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

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

The radical reform of economic management is the basis of market reforms carried out in Russian society. The reform fundamentally affects the service sector, which, like any other field of activity, objectively needs to be managed. Management is a targeted impact on the service sector in order to focus it on meeting the needs of people, improving performance and ensuring an acceptable level of profitability.

The quality of management predetermines both the results of the activities of the service sector and the choice of ways and means to achieve them. The role of management in the service sector is also important in promoting the growth of the efficiency of social production by creating conditions that free up the time of the population and favor highly productive labor.

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

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

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

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

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

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

In addition, in the mid-1950s, signs of chronic overproduction began to appear in developed countries, the market was oversaturated with goods. Under such conditions, production could no longer develop in the direction of unlimited self-expansion. There was a need to develop a different strategy. Economic science has also responded adequately to these changes, previously traditionally focusing on the sphere of production and solving the problems of increasing the efficiency and modernization of this sphere, regardless of the influence of the sphere of consumption on it.

Marketing theory gained wide practical application during this period. The development of marketing had a direct impact on the management of the company. The close interaction of marketing and management led to the emergence of a new term "marketing management". The most important principle of the marketing approach to managing a company is the target orientation of all elements of the production system, as well as the production and social infrastructure serving this system, to solve problems that arise for a potential consumer of goods and services brought to the market by the company.

The marketing concept of management is of particular importance for enterprises and organizations in the service sector, whose activities are directly focused on customers (consumers) and significantly depend on their requests.

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

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

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

1) the services themselves are known to have characteristic features (intangibility, heterogeneity, perishability, inseparability of the provision of services from consumption). Services are often opposed to products, although, according to P. Doyle, “pure goods and services are rather a scientific abstraction. Most sales offers are various combinations of tangible and intangible elements.” As Professor T. Levitt writes: “Service industries, as such, do not exist. It's just that in some industries the share of services offered is higher than in others. Everyone provides services." Thus, most manufacturers provide customers with delivery, repair and maintenance, insurance, consulting and staff training services along with goods. The airline, along with the transportation of passengers, offers them lunch, drinks, magazines and newspapers. This opinion is shared by B. Karlof, who points out: “The concept of a company operating in the field of non-material production should be used with some caution, since the production of many industrial products is currently accompanied by the provision of a wide range of services.” To resolve this seeming contradiction, one should refer to the classification of services proposed by G. Assel, according to which all services are divided into services related to goods, services based on the use of equipment and services based on human labor. The characteristic features of services increase and are most clearly manifested as we move from the first group of services to the third;

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

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

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

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

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

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

Rice. 1.1. Service management model.

The service management model begins with a market niche (market segment) and then, moving counterclockwise, leads to the concepts of "service concept", "service delivery system" and "image". The image is seen here as a tool of information that management can use to influence staff, consumers and resource providers, whose perception of the company and its development prospects affects the firm's market position and cost effectiveness.

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

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

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

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

The process of rendering services differs from the process of production and sale of goods in many characteristics, which determine the presence of features of managerial activity in organizations in the service sector.

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

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

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

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

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

Table 1.1

The main problems of management and ways to solve them

Continuation of the table. 1.1

Features of management associated with the main characteristics of services determine the main problems that confront the leaders of service companies. Of the variety of problems listed in Table. 1.1, the most important are those related to the human factor, which plays a paramount role in service enterprises, namely:

quality control;

achieving high performance;

personnel Management.

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

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

The gap between the expected and actual quality of services can occur for various reasons. Knowing and eliminating these causes will allow the management of companies to improve the results of their activities. The main reasons may be:

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

misconceptions about the quality of services. Even if management correctly assesses customer expectation, managers are often unable or unwilling to commit company resources to fixing the problem. For example, many organizations that accept utility bills, banks, shops have an unfortunate mode of operation for customers, which has not changed for many years;

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

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

To solve the above problems of service quality management, the company's management needs to:

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

2) always follow high standards of service;

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

Establish high and measurable criteria for the performance of the company;

Provide training and encouragement to employees;

Develop systems for monitoring labor productivity;

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

4) convey to consumers only real promises.

One of the biggest problems in the service industry is low productivity. The objective reason for the complexity, and sometimes the impossibility of measuring the volume of services and labor productivity in service activities is due to the lack of a tangible result.

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

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

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

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

An important management problem is the ratio of productivity and quality. For example, the productivity of a doctor increases with a decrease in the norm of time for receiving patients. But the inevitable consequence of this is, as a rule, a decrease in the quality, and, consequently, the effectiveness of the service.

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

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

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

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

2) conveyor approach to service.

This approach involves the automation of manual labor (eg, automatic car washes, vending machines, ATMs) as well as the use of systems that reduce the number of service personnel (eg, supermarkets, fast food restaurants).

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

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

An effective way to increase productivity is to transfer customers to partial self-service: direct, without the help of operators, international and long-distance telephone calls; cleaning up dishes in some catering establishments; equipping hotel rooms with household appliances that allow customers to make tea or warm up breakfast on their own, etc.

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

4) establishing a balance between supply and demand.

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

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

· increased flexibility of supply, which can be achieved by introducing part-time work, bundling the services of several companies and more efficient use of equipment and personnel during periods of increased demand.

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

In the management of services that involve a high degree of customer involvement, the highest priority should be given to the relationship of company employees to consumers. It is important for the management of the company to form such norms of behavior for employees that would orient them towards respect for the needs of customers, i.e. to use such an interesting socio-psychological phenomenon as the “client” type of behavior of employees in “hot spots”, where they meet directly with clients.

