit and Insurance Bank, which has the organization's current accounts and through which all financial transactions take place, as well as the Khabarovsk Department of Social Insurance.

The analysis clarified the position and condition of the enterprise in the external environment. This made it possible to adjust the strategic aspects of the company's development.

2.5 Industry competition analysis

2.5.1 Consumer analysis

When analyzing the immediate environment of DalTrans OJSC, it is first necessary to consider the consumers of this organization, who have a very strong influence on it. The specificity of the services provided is such that JSC DalTrans is not a manufacturer of consumer goods, therefore the overwhelming number of consumers are, first of all, legal entities of various organizational and legal forms.

The share of individuals using the services of OJSC DalTrans does not account for even 2% of the total volume of services provided.

In Khabarovsk, the organization's regular consumers are the following enterprises in need of transport services: JSC Dalstroyzakazchik, JSC Domostroy, municipal unitary enterprises of Khabarovsk, municipal enterprise Goskapstroyzakazchik, state enterprise Dalkommunenergo.

When analyzing consumers, it is also necessary to take into account the fact that more than half of all services offered are provided not on the regional, but on the federal market (for 3 quarters of this year, 46% of transport services were carried out in the Khabarovsk Territory and 54% outside it).

Since 2000, there has been a steady increase in the consumption of DalTrans OJSC services outside the Khabarovsk Territory. Moreover, the geography of consumers is also changing; there is a tendency to reduce the regions where supplies are made. But this cannot be considered a negative factor, since interaction with regions of the Russian Federation that are significantly remote from the Khabarovsk Territory ceases. In conditions when DalTrans OJSC was experiencing problems with the provision of its services, contracts were concluded with any organizations regardless of their location, and with many of them there were barter relations. Now, as a result of market changes, when the demand for their services has increased significantly, DalTrans OJSC can independently determine those regions where it will continue to provide its services. Naturally, preference is now given to neighboring and nearby regions.

2.5.2 Supplier analysis

Next, it is necessary to analyze the main suppliers of DalTrans OJSC (Appendix 1). This table shows that all the most important sources of “raw materials” for the provision of basic types of services (transportation) at JSC DalTrans have to be partially purchased outside the region, which leads to increased prices for services due to high transportation costs. Recently, the organization has changed two strategically important equipment suppliers. Until this year, fuel supplies were carried out by the Khabarovsk Refinery, but after the expiration of the contract, due to a lower price with similar quality, it was decided to give preference to another organization from the city; The supplier of trucks also changed; previously, only Mechel OJSC supplied vehicles to DalTrans OJSC, but in 2003 a contract was concluded with another Far Eastern transport company, AutoTransService. The remaining less significant parts are purchased in Khabarovsk.

2.5.3 Industry competition analysis

When analyzing the microenvironment of Daltrans OJSC, you should also study its competitors. In the Khabarovsk Territory, the company has no major competitors, since none of the local transport organizations covers such a wide geography of transportation. But, nevertheless, direct competitors are the transport enterprise "Amur", the transport enterprise "Hubtransport", PAPT-6 and the transport enterprise "ESTIM". Let's consider price competition between these organizations (Appendix 1)

Based on the above table, it can be seen that DalTrans OJSC is not a leader in terms of prices, and many competitors set prices below their level, which, naturally, cannot but affect the level of demand. This result is due to the high cost of services compared to competitors, since materials have to be imported from other regions, as well as unchanged technology and slowly updated equipment for a long time. The situation with price competition allows the organization to lag slightly behind, and for some services compared to competitors and surpass them due to the fact that labor is much cheaper in the region and the salary at the enterprise does not exceed 1,580 rubles for 9 months of 2000, whereas for other transport for enterprises providing similar services, labor costs are 2 or more times higher, which allows DalTrans OJSC to maintain prices at a competitive level. But the high level of demand for services offsets the price advantages, and the range of services at DalTrans OJSC is higher than that of its competitors. Transportation volumes exceed the Transport Enterprise "Amur" and the Transport Enterprise "Hubtransport" by 1.6 and 2 times, respectively. Therefore, these organizations do not satisfy the needs of their consumers and JSC DalTrans successfully operates in this territory, providing up to 24% of transport services. Favorable market conditions make it possible to replace equipment and increase it (on average, over the last 2 years, fixed assets increased by 4 million rubles and amounted to 42.0 million rubles), which, while maintaining a steadily increased demand, can reduce the cost of services and due to this.

