Life cycle of a property as a physical object, it is a sequence of processes of the existence of a real estate object from conception to liquidation (disposal).

Life cycle stages real estate objects are named differently: pre-project-design-construction-operation-closure.

1. Pre-project (initial) stage includes: analysis of the real estate market, selection of a property, development of a project strategy, investment analysis, preparation of initial permits, attraction of credit investment funds.

2. Design stage includes: development of a financial scheme, organization of financing, selection of an architectural and engineering group, design management.

3. Construction stage consists in choosing a contractor, coordinating the conduct of construction work and monitoring the quality of construction, cost estimates and expenses. At this stage, real evidence of the compliance of the object under construction with the requirements of the real estate market segment, due to the logic of the life cycle, appears. At this stage, the tasks of increasing the share of investments of potential consumers are solved, since the growth in the volume of offers and profits indicates a fairly wide market recognition.

4. Operational stage object real estate involves: operation, facilities, their maintenance and repair. The operation of real estate objects, being a multidimensional function in the management system, includes the following areas: operation of premises equipment, material accounting, fire protection and safety, communications management, waste disposal and recycling, relocation and relocation, changes and reconstruction, elimination of emergency situations, ensuring maintenance and repair, installation of furniture and security of the facility.

5. Object closing stage - complete elimination of its original and acquired functions, the result of which is either demolition or a qualitatively new development. At this stage of the life cycle of a property, significant liquidation costs are required. These costs are the result of owning the property. If the property receives a new qualitative development, then the cost of change refers to the cost of ownership per new function.

Investment cycle is the period of time between the start of the project and its liquidation.

The investment cycle is usually divided into phases, each of which has its own goals and objectives:

pre-investment from preliminary research to the final decision on the adoption of an investment project;

investment including design, conclusion of an agreement or contract, contract for construction work, etc.;

operating room(production) stage of economic activity of the enterprise (object);

liquidation when the liquidation of the consequences of IP implementation takes place.

Pre investment phase includes several stages:

a) identification of investment opportunities;

b) analysis using special methods of alternative project options and project selection;

c) conclusion on the project;

d) making a decision on investment.

Investment phase is to make strategic planning decisions that should allow investors to determine the volume and timing of investment, as well as draw up the most optimal project financing plan. As part of this phase, contracts and work contracts are concluded, capital investments, construction of facilities, commissioning, etc. are carried out.

Operational (production) phase investment project consists in the current activities of the project: the purchase of raw materials, production and marketing of products, marketing activities, etc. At this stage, direct production operations are carried out related to mutual settlements with counterparties (suppliers, contractors, buyers, intermediaries), which form cash flows, the analysis of which allows us to evaluate the economic efficiency of this investment project.

Liquidation phase associated with the stage of completion of the investment project, when it has fulfilled its goals or exhausted the possibilities inherent in it. At this stage, investors and users of capital investment objects determine the residual value of fixed assets, taking into account depreciation, evaluate their possible market value, sell or conserve retired equipment, and, if necessary, eliminate the consequences of the implementation of IP.

Pre-investment stage of construction consists in getting acquainted with the investment object, the investor, and the future owner of the object, based on the results of which a decision is made on the expediency investment. At this stage of implementation project the wording investment idea, then reflected in everything project.

Investment the idea is formulated in the Declaration of Intent - a document containing information about the investor, the location of the object, characteristics investment project, the need for resources, sources of financing, conditions for the sale of finished products.

The next document being developed in pre-investment phase, is Rationale investment. It reflects information about the general characteristics of the industry and the enterprise, the goals and objectives of the developed project, data on the characteristics of objects and structures, the possibility of providing resources, the current state of the product market and its development forecast for the near future, the management structure project and evaluation of its effectiveness. Rationale investment must be drawn up in accordance with the requirements of state bodies and is subject to mandatory examination. Based on the analysis of all the information provided, a conclusion is made about the feasibility investment in this project.

next step pre-investment phase is to carry out all the necessary examinations that serve to ensure the compliance of the facilities under construction with the requirements and norms of Russian legislation, as well as to identify the effectiveness of invested in project funds.

Completion pre-investment stage is the development of a feasibility study - a set of documents reflecting the initial data on the project, technical, technological, estimated, estimated,

Criteria and methods for evaluating investment projects

The financial and economic evaluation of investment projects occupies a central place in the process of substantiating and selecting possible options for investing in transactions with real assets. To a large extent, it is based on project analysis. The purpose of the project analysis is to determine the result (value) of the project. To do this, use the expression:

Project result = project price - project costs.

It is customary to distinguish between technical, financial, commercial, environmental, organizational (institutional), social, economic and other assessments of an investment project.