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

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

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

The behavior of employees adequately forms the image of the company. In this case, there is no need for its artificial creation.

Foreign experience, which is beginning to be actively used by Russian service companies, has developed a number of recommendations on the use of the clientele type of employee behavior.

In order to attract a client, you must:

take into account the composition and homogeneity of buyers;

to introduce original services;

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

Provide appropriate design of retail space and offices;

Make discounts for regular customers

· introduce new forms of service (for example, field service, participation in fairs, order service, etc.);

constantly expand the range, updating services;

Require compliance with relevant standards of behavior from employees of the company (constant search for new, study of customer requests and their adjustment);

Be "open" to clients.

The general structure of the behavior of employees of the company, focused on the client, includes a number of elements.

The above example is one of the fragments of the "client" behavior of the personnel of a company providing services.

The “anti-client” type of behavior of the company’s personnel gives an answer to the question: “How to alienate a client?” It contributes to:

maintaining the range of services unchanged;

lack of guarantees for customers;

staff incompetence;

unsightly appearance of service items (for example, wrinkled clothes, unironed tablecloth-napkins set);

tightness and overcrowding in the trading floor and offices;

Lack of services (assembling furniture, setting up computers, delivering oversized cargo to an address, etc.);

Inflexible prices, no discounts;

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

Uncomfortable for clients mode of operation of the company.

The “anti-client” type of behavior can also be manifested in business communication among company employees. The client may be repelled by such situations:

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

failure to fulfill the obligations assumed;

corporate symbols on dirty, untidy overalls;

Poorly crafted branding

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

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

Instead of showing interest in the client, they try to “get rid of” him;

employees do not introduce themselves and do not have brand identification marks;

Haste is felt in a verbal or telephone conversation;

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

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

employees refer to employment;

Employees look for information for a long time or do not fully possess information.

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

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

s Control questions

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

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

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

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

5. List the most important characteristics of services that distinguish them from products, and explain their impact on the features of management in the service sector. Give examples.

6. Describe the main problems of the service sector.

7. Try to define the quality of the service.

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

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

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

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

12. Describe on specific examples the main ways to improve productivity in service enterprises.

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

— Questions for discussion at the seminar

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

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

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

Ñ Basic concepts

Service sector, management in the service sector, marketing concept of management, management model in the service sector.

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Service planning

Planning: essence, purpose and constituent elements. Features and tasks of planning at service enterprises. Forecasting and its purpose. Goals in the organization in the service sector: their functions and classifications. Mission and philosophy of the organization providing services. Strategic, tactical, operational and operational goals. The organization's goals tree. Principles of effective goal setting.

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

Planning and goal setting in service organizations

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

Planning, being one of the main functions of management, allows to ensure the effective functioning and development of the organization in the future, to reduce uncertainty. Decisions made in the planning process form a complex system within which they influence each other, therefore, they need to be interconnected to ensure their optimal combination in terms of the fullest use of the organization's potential and the opportunities that open up for it.

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

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

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

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

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

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

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

Information support of employees. Plans must contain information about the goals, terms and conditions for the performance of work to provide services to consumers.

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

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

Scientific prediction of the future on the basis of identifying trends and patterns of development;

Determining the dynamics of economic phenomena;

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

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

The importance of forecasting increases due to the fragility of services, the impossibility of their storage, which creates problems in responding to fluctuations in demand. In the service sector, forecasting is usually done to anticipate the dynamics of needs for specific services. For example, an increase in the unemployment rate in a region may suggest an increase in the need for employment services, while a decrease in the price of new cars may suggest a decrease in the demand for auto repair services. If the forecasting is done qualitatively, then the resulting forecasts can serve as the initial basis for planning. Thus, plans formed on the basis of birth and death forecasts, the epidemiological and environmental situation, forecasts for the receipt and expenditure of funds in this industry contribute to the stable work of health care.

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

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

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

3. Goals form the basis of the criteria for identifying problems, making decisions, monitoring and evaluating the results of service delivery activities.

The goals of activities that are set at service enterprises can be classified according to several criteria (Fig. 2.1)

Rice. 2.1. Classification of goals in service organizations

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

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

The most important services provided;

Intended consumers of services;

Geographic scope of activity;

The concept of service quality;

The concept of pricing;

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

Company image, desired public reputation, etc.

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

Strategic The goals of the organization are set by top-level managers and focus on the most important general issues. They are aimed at solving promising large-scale problems in the provision of services that qualitatively change the activity or image of the organization. So, the strategic goal of a travel company may be the transition within a certain time from international tourism to domestic. Tactical Objectives are set primarily by middle managers and focus on the key actions needed to achieve the strategic objectives. An example of a tactical goal within the framework of this strategic goal is the acquisition and refurbishment of two local tourist bases during the year. Operational goals are formulated by middle and lower level managers, they are associated with the functioning of individual departments of the organization and are aimed at the actions and work necessary to achieve tactical goals. For example, to achieve this tactical goal, an operational goal can be set: conducting a comparative analysis of local tourist bases proposed for implementation within two months. Operational goals assigned to specific actors are sometimes referred to as operating .

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

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

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

Rice. 2.2. "Tree" of goals

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

reality of goals.

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

Goal flexibility. If necessary, goals should be adjusted.

Goal Compatibility. The goals of the organization should not be contradictory, but, on the contrary, mutually supporting and ensuring the provision and development of services. Consistency should be ensured both vertically, that is, between the goals of different levels, and horizontally, that is, between the goals of different areas of the organization.