2.6 Identifying key success factors

Key success factors are factors characteristic of an industry, the presence of which is associated with successful business in this industry.

Transport, along with other infrastructure sectors, provides the basic conditions for the life of society, being an important tool for achieving social, economic, foreign policy and other goals. This importance of transport in Russia is one of the key success factors for enterprises. Russia's choice in favor of a market economy, made in the early 90s, and the reforms that began significantly changed the operating conditions of transport and the nature of demand for transport services.

This success factor is explained by the fact that today, in the current economic conditions, it is necessary to clarify the priorities for the development of the transport system and the tasks of the state in the field of transport development and support of transport enterprises. To this end, the Government of the Russian Federation has developed a transport strategy that:

determines the directions of development of the transport system, the main tasks, forms and content of state activities in the transport sector for the period until 2025;

establishes a unified system of priorities for transport and determines the directions for their implementation on individual types of transport, taking into account their specifics;

is the basis for developing decisions in the field of state transport policy, developing targeted programs in the field of transport and transport-related sectors of the economy, solving social, defense and other transport-dependent problems of development of individual industries, regions and the economy as a whole;

is considered as the basis for developing a unified vision of the modern role of transport and the prospects for its development by executive and legislative authorities at various levels, business, users of transport services, all layers

The goals of this program include state assistance in the development of road transport in the Russian Federation through the introduction of various tax benefits for transport enterprises.

Thus, the impact of state policy on the activities of DalTrans OJSC today is positive, since the state supports the development of transport enterprises and this is a key factor for success in the industry.

2.7 Analysis of the internal environment of the organization

Let's compile a matrix of SWOT analysis of the internal environment of JSC DalTrans.

Strengths

highly qualified personnel;

stable position in the market for these services;

growing importance of road transport.

Weak sides

dependence on the services of other organizations (mainly fuel suppliers);

lack of working capital;

outdated equipment and transport.

Possibilities

positive contacts with domestic and European transport companies;

entering the all-Russian market of transport services.

decrease in profits due to rising costs of services compared to competitors;

the threat of new competitors emerging.

Thus, as a result of the SWOT analysis of the transport enterprise, it was possible to identify the strengths and weaknesses of the enterprise, as well as opportunities and threats.

2.8 Justification of the enterprise strategy

As stated earlier, the main strategic goals of the company are: creating a wide network of branches of JSC DalTrans in the Far Eastern Federal District; achieving high performance indicators in the industry; expansion of the organization to the all-Russian level.

This strategic focus is effective and realistic in the future for the organization according to the following indicators:

Compliance with standards: Compliance indicators establish whether the quality of transport services and processes meets relevant standards. These indicators measure the degree to which services meet consumer needs; number of returns; adherence to procedures; test results; budget efficiency; consistency with laws and regulations; and characteristics related to safety, security and health effects. Thus, the strategic goals of DalTrans OJSC correspond to the set standards.

Fit for Purposes: Metrics that measure the alignment of business processes with the organization's goals focus on the interaction of participants in the business process and the extent to which these interactions achieve the goals of the business process. These metrics measure factors such as how well the service satisfies or even excites the consumer. Customer customization, flexibility, and sensitivity are examples of metrics that focus on measuring the alignment of a business process with customer goals. Thus, the marketing research of DalTrans OJSC showed a satisfactory assessment of the company’s activities and trust in it.