Predictive assessment of the project is a rather difficult task, which is confirmed by a number of factors:

1) investment expenditures can be made either on a one-time basis or over a sufficiently long period of time;

2) the period of achievement of the results of the implementation of the investment project may be greater than or equal to the calculated one;

3) the implementation of long-term operations leads to an increase in uncertainty in the assessment of all aspects of investments, that is, to an increase in investment risk.

The effectiveness of an investment project is characterized by a system of indicators reflecting the ratio of costs and results, depending on the interests of its participants.

Rice. 2.1. The life cycle of a construction company:

a- the dynamics of the need for financing a successful enterprise; b– three life cycle examples; in - life cycle stages; A, B, C - life cycles; T- time lag; I - stage of origin; II - stage of development; III - stage of rapid growth; IV - stage of stable development; V - the stage of the emergence of a decline trend; VI - stage of active recession; VII - stage of bankruptcy; VIII - stage of liquidation of activities

The following traditional stages can be distinguished in the life cycle: I - origin, II - development, III - rapid growth, IV - stable development; V - the emergence of a downtrend; VI - active recession; VII - bankruptcy; VIII - liquidation of activity. However, the liquidation of the activity of a construction enterprise does not always coincide with the moment of liquidation of the enterprise itself. So, in fig. 2.1 between life cycles B and C there is a time lag T, i.e. an enterprise, having exhausted all its reserves during the period of operation in cycle B, can extend its life in cycle C only subject to third-party financial injections, and in period T it undergoes a crisis .

However, there is another way. The consequences of the crisis can be smoothed out if the direction of the construction company is reoriented in time. This means the need to allocate funds from the profits received from a successful field of activity during the period of stable development of the enterprise. Such funds should be used for marketing research and re-profiling of business areas in the future. At the same time, the stage of development of a new type of activity should coincide in time with the stage of the appearance of a decline trend in the results of the main activity. In this case, the jump in the development of the enterprise during the transition period will be smoothed out, since the impact of the negative trend on the life of the enterprise will be weakened by the imposition of a positive trend in the development of a new type of activity. Thus, the life cycle of a construction company can be extended.

Consider the functioning of a construction company when it is at various stages of the life cycle from the point of view of the movement of the enterprise's finances, i.e. let us characterize its consistency and viability at various stages of its development in order to determine the moment of the crisis.

The phase of the birth or creation of an enterprise is characterized by a large consumption of all resources, and the results of the enterprise's activities at this stage do not pay off the invested funds, i.e. The company is operating at a loss. At this stage, a new enterprise for some time, as a rule, does not conduct economic and production activities, but incurs certain losses related directly to the creation and registration of a new enterprise, the acquisition of buildings and premises, the purchase of equipment, raw materials and materials, and the involvement of labor resources. Later, at the same stage, the enterprise begins production activities, but they still do not make a profit.

Thus, the main characteristic of this stage of development is the non-profit, unprofitable work of a construction company. It is important that in the first phase of the life cycle the enterprise has enough resources to move into the next one. Further, the enterprise reaches the break-even point (on the graph of the life cycle curve, this point is the point of intersection of the specified curve with the x-axis).

In the phase of development or formation, the enterprise passes a critical point (the beginning of break-even activity), when the cost of all previously used resources and the income of the enterprise are equal. At this stage, the company is not yet making a profit, but it is no longer operating at a loss. The formation of strategic potential begins.

Thus, phase II of the life cycle of the enterprise development is characterized by the transition to break-even activity, the receipt of the first profit, the size of which begins to grow at an ever-increasing pace. The company enters the next stage of its development - the stage of growth. It can be divided into stages of growth acceleration and growth deceleration,

III, IV - phases of acceleration and deceleration of the enterprise growth, respectively. The first of them is characterized by a rather intensive growth in the activity of the enterprise, the absence or a small number of competitors. The management of the enterprise increases the production potential of the enterprise, increases the volume of production and, consequently, the volume of sales. The limitation of growth at this stage is determined only by the limitation of resources, as a rule, material ones.

At the stage of accelerating growth, the enterprise has a greater reserve, greater growth potential; hence the development of the enterprise at a fairly rapid pace and, as a result, a rapid increase in the amount of profit received by the enterprise at this stage. In a relatively short period of time, the income of the enterprise increases sharply. At the stage of deceleration of growth, the rate of income growth falls, but, nevertheless, income growth is observed. The capabilities of the enterprise are approaching their limit, the pace of development is slowing down, the rate of profit growth is falling, although profit growth is observed.

V phase - the phase of maturity and, at the same time, the emergence of a decline trend. The company reaches the pinnacle of success, the peak of income. The general condition of the enterprise stabilizes, the expansion of production stops. The task of any manager at this stage is to maximize its duration. This must be taken care of in advance, since after the stability phase, as a rule, there comes a recession phase. The reserves of growth and the production potential of the construction company are almost completely used, and the company easily “rolls” into the recession stage.