Verification and encouragement to achieve goals. This requirement is related to the need to assess the degree of achievement of the goals for the provision of services and stimulate the corresponding activities of employees.

Types, principles and stages of planning

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

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

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

Current planning may include tactical and operational. The main task of tactical planning is the choice of means to achieve the intended overall goals of the company. At the same time, personnel policy, methods of providing basic services, general financial policy, and general marketing strategy are determined. Operational planning is aimed at developing specific action programs to solve the problems of the organization, detailed by years, quarters, months and days. During the development of operational plans, decisions are made on how to operate the enterprise's operating system depending on the changing demand for its services, how to provide service delivery processes with resources at minimal cost, how much to attract employees, etc.

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

Table 2.1

Comparison of strategic and current planning

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

Nomenclature-thematic planning in the service sector is the formation of company development plans that define measures to update the range and content of services provided, increase the competitiveness of services, improve technology and organize the processes used in their provision. The main set of works on this type of planning should be carried out by marketers. In this case, it is recommended to use a service package model that includes:

* basic service;

* ancillary services that contribute to the main one;

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

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

the basis of the service;

the degree of individualization of the service;

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

scheduling involves determining the scope of work, the loading of departments and performers, the construction of work schedules for individual performers, divisions, specific services, equipment loading schedules, and the distribution of work by periods. This type of planning in the service sector is more difficult than in the sphere of material production. Services, unlike goods, are provided to the consumer in real time and often require the presence and participation of the client. The duration of the service is often unknown in advance, since it depends not only on the factors of the organization, but also on the characteristics and requests of a particular consumer. Therefore, scheduling plans for many services (medical, cosmetic, restaurant, etc.) are usually based on average indicators of the temporary workload of personnel, premises, equipment and suggest possible adjustments when individual orders are received. During periods of low demand, schedules may include changes in business hours, free or reduced service times, and the like. During periods of peak demand, plans may include measures to streamline queues (pre-booking, improving the comfort of waiting for customer service) It is much easier to create scheduling plans for services with relatively stable, predictable demand (urban public transport, telephone communications, in-house services) or that do not require attendance client (repair, cleaning, laundry).

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

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

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

Several factors influence the composition and structure of the plans of an organization operating in the service industry, including
- the direction of activity and the composition of the services provided;
- organizational structure of the enterprise;
- the composition and nature of the processes used to provide services;
- the size of the organization and the scope of its activities, etc.

The high quality of the developed plans is facilitated by taking into account the scientific principles of planning. Some of them are especially important for service enterprises.

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

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

I. Stage problem statement includes the identification and analysis of the problem associated with the provision of services, while determining the initial prerequisites and target values ​​of the planned parameters.

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

III. Stage implementation of the planned solution is to bring the planned decision to the performers in the form of specific targets, norms, standards, indicators.

All planning processes are closely interconnected and form a specific planning cycle.

Service Planning Methods

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

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

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

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

Up to the 20th c. the service sector was generally excluded from the sphere of production. Thus, the famous English economist Adam Smith directly pointed out that the wealth of society depends only on productive labor - work to create material wealth. To unproductive occupations, when nothing is produced, but only previously created social wealth is consumed, he attributed the services of such professions as “priests, lawyers, doctors, writers ... actors, clowns, musicians, opera singers, dancers, etc.” (Smith A. An Inquiry into the Nature and Causes of the Wealth of Nations. T. 1. M., 1935. S. 279). This point of view about the unproductivity of the service sector was adopted by Marxist political economy, and then by Soviet statistics.

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

Zhiltsov E.N., Kazakov V.N., Voskolovich N.A. The economics of the sphere of paid services. Kazan, 1996
Demidova L.S. The service sector in the post-industrial economy. World economy and international relations. 1999, No. 2
Service sector: problems and development prospects. Tt. 13. Ed. Yu.V. Sviridenko. M., 2001
Klikich L.M. Service Economics: Problems of Methodology and Analysis. Ufa: BPAU, 2004

Find "SERVICE SPHERE" on

Ag TO THEORIES OF TECHNOLOGY OF THE SERVICE SECTOR

UDC 336.64 BBK 65.05

SERVICE SPHERE AND MODERN TRENDS OF ITS DEVELOPMENT

G.V. Gioev, L.A. Podolyanets

Saint Petersburg State University

Service and Economics (SPbGUSE 191015, St. Petersburg, Kavalergardskaya st., 7

The study was supported by the Ministry of Education and Science of the Russian Federation, Agreement 14.B37.21.1995

One of the features of the modern Russian economy, corresponding to global trends, is the intensive development of the service sector, which has an increasing impact on the living conditions of the population. This influence is manifested in various areas of human life and society, from the economic to the social sphere, and affects all components that form the quality of life.

Confirmation of this thesis

serves as an analysis of the economic development of Russia, which is characterized by the ever-increasing importance of the service sector. According to the data of the Federal State Statistics Service of the Russian Federation, the share of all services in shaping the structure of GDP increased from 20% to 59.0% from 1990 to 2011. Over the same period, in monetary terms, the growth in the provision of paid services to the population amounted to from 0.44 to 5424.8 billion rubles. respectively (Table 1).

Table 1. The volume of paid services to the population of the Russian Federation

Unit rev. 1990 1995 2000 2005 2006 2007 2008 2009 2010 2011

In billion rubles (in actual prices) 0.44 113.0 602.7 2271.7 2798.9 3424.7 4079.6 4504.4 4851.0 5424.8

As a percentage of the previous year (in comparable prices) 110.2 82.3 104.7 106.3 107.6 107.7 104.3 97.5 101.5 103.0

Structural analysis of current trends in the service sector demonstrates an important difference - the rigidity of the factors of change: about 50% of the total spending of the population is directed

on the satisfaction of services of the so-called "mandatory nature", not "elastic" to the income of the population. These, as a rule, include all housing and communal and household services, from

specific types of passenger transport services (Table 2).