Process cost: Process cost indicators are related to the expenditure of resources within the process of producing transport services. Variable costs include supplies that are used in the production of products and services, as well as production factors such as labor, machine time, and overhead costs integrated into the process. Fixed costs not directly related to the execution of processes must be measured and managed directly. Thus, the DalTrans company has a well-founded business development plan, which substantiates the economic and technical possibility of developing the company in the direction of strategic goals.

Bibliography

1. Vikhansky O.S. Strategic management. - M.: Gardarika, 1999.

2. Gerchikova I.N. Management: Textbook, 2nd ed. - M.: Banks and exchanges. UNITY, 1995.

3. Golubkov E.P. Marketing: strategies, plans, structures. - M.: Delo, 1995.

4. Goncharov V.V. - A Guide for Senior Management: In Search of Management Excellence. - M.: MNIIPU, 1997.

5. Durovich A.P. - Marketing in business activities. - Minsk: Phoenix, 1997.

6. Hosking A. Entrepreneurship environment. Entrepreneurship course. - M.: Inter, 2000.

7. Economics of Enterprises / Ed. Volkova P.N., Akulenko N.V., Elizarova S.N. and others - M.: Infra-M, 1998.

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The strategic plan for the development of the transport industry is a kind of “golden mean” between the market method of management and the feasibility of centralized planning. It allows you to formulate long-term goals and guidelines for socio-economic development


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Introduction………………………………………………………………………………………………………….…..3

1 Characteristics of a motor transport organization, its potential and area of ​​activity.........4

2 Mission and goals of the motor transport organization………………………………………………………......6

3 Analysis of the external environment of a motor transport organization……………………………………...7

4 Determining the strategy of a road transport organization………………………………………..….10

5 Formation of assumptions used in planning………………………………….....11

6 Production plan…………………………………………………………………………………………………12

7 Organizational plan………………………………………………………………………………………..……17

8 Justification of current costs of a motor transport organization…………………………..……..18

9 Justification of the amount of working capital of a motor transport organization……………….…....31

10 Financial plan and risk assessment……………………………………………………………….….34

Conclusion……………………………………………………………………………………….....…37

List of references….……………………………………………………………………………….….39

Appendix A Calculation of the number of drivers………………………………………………………...41

Appendix B Calculation of the number of repair workers ………………………………………………………43

Appendix B Calculation of the number of other categories of personnel ……………………………………47

Appendix D Calculation of average values ​​of performance indicators by car brands.……………………………………………………………………………………………………………..48


Introduction

Road transport plays an important role in the development of the country's economy. Currently, there are practically no economic problems that do not affect it. The main task of transport is the complete and timely satisfaction of the transportation needs of the national economy and population, increasing the efficiency and quality of the transport system.



Road transport saves public time in the transportation of goods, contributes to the development of the productive forces of society, the expansion of interregional connections, as well as the improvement of cultural and everyday services for the population. At the same time, motorization has a significant impact on the structure of capital investments, architecture and city planning, as well as on various spheres of social life - healthcare, culture, education, etc.

An enterprise business plan is one of the main enterprise management tools that determine the effectiveness of its activities. Developing a business plan allows you to effectively use business planning for competent management of the enterprise.

In market conditions and fierce competition, an enterprise must be able to quickly and adequately respond to changes occurring in the external environment and within the enterprise itself. This becomes possible when several conditions are met: the administration and the investor correctly assess the real financial position of the enterprise and its place in the market; there are specific goals that the enterprise should strive to achieve; Every step of the plan is strictly controlled and implemented.

The purpose of the course work: to develop a business development plan for the motor transport organization Petrovich LLC, which provides road transport throughout the city of V. Novgorod and its suburbs.

Main objectives of the course work:

Conduct an analysis of the external and internal environment of a motor transport organization

Justify business development and competition strategies

Draw up a production plan

Determine the amount of working capital

Determine the resulting financial result and risk


Characteristics of the motor transport organization, its potential and area of ​​activity

PEK LLC was founded in September 2013 in Veliky Novgorod by a private individual.

The average composition of the company, authorized capital, fixed and working capital of the company are shown in Table 1.