Table 2. Structure of paid services to the population of the Russian Federation (in % of the total)

Analysis indicators 2002 2005 2007 2008 2009 2010 2011

in % of the total RUB mln

All services rendered 100 100 100 100 100 100 100 4851018

including

household 11.7 10.1 9.9 9.7 9.9 9.9 9.7 470990

transport 24.2 21.5 21.2 20.9 21.6 20.3 20 969778

communications 14.8 18.5 18.6 19.9 19.7 19.5 19.2 929786

housing 4.3 5.3 5.6 5.4 5.2 5.5 5.5 265357

utilities 16.1 18.3 18 17.6 17.6 19.3 21.2 1027002

hotels and similar accommodation facilities 3 2.6 2.7 2.7 2.6 2.4 2.3 111717

crops 2 2.3 2.2 1.7 1.6 1.7 1.7 84744

tourist 1.4 1.5 1.6 1.6 1.8 1.7 1.7 82246

physical culture and sports 0.4 0.7 0.6 0.6 0.6 0.6 0.6 27857

medical 4.9 4.8 4.9 4.7 4.8 4.9 5 244440

health resorts 2.1 1.6 1.5 1.4 1.4 1.4 1.2 60523

veterinary 0.3 0.2 0.2 0.2 0.2 0.2 0.2 8780

legal nature 3.9 2.3 2.5 2.6 2.5 1.9 1.8 88393

education systems 6.7 6.7 6.9 7.1 7 6.9 6.7 326619

other services 4.2 3.6 3.6 3.9 3.5 3.8 3.2 152765

Consequently, the service sector has a significant growth reserve for services of an “optional nature” and, thus, is able to make and is making a very significant contribution to the increase in gross domestic product at relatively lower costs and shorter payback periods, as well as contribute to the development of domestic

market as the basis for stable economic growth.

There are a number of definitions of a service as an economic category. Let us consider one of the approaches, including the allocation of such characteristics as a generic definition, material basis, social form, unity of form and content (Table 3).

Table 3. Characteristics of a service as an economic category

Generic definition of service Material basis of services Public form of service Unity of form and content

Service - a concept focused on the ability and readiness to carry out activities that ensure the satisfaction of one or another customer need. to order A service is a change in the state of a person or a product belonging to an economic unit that occurs as a result of the activities of another economic unit with the prior consent of the first Service is any activity carried out by mutual agreement of the parties that does not lead to the emergence of ownership rights to a material object

Thus, the above characteristics of a service as an economic category make it possible to clarify the definition of the term “service”, which should be understood as one of the forms of economic relations between contracting parties aimed at meeting mutual needs concluded in

useful results of their interaction as an economic product of the services market.

An analysis of the market for services of various directions, their distinctive functions, tasks and features allows us to divide the properties of the service into general and specific (Fig. 1).

The specific properties of the service are the basis for the creation of additional utility by service enterprises and a way to improve the service to the population.

World and domestic experience in managing social development convincingly shows that the socially oriented service sector is the core of modern civilization.

lization, the most powerful factor in the development of the country's economy.

Traditionally, industry, heavy and light, as well as the military-industrial complex, which bears the main load as a generator of innovations and a leading tax payer, is recognized as the locomotive of the economy. However, without service activities that permeate numerous sectors of the economy and in parallel

growing as an independent sphere, it is not possible to satisfy the ever-growing needs of the population.

In addition, the service sector contributes to the implementation of such an important social function of the state as providing employment for the population, increasing the level of employment of a significant part of the population and providing services that do not require prior licensing of activities or the availability of higher education as a prerequisite for an employee.

Currently, the main trends in the development of the service sector should be considered as follows:

Associated with the processes of concentration and specialization of the production of services;

Due to the need to improve the organizational and structural factors of the functioning of service enterprises;

They are determined by the need to use best practices in the functioning of the service sector in economically developed countries, taking into account the local characteristics of their provision.

These and other facts indicate the need to expand the share of state participation in the regulation and development of the service sector market. The solution to the problem associated with the development of state regulation in the new economic conditions of Russia should be carried out in close contact with market entities in the service sector. The principles of cooperation between state bodies and subjects of the service sector market can be: scientific study and phased implementation of the developed measures; taking into account and balancing the interests of all market participants; recognition of the leading role of the state as an organizer

and a regulator of economic relations in the service sector market.

The importance and complexity of regulating the service sector market require the development of a concept and appropriate methodological support. From this position, it is necessary to consider the improvement of state regulation of the economy both on a national and regional scale. In doing so, the focus should be on developing specific

forms and methods, based on the geographical, ethnic and economic characteristics of the region.

Ensuring an organic connection between forms and methods will make it possible to adapt traditional and pilot forms of development at the regional level to the main methods of state regulation (direct and indirect), optimize them, which will determine the most successful application of state regulation in managing the development of the service sector in the region.

The main areas requiring the regulatory activities of authorities in the service sector should be considered:

Financial, tax and legislative support for small businesses, including those with a high share of venture capital, ensuring stable conditions for healthy competition, etc.;

Formation and development of state entrepreneurship in the most socially significant sectors (education, consumer services, housing and communal services, etc.);

Branch macroplanning and macroprogramming;

Improvement of budget policy taking into account the state

support for socially significant service industries.

Taking into account these initial assumptions, the following concept for the development of the service sector is proposed (Fig. 2).

Basic provisions of the concept

Identification of prerequisites for the development of the service sector

Identification of the main trends in the development of the service sector

Justification of the need and development of goals and objectives for the development of the service sector

Decomposition of the components of the quality of life of the population

Concept Development Methodology

Concept evaluation methods

Methods for analyzing the quality of life of the population Methods for assessing the quality of service

Directions for the implementation of the concept

Development and implementation of directions for the development of the service sector and improving the quality of life of the population

Improving the organization of servicing consumers of services Improving the quality of service for consumers of services Increasing the competitiveness of service industry entities

Expected result of the implementation of the concept

Improving the quality of life of the population

Rice. 2. Model of the concept of development of the service sector

The concept is based on the idea of ​​improving the quality of life of the population by improving the consumption of goods in quantitative and qualitative terms, provided by the pace of development of the service sector, increasing the competitiveness of its subjects, improving the organization and improving the quality of service to consumers of services.

The prerequisites that determine the prospective development of the service sector are: the development of information and communication technologies; institutional transformations of the economy;

change in intra-industry proportions in the structure of the economy; increasing the scientific capacity of the service sector; a change in the structure of supply and demand in the service market and, of course, an increase in the effective demand of the population.

The implementation of the concept both on a national scale and at the regional level can serve as one of the options for solving two significant tasks: developing the non-productive sector of the economy and ensuring sustainable economic growth as a material basis for improving the living standards of people; higher-

improving the quality of human life and enhancing its labor participation in ensuring sustainable economic growth. The service sector plays an integrating role in solving these problems.

The need to improve the organization of service to consumers of services follows from the main feature of the activity of the subject of the service sector - a complementary combination of the processes of production of services and customer service. At the same time, there is no link in the service sector that separates the producer of the service and its consumer.

In other words, in the process of receiving a service, the consumer enters into direct contact with the enterprise, the results of which determine the consumer's perception of not only the received service, but also the enterprise as a whole.

It follows that the organization of service plays no less, if not a greater role among other parameters that determine the perceptions and expectations of the consumer in relation to the service, the perception of the result of its receipt and the attitude to the activities of the service enterprise as a whole.

The choice of the processes of organizing services for consumers of services as a key link in the service sector allows us to identify and formulate two priority goals for their improvement:

For the consumer: ensuring satisfaction with the service organization, which will lead to a repeat visit to the enterprise, an increase in the volume of consumption of services and, therefore, will create conditions for improving the standard of living;

For the enterprise: ensuring the demand for the services provided by consumers, which will lead to an increase in income and profits by increasing the attendance of the enterprise and will create conditions for increasing competitiveness.

Based on these goals, it is possible to single out the main directions for improving the organization of customer service:

In the field of improving the created product (service): improvement of technical, operational, economic

mic and other parameters; organization of production of new types of services; expanding the range of related services provided; use of new technologies for the production of services and maintenance;

In the field of improving the use of material resources: cost optimization; improving the efficiency of the use of resources of all kinds; the use of new types of resources, especially information;

In the field of improving the quality of labor and the efficiency of using the labor resources of the enterprise: improving the conditions and organization of labor; improvement of forms of remuneration and labor motivation; professional development of employees; development of systems of remuneration for the quality of service;

In the field of improving the organization and management of business processes: rationalization of the organizational structure, the use of new management technologies.

Particular attention should be paid to improving the service organization process based on its detailing according to the GOER (O) methodology. In this regard, it becomes necessary to build a model of the service organization process "as is" and "as it should be", dividing them into several levels of detail according to the content of the elements of the process and the conditions that ensure its improvement. The “as it should be” model according to the GOEP(O) methodology (one of the levels of detail) is shown in fig. 3.

In the proposed form, the service organization process acquires a pronounced focus on meeting the individual needs of customers and improving the quality of service processes.

Along with the task of improving the organization of customer service, another important task is to improve the quality of service as an independent direction to strengthen the influence of the service sector on the quality of life of the population.

To this end, improving the quality of service to consumers of services can be represented as a model that includes the following main elements: determining the factors of quality of service to consumers of services; choice of methodological basis for building the model; specification of the model object; clarification of the requirements for the model, formulation of the goal and objectives of its development; construction and justification of the block diagram of the model; determination of the conditions for the implementation of the model.

The purpose of the development is to create an alternative management tool that allows for the effective solution of the goals and objectives of the sustainable development of the service sector as a whole as a system and the implementation of the main goal of the functioning of its business entities - improving the quality of consumer

as a basis for improving the quality of life of service consumers.

In the model, service quality factors are combined into three groups: production (technological), labor and organizational. Labor factors are considered as the main ones, since they affect the quality of the service (from the standpoint of professionalism and skill), i.e. on production (technological) factors, as well as on the quality of the service process (from the standpoint of organizing interaction with consumers), i.e. on organizational factors. Based on the methodology of "total quality management", the object of the model is concretized, the requirements for it are clarified, and the tasks of its development are formulated.

Rice. 3. The “as it should be” model according to the GOER(O) methodology The model is a set. The system level reflects methodologically interrelated structural levels. logical foundations of the model, target - goals

its application, legal - the regulatory requirements of the environment for using the model, object - the area of ​​​​use, and the social and economic levels characterize the expected results from the application of the model in practice as

Thus, in modern Russia, the need has ripened for the implementation of three main strategies in the service sector:

as a management tool. In accordance with these structural levels, the content of the model elements was detailed, the conditions for its implementation were identified and disclosed (Table 1).

communities, ensuring high rates of sustainable economic growth and building the potential for future development.