Table 1 – Company information

The PEK company specializes in the transportation of various goods in Veliky Novgorod and its suburbs.

The type of cargo transported is currently presented in Table 7. Cargo transportation is carried out only using our own rolling stock.

The financial and economic indicators of the company’s activities for 2016 are summarized in Table 2.

Table 2 – Financial and economic indicators of the company’s activities

The PEK company is located at the address: Veliky Novgorod, lane. Basic, 13

Our company has its own base for carrying out maintenance and repair of cars.

When organizing the transportation process, our company uses rolling stock, the characteristics of which are given in Table 3.


Table 3 – Characteristics of rolling stock

The main activity of the company is providing clients with services in the field of road freight transportation. We guarantee to achieve the optimal combination of price, route and delivery time. To ensure the interests of our clients, attention is always paid to the safety and security of cargo.

We rely on young specialists who, if possible, already have work experience. Repair workers are highly qualified and regularly improve their qualifications. Drivers have extensive experience and work experience, 1st and 2nd class. The main requirement for all company personnel is compliance with labor discipline.

The company plans long-term activities and therefore considers it necessary to actively participate in the development of the region’s economy and contribute to the development of culture and sports. In addition, PEK LLC follows an honest tax policy and makes timely deductions for taxes and fees.

The quality of services provided by our company is characterized by timely delivery and safety of the cargo. When organizing transportation, we are guided by international ISO standards.

High quality of services is ensured by an effective system of operation and maintenance of rolling stock, which helps prevent failures in cargo delivery.

Our company complies with all the requirements prescribed by the regulations on the safety of cargo transportation, thereby not endangering the lives of people and the safety of transported goods. Training sessions and briefings with drivers on transportation and road safety rules are also regularly held. When producing cars, the manufacturer guarantees the content of harmful substances in exhaust gases within the limits that comply with the standard. In addition, the company is located on the outskirts of the city, thereby having the least impact on the environmental situation in the area. All cars undergo regular technical inspection.


Mission and goals of the motor transport organization

The company's mission is to provide organizations with high-quality services in the field of road transportation of goods, characterized by timely delivery and safety of cargo.

The main goal of the company is to conquer the services market and develop its business as a whole. The company's goals (long-term - for 5 years and short-term - up to 1 year) are shown in Table 4.

Table 4 - Description of the company's goals.

Functional area Goals
Long-term (5 years) Short-term (up to 1 year)
Profitability Achieve a 25-30% increase in profit per invested ruble During the year, achieve an increase in net profit within 5¸7% of its value
Markets Increase coverage of the road transportation market to 15¸20% By the end of the year, increase the market share to 4¸5%.
Services Expand the range of transported goods Organize the provision of services for additional packaging of goods
Costs Avoid increasing costs by more than 10-15%. Maintain transportation costs at the achieved level throughout the year
Financial resources Increase the general fund by 15 million rubles; achieve an increase in working capital to 1 million rubles Achieve an increase in OPF by 4%;
Research, innovation Within five years, increase the number of rolling stock to 40 units Upgrade technological equipment.
Organization Expand the list of settlements in the region to which cargo is delivered Introduce a department for collecting and processing information into the company’s personnel structure

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Recently, there has been a crisis in the field of small and medium-sized motor transport enterprises. On the one hand, this is due to the fact that this industry is very expensive. But, on the other hand, if we analyze unsuccessful projects, we will not find any marketing elaboration there. But a clear focus on demand is the key to a successful and profitable business.

“A loss-making project in transport” - I hear this phrase in a professional environment, especially in the last 4-5 years, very often. Like other infrastructure sectors of the national economy, the motor transport business is subject to many market, marketing and economic risks. They are associated with the state of most of the main economic “arteries” of the country: extractive industries, industry, construction, military-industrial complex and trade.

The dynamics of the modern economic environment force us to analyze the marketing component of the motor transport business in a completely new and much deeper way. Otherwise, you simply cannot survive in today’s fierce competition.