Table 4. Structural levels, elements and conditions for the implementation of the model for improving the quality of service for consumers of services_

Structural levels of the model Elements of the model Priority conditions for the implementation of the model

Systemic Quality management system based on the methodology of "total quality management" (TQM) Expansion of the practice of using the methodology of total quality management as a basic service quality management system

Target Quality management -> improving the qualitative parameters of the development of the service sector -> improving the quality of the functioning of the subject of the service sector -> improving the quality of service and maintenance Choice of the quality of customer service as the main criterion for assessing the activities of a service sector enterprise

Legal Regulations governing the activities of economic entities and the service sector in a competitive environment ->■ standardization and certification of services -> service standards Development of a national service quality standard, creation of a regulatory framework governing the remuneration system for service quality

Object Marketing product (service) process (service) -> technology -> personnel -> organization Development of an intra-organizational service quality policy at each service enterprise

Social Improving the quality of service to consumers of services -> improving the quality of consumption -» improving the quality of life Specifying the directions for a qualitative increase in the consumption of services based on improving the quality of consumer service

Economic Sustainable development of the service sector -> increase in the efficiency of the service sector entity ->■ growth of the competitiveness of the service sector entity and the product (service) created by it Development of directions for increasing the competitiveness of service sector entities based on improving the quality of consumer service

LITERATURE

1. FSGS. The volume of household services to the population. URL: http://cbsd.gks.ru/ (accessed 14.02.2013).

2. FSGS. The structure of paid services to the population. URL: http://cbsd.gks.ru/ (accessed 14.02.2013).

3. Karkh D.A. Theoretical Foundations for the Development of the Essence of Trade Services II SUSU Bulletin, Economics and Management series. 2010. No. 7 (183).

4. Uligov A.A. Formation of factors of intensive development of the service sector in the modernization period of the economy: Abstract of the thesis. dis. ... cand. economy Sciences. URL: http://www.sssu.ni/Portals/0/Dis/2012/uligov.doc (Accessed February 14, 2013).

5. Solovieva L.V. Theory and methodology of the influence of the service sector on the quality of life of the population: Monograph. Belgorod: Cooperative Education, 2007.

6. Golodova Zh.G. The main directions of stimulation and evaluation of investment activity in the regions of Russia // Regional economy: theory and practice. 2008. No. 22 (79). pp. 68-72.

7. Solovieva L.V. Service: essence, characteristics // Bulletin of the Belgorod University of Consumer Cooperatives (special issue). 2005.

The service sector is one of the promising, rapidly developing sectors of the knowledge-based economy. Services are purposeful human activities, the result of which has a beneficial effect that satisfies any human needs.

Services are various types of human activity, as a result of which material benefits are not created, and which belong to the non-productive sphere. At the same time, the service sector is an important part of the real sector of the economy.

Modern economic theory reflects the new economic reality. The end of the 20th century and the beginning of the 21st century are characterized by the latest structure of post-industrial production. It has a number of distinctive features:

The latest production is capable of providing mass satisfaction of the entire range of actual and future needs;

The modern economy includes two complementary spheres of production: material (creates material wealth) and non-material (creates spiritual, moral and other values ​​- works of spiritual culture, art, science, etc.);

Modern production organically includes a special service sector.

A service is a kind of expedient activity, the useful result of which is manifested during labor and is associated with the satisfaction of a need. The role of the service sector in the modern economy is determined by the following conditions:

New jobs are constantly being created in the service sector;

The service sector is increasing its share in the country's gross domestic product;

Due to the service sector, there is a reduction in the time for servicing the household, which improves the quality of life of the population.

Households and businesses are demanding more and more services, more sophisticated and of higher quality. The increasing role of services in the household has various reasons.

The following main factors of increasing the role of services in the life of a modern household can be identified:

growing abundance;

striving for a better quality of life;

increase in free time;

urbanization necessitating new types of services (for example, security);

demographic changes leading to an increase in the number of children and older people who need many services;

socio-economic changes, such as the emergence of families where the husband and wife work, lack of personal time, etc.;

the complication of consumer demand, leading to the expansion of the very set of required services (for example, in the conduct of personal financial affairs);

Technological changes that improve the quality of services or create new types of services (for example, in the field of medical care, cable television, receiving data over a computer network).

The growth in service needs of firms and institutions is driven by the growing complexity, internationalization and complexity of their management. Specialized service firms (eg, temporary assistance, conflict resolution) are being created, as are sets of needs in established service industries such as advertising, accounting and reporting, consulting, information systems, investment banking, and market research. More complex products and more advanced technologies that affect firms' value chains require more and more services in the areas of design, management and maintenance. The internationalization of competition promotes the growth of services needed to support trade and manage geographically dispersed enterprises (such as communications services and recruitment). Changes in technology and management are creating entirely new service industries.

Any product of labor produced for sale is a commodity. Hence, the services sold in various markets act as an independent and very diverse group of goods.

The main role of a service as a commodity is the ability to meet the needs of customers. The main difference between a service and a physical product is as follows:

Any service is a process. The use of the term process allows a distinction to be made between services and physical goods, which by their nature cannot be a process;

People are an integral part of services.

In the world, there is a tendency to diversify the service sector, when many previously separate types of services are combined within one company. Their whole complex is offered, which increases the competitiveness of this company, weakens possible risks. Thus, banking, exchange and intermediary services merge into a single complex of financial services. Or, for example, there is a combination of various services within the framework of a transport company, such as life and cargo insurance, mail delivery, and tourism.

The growing role and influence of the service sector on the economy has necessitated research to classify services and determine the characteristics of marketing in this specific area. Today, the following characteristics of services as a commodity are known and widely used:

intangibility;

continuity of production and consumption of services;

inconstancy of quality;

service failure to store.

Intangibility means that the service cannot be tried, demonstrated, seen until it is received. Intangibility causes problems for both the buyer and the seller of the service. It is difficult for the buyer to understand and evaluate what is being sold before the acquisition, and sometimes even after. At the same time, the intangibility of services complicates the life of their sellers. The seller can only describe the benefits that result from the provision of this service. Although there are services when the client cannot evaluate the benefits even after receiving them. The intangible nature of services makes pricing and promotion difficult. A service is inseparable from its source, while a commodity exists in material form regardless of the presence of its source. You can only provide a service when an order arrives or a client appears. Some experts believe that this is the most important factor that makes a service really a service and distinguishes it from a product.

The inseparability of consumption and production of services creates a special form of "consumer production". At the same time, the consumer pays the cost of the service in advance, before he gets the opportunity to assess the level of satisfaction of his needs. This raises the need to strengthen consumer confidence in the service provider. The impossibility of consuming a service without a producer imposes restrictions on the development of marketing activities. Sales divisions in the service sector in practice merge with the departments of advertising and propaganda, and their functions are reduced to stimulating the sale of services in various consumer segments. Including the buyer in the process of producing the service means that the seller must take care of what is produced and how. The last task is especially important. How bankers, insurance agents, lawyers, doctors and hairdressers behave when selling their services will determine the likelihood that the client will return more than once. Therefore, the correct selection and training of personnel is very important.

The variability in the performance of services is an inevitable consequence of the simultaneity of production and consumption of services, as well as the fact that people are an integral element of the service. To reduce the variability of services, it is necessary to identify the causes of this phenomenon. Most often this is due to the qualifications of the employee, poor training and education of staff, lack of competition in this area, lack of information and communication. Another very important source of service variability is, of course, the customer himself, his uniqueness. This explains the degree of individualization of the service in accordance with the requirements of the buyer.

To reduce service volatility, long-term service companies develop and strive to meet service standards. A service standard is a set of mandatory customer service rules that are designed to guarantee the established level of quality in all operations performed. The service standard establishes formal criteria by which the level of customer service and the performance of any employee of the company is evaluated.

These can be, for example:

service time - 85% of customers should not queue for more than 5 minutes;

work with complaints and claims - the number of complaints should not exceed 2 per month per employee, for each complaint the client must receive a response;

the maximum waiting time for a response by phone and other formal criteria up to the requirement for employee clothing;

requirements for the execution of documents, letters, business papers, announcements. Well-designed, well-written business papers speak of respect for the client and the level of organization.

The quality control system is the protection of the service standard. To ensure quality control, an organization needs to:

Allocate funds to attract and train qualified specialists;

Continuously monitor customer satisfaction through a complaints and suggestions system and customer questionnaires.

An important distinguishing feature of services is their immediacy. Services cannot be saved for further sale. And if the capacity for services exceeds the demand for them, then revenue or the cost of services is lost. If demand exceeds supply, then services, like physical goods, cannot be taken from the warehouse. Fluctuations in demand are inherent in all types of services. It may vary depending on the time of the year, on the days of the week. The inability of services to store requires the development of a strategy to ensure that demand and supply for services are aligned:

by setting differentiated prices, discounts, using other incentives, it is possible to shift part of the demand from the peak period to the calm period;

increasing the speed of service, including through automation, allows you to work with a large number of clients;

the introduction, at times of peak demand, as an alternative, of additional services (coffee, magazines, etc.) that will help ease the waiting time for the main service;

to serve an additional flow of customers, it is recommended to train staff in combining functions, as well as hire temporary employees.

Based on the above analysis of services as an economic category, the following conclusion can be drawn. Services are various types of human activities that do not create material wealth and are related to the non-productive sphere. The quality of services is a very complex socio-economic category. In the broad sense of the word, it reflects the equivalent ratio between the socially necessary labor costs of the producer and the personal, individual time of consumption of a person, which, of course, contributes to the release of the individual's time intended for creativity. In a narrow sense, the quality of services characterizes the success and efficiency of interaction between service providers and service consumers.

Features of the services market

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

Features of the services market are seen, first of all:

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

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

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

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

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

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

In a high degree of differentiation of services (associated with the diversification, personification and individualization of demand for services, is considered as the most important incentive for innovative activity in the service sector, since the complex structure of demand causes the emergence of new, non-standard services, the search for a novelty service is becoming a permanent process, receiving more and more development as market demand is saturated);

In the uncertainty of the result of the activity for the provision of services (the result of the activity for the provision of services, which in many cases is influenced by various qualities of the producer, cannot be determined in advance with sufficient accuracy; the final assessment of the result is possible only after the consumption of the service).

When it comes to this or that activity, it is natural to talk about the basic rules of such activity, about a number of generally accepted norms, the observance of which warns against errors in service interaction. In this case, these will be the principles of service activity.

Ensuring freedom of choice of goods and services. There should be no imposition of services, no forced assortment. The wider the choice, the more dynamic the demand changes, the greater the development opportunities for the service sector.

Comfort for the consumer. Services should be provided where, when and in a manner that is most satisfying to the consumer.

Energy in interpersonal contacts. The provision of a service is necessarily associated with the establishment of human contact, mutual understanding and communication based on good relations.