Plan or gone

The main reason for the failure of many motor transport entrepreneurial projects, in my opinion, is the insufficient attention that the organizers of this business should pay to the company’s position in the market, its target orientation and marketing development strategy. This fact may seem obvious and even strange to representatives of other industries, where marketing and sales technologies have advanced significantly further in their development.

Agree that, for example, no one would think of opening a spa salon in a remote village or a cheap eatery next to an expensive five-star hotel. These projects are highly likely to fail, since they simply will not have clients.

However, when drawing up a business plan for a motor transport enterprise in Russia, the obvious set of marketing and sales risks are often not properly assessed at the very beginning of the journey. And, as a result, as projects develop, obviously unprofitable divisions or enterprises with non-target transport assets are opened.

Thus, a trucking company's marketing positioning and growth strategy should be the cornerstones of a successful business plan. The development of the concept of an effective and break-even modern motor transport enterprise is based on the principle of a contract approach.

In this case, it is important to focus on needs as accurately as possible. The principle must apply – buy commercial vehicles only according to the client’s requests, taking into account as accurately as possible the plans and business development prospects of the target group of consumers.

On your marks

When developing a project plan, you should answer the following questions.

1. What market are you planning to operate in?

2. Who are your customers and what are their needs?

3. Who are your competitors and what are their capabilities?

4. What is the uniqueness and main competitive advantages of your offer?

5. What is your development strategy: at the start, at the development stage, at the stage of business maturity?

6. What are the marketing risks of the project?

Being engaged in the development and implementation of many motor transport projects, we have developed for ourselves a corporate model that takes into account the marketing component at the first stage of work, and then passes through all stages of the project in a “dotted line”.

Thus, it is the block of answers to questions in the marketing component that allows you to correctly build the entire business plan. The business plan of a motor transport project includes the following thematic blocks of questions:

  • marketing;
  • investments and financial business model;
  • organizational and legal business model;
  • personnel and staffing;
  • rolling stock, vehicle fleet structure;
  • business processes;
  • quality standards and claims work;
  • KPI and reporting system for assessing the efficiency of the enterprise.

If, when developing a road transport project development plan, most of the recommendations were applied to conduct an objective marketing assessment, business risks are significantly reduced. However, the use of effective technologies and planning at the start of a project does not mean successful activities in the long term or even in the medium term.

Marketing strategy

The start of an enterprise (including detailed study) and further stages of project development take 2–4 years in the motor transport business. In addition, it is extremely important to monitor marketing prospects and risks as it continues to be implemented. We do it every quarter.

Semi-annual and annual reports are the starting point for making decisions to supplement or change the business development strategy. Proposals developed on the basis of such monitoring can have a significant impact on decision-making in the field of commerce, financial and economic activities, personnel and business processes.

Unfortunately, within the framework of this article it is not possible to analyze all aspects of developing an effective marketing strategy for a motor transport enterprise. We will touch upon a tactical issue that arises for a transport organization precisely as the logistics project develops. It is associated with the selection and analysis of the effectiveness of transportation directions.

The problem that needs to be solved in theory is quite simple. It is necessary to evaluate the actual marginality of each transportation direction and select the optimal ones. In practice, the problem of managerial choice for the manager of a modern motor transport enterprise (ATE) looks like a process of formation and development of a portfolio of orders, which should be built on the basis of an analysis of the following groups of factors:

  • geography of transportation;
  • economic and marketing potential of geographical areas;
  • types of customer contracts and potential traffic volumes;
  • nature, intensity and rhythm of transportation;
  • completeness and quality of provision of transport services to clients;
  • possibility of providing related and additional logistics services.

Let's look at these factors in detail.

Geography and volumes of transportation

Distances are calculated in detail for each route, taking into account weather conditions and other features of the region. In some cases, they can have a serious impact on the rhythm of transportation and, ultimately, on financial results.

Then the routes must be grouped into blocks according to a geographical principle: for international transport, the grouping is carried out by country or region, for Russia and neighboring countries - by city and region.

Thus, a potential transport matrix is ​​formed, which can be quite complex, since in order to obtain an effective and accurate model it should be built taking into account both forward and return routes.

Within the group of factors “economic and marketing potential of geographical areas”, the economy in selected geographical areas is analyzed. The potential capacity of the transport market of each region or country is assessed in terms of cargo flows and the availability of the main market agents. Statistics on the movement of goods in selected directions are considered. Often the right approach is even to analyze individual industries and lists of specific potential customers in the region.

There are different approaches to the issue of types of customer contracts and potential volumes of transportation. It all depends on the development strategy of the transport enterprise.

The basic principle may be the contractual approach. This is due to the fact that modern logistics is based on mutual obligations of the customer and the supplier of transport services under the contract. Thus there are:

  • one-time transportation contracts;
  • framework contracts without obligations and volume guarantees;
  • contracts with guaranteed volumes;
  • contracts with partial or specific guarantees that occur under certain seasonal or circumstances declared by the parties to the contract.

Using the contract approach, it is easy to build a “funnel” of orders by type of contract. Thus, an additional projection appears in the order portfolio, in addition to geographic location and economic indicators, by transportation directions.

General contracts allow you to plan transportation volumes even in the long term; framework and one-time contracts are used to build scenario plans. The ratio of shares by type of contract and planned volumes of transportation form the ATP strategy.

...general contracts allow you to plan transportation volumes even in the long term...

Rhythm of transportation and quality of services

The organization of transportation, its intensity and rhythm for a certain time period - day, week, month or quarter is usually analyzed per fleet unit, by type of vehicle. The very scheme of organizing transport activities can very significantly influence its results.

Therefore, when developing a marketing block, it is extremely important to correctly predict these indicators. They must be compared with the physical capabilities of equipment and personnel, taking into account the restrictions imposed by the current legal requirements for the modes of movement, work and rest of drivers.

The profile, quality and content of a transport service are the main factors for successful marketing of a transport company. The service must meet the demand, needs and expectations of potential customers to the maximum extent possible.

...the profile, quality and content of a transport service are the main factors for successful marketing of a transport company...

The cost and operational burden on a transport enterprise is extremely high. And the rate of profit in business, with the exception of specialized projects, rarely goes beyond the industry average. Therefore, when developing a package of services, it is necessary to be guided by the principles of reasonable sufficiency. Otherwise, every minor change in the content of the service can seriously affect the final results.

Modern trends in logistics development dictate new requirements. A transport company is increasingly becoming a provider of additional clearance, brokerage, intermediary and other commercial services that are directly or indirectly related to the transportation of goods. This mainly happens due to changes in transportation standards and, accordingly, client needs. For example, in international transportation with the service of preliminary declaration of goods when crossing the border, the service is increasingly provided not by the broker, but by the carrier himself.

On the other hand, the emergence of additional services in the portfolio of transport companies is often associated with the differentiation of their business and the increasingly frequent desire of customers to purchase a turnkey service. In this case, the additional service may even go beyond the traditional understanding of logistics.

Service package

We have set an algorithm for developing a marketing block when launching or developing a transport project. The goal was to describe the practical sequence of the assessment and focus attention on those fundamentally important and specific issues that will help avoid serious mistakes, risks and negative financial results for the company already at the stage of developing a marketing plan for ATP.

Using any effective modern tools in combination with the stated principles, specifics and ideas will help you develop a truly relevant business plan. It will be based on a detailed study of the marketing block and information about your target customers and markets.

The managers of many transport transport companies mistakenly believe that the main thing in this business is to provide the client with the maximum range of all possible services in an open and competitive transport market. Our basic principle is a detailed service package, which is prepared in full accordance with the expectations and needs of the target group of clients.

We call this approach the concept of value-added (added value of the service for the client). After all, it is precisely this clear focus on demand that is the key to a successful and profitable transport business. It allows you to provide the client with a full service, with a full range of corporate advantages that competitors do not have, with strict control of operating and overhead costs.