Comprehensive service. By purchasing a particular service, the consumer should be able to receive the full range of additional and related services from the minimum required to the most appropriate.

Adequacy of the technical level of service maintenance to modern requirements. The technical level of equipment and technology ensures the modern quality of services and service activities. Without the accelerated development of the service industry based on the latest technological advances, it is impossible to ensure a timely and adequate response to changing consumer demand.

Information support for consumers and producers. The consumer and the service provider must be mutually informed about all aspects of the provision of the service and service activities.

Correspondence of volume, level and quality of services to solvent demand. Only in this case is the balance of the needs of society, a specific service organization and an individual consumer achieved.

1.4. The value of the service sector in modern society

The main functions of the service are:

a) bringing to the consumer tangible and intangible benefits in accordance with individual tastes and requests by providing appropriate services;

b) servicing the process of their consumption;

c) creation of conditions for everyday life, recreation and leisure;

d) promoting an increase in free time and its rational use.

This is the special personal significance of the service: it directly forms the conditions, image and standard of living of the population, that is, it implements the social component of the economy, especially in market conditions.

Let us define service activity as an area of ​​human relationships for the implementation of public, group and individual benefits. One side in these relationships, having diverse needs, wants to receive certain benefits, and the other side, providing specific services, provides them with the opportunity to have such benefits.

In addition, a service that is competently projected on public relations:

promotes an increase in the efficiency of social and, in particular, material production, primarily through an increase in labor productivity and the creation of conditions for optimizing the labor process;

ensures the maintenance of the reproduction of the economically active population on a socially necessary scale through specific activities (education, retraining, medicine) that affect the intellect and physical condition of workers;

optimizes the structure of non-working time of the economically active population;

raises the level and quality of life, forms the optimal structure of needs for a historically specific society and contributes to their real satisfaction;

creates conditions for the normal life of the economically inactive population (children, the disabled, the elderly, etc.) through specific activities that affect the structure of their free time, intelligence, health, personal property;

contributes to the balance of income and expenses of the economically inactive population;

forms in its structure such key factors of material growth as scientific knowledge, non-material forms of accumulation, information technologies, their application;

has a significant impact on ensuring the national security of the state and society.

Thus, considering the service from the point of view of its participation in the production and reproduction of social life, it is easy to see that in all spheres of the social structure and at all its levels, the institution of service, to one degree or another, reveals its presence and influence.

The role of the service sector in the development of society is ambiguous, but without its participation the progress of society cannot be ensured.

The service sector is directly involved in the creation of goods (manufacturing of consumer goods for individual orders, restoration of consumer properties, etc.), which increases the country's gross national income.

The bulk of service enterprises belong to small or family businesses and use its advantages in a narrowly localized service market, having a high ability to quickly respond to changing consumer demand for services. We are talking about small business, which is inseparable from the service sector, where the main layer of entrepreneurial owners is formed. Thus, the problem of creating new types of goods and services that are of better quality and more attractive to people is solved, as well as an opportunity for innovation, which contributes to the development of entrepreneurial activity, the population receiving additional income, and increasing the number of jobs and the working population.

An example of the active role of services is the functioning of the recreation and entertainment sector. In the leading countries of the world, a powerful recreational complex has developed and operates, covering a network of service enterprises (sports, cultural and entertainment, tourism, etc.). At the same time, in the country's economy, the material production sector has grown rapidly, specializing in the production of goods for recreation, trade, public catering and consumer services. This complex created the basis for the mass development of active forms of recreation. Under these conditions, public preferences are formed in favor of general health and sports recreation.

This area is associated with the preparation of the employee to participate in the labor process, which forms the labor force of a new quality as the main part of life. One of the important aspects of the formation of a new level of quality of the labor force is the work on the creation of programs and methods to improve the quality of working life, as well as professional training programs.

The service sector directly affects the economy and rational use of a person's free time, time for his development as a person, a family man and a citizen. With the growth of the social division of labor, the ratio of working and free time, the ratio of labor and leisure activities changes.

With the development of modern civilization and the improvement of the quality of life of people, the requirements for environmental protection are increasing. This is due to the increase in the volume of traditional services for landscaping and urban improvement, water supply, sewerage and garbage collection. New types of services related to waste disposal and environmental improvement are emerging.

The development of the service sector is an integral part of the implementation of the social policy of the state. This is due to the growth of social security and health care services.

The service sector directly affects the spiritual revival of society through socio-cultural services. Compared with other services, socio-cultural industries have a pronounced external effect. Due to this, it is customary to attribute socio-cultural services to socially significant benefits, i.e. to goods with special merit. The common thing that unites education, culture and health care is their special significance for human development. The costs of socio-cultural services are considered as investments in human capital. By raising one's educational and cultural level and strengthening one's health, each citizen ultimately contributes to the increase in the educational, cultural and health potential of the whole society.

The service sector contributes to the revival of large-scale production and the scientific and technological progress of society. The experience of the leading countries of the world shows that the largest industrial firms with their highly developed scientific and technical potential, production and sales apparatus are engaged in the manufacture of equipment for the process of providing services. All this requires professional training of personnel for all categories of service enterprises.

Control questions for topic 1:

What is meant by service activities?

What are the specific features of the service market?

What distinguishes service activities from other human activities?

What is the purpose of service activities?

List the main areas of service as an institution of service activities.

What is the essence of such a specific feature of the services market as the uncertainty of the result?

What are the principles of modern service?

What is the essence of comprehensive service?

What is the role of the service sector in modern society?

How does the service sector affect the quality of life of a modern person?