The recession phase is characterized by a sharp decrease in the volume of profits, a decline in the business activity of construction enterprises. The phase occurs mainly due to the aggressive policy of competing enterprises, as well as due to the increasing aging of enterprise resources. This applies to both material and personnel, information, and organizational resources. The enterprise is experiencing an intensive weakening of the potential, as a result of which external factors become of great importance.

At this stage, almost all financial performance indicators of the construction company deteriorate, and the structure of the balance sheet is disturbed. The enterprise "falls ill" and passes into the last phases of existence - the phases of "dying".

VII and VIII - phases of "dying" - the company begins to incur direct losses from its activities. In this phase, the insolvency (bankruptcy) procedure usually begins, as a rule, the bankruptcy case ends with the declaration of the debtor enterprise as bankrupt, bankruptcy proceedings and liquidation of the enterprise.

Introduction. 2

1 Selection of the target segment in the construction services market. 3

2 Studying the stages of the product life cycle. 5

3 Analysis of production costs. 9

4 Determination of the competitiveness of the enterprise. ten

5 Pricing. eleven

6 Pricing using a multi-attribute product model 15

7 SWOT analysis. fifteen

The organization of the marketing service and marketing activities of a construction company is characterized by some features due to the specifics of the activities of enterprises. Since the main product produced by a construction company is an object of completed construction, it can be considered as a commodity only with very significant restrictions. Rather, as a commodity, a construction organization can present the range of services that it provides during the implementation of the production process. Thus, from a marketing point of view, a construction organization can be considered as a service enterprise.

As a result, we get a situation in which an organization operating in the construction industry combines the features of both a production and a service enterprise. This necessitates the development and application of an integrated approach to the marketing activities of an enterprise, which should have some specific features that are not typical for manufacturing enterprises.

The main goal of the marketing service in a construction organization is to create a permanent system for collecting, processing and exchanging objective information between all structural divisions of the company to ensure a sustainable, predictable and manageable sales process for a complex of construction services.

The effectiveness of marketing management depends entirely on the ability of the administrative apparatus to combine an understanding of the trends in economic processes in all departments of the enterprise.

The company provides the following types of services:

A: finishing works of European quality - 4.2 thousand m2

B: installation of structures for housing facilities - 4.3 thousand tons.

The selection of target groups in the construction services market is carried out taking into account the assessments of data by various consumer groups in relation to competitive types of services and their quality.

The assessment of the service by the potential consumer is determined in accordance with the formula:

where O is the consumer's assessment of this type of construction services in points;

X - the importance of the characteristics of the service from the point of view of the consumer;

Y - assessment of the characteristics of the service from the point of view of consumers.

The main characteristics of construction services include:

durability;

prestige;

economy in operation;

deadline.

Indicators X and Y are calculated as average values ​​based on the results of a survey of potential consumers. In this work, these indicators will be evaluated on a three-point scale:

For characteristic X:

1 - doesn't matter; 2 - desirable; 3 is a must.

For characteristics Y:

1 - bad; 2 - satisfactory; 3 is excellent.

We will evaluate services on the market in Table 1.1.

Table 1.1

Grade	Service A	Service B	Ideal Grade A	Ideal Grade B	Criterion A	Criterion B
city ​​dwellers	41,59	35,17	48,16	48,44	33,712	33,908
Villager	22,47	28,32	40,32	40,6	28,224	28,42
Average income	27,77	28,96	42,28	41,44	29,596	29,008
Upper middle income	40,68	35,11	44,24	46,48	30,968	32,536
Up to 3 people in family	39,6	33,65	44,52	46,76	31,164	32,732
4 people family and above	31,89	32,94	44,8	45,64	31,36	31,948
Entrepreneurs	42,66	25,03	45,36	43,96	31,752	30,772
Employees	40,37	30,31	49,28	41,44	34,496	29,008
workers	30,12	30,28	46,2	40,88	32,34	28,616
Up to 50 years old	36,23	33,97	41,72	47,88	29,204	33,516
Over 50 years old	25,0	34,12	41,44	40,6	29,008	28,42
Trade enterprises	37,26	46,76	32,732
Financial institutions	45,22	49,84	34,888
Industrial enterprises	26,15	45,64	31,948
Administrative and educational institutions	29,15	49	34,3
Small and medium enterprises	30,13	46,76	32,732
Large enterprises	45,91	51,24	35,868

Thus, we obtain the following segmentation result, which is reflected in Table 1.2.

Table 1.2

The life cycles of goods are very diverse, but it is almost always possible to distinguish the main phases. In the classical product life cycle, five stages or phases can be distinguished:

Introduction or entry into the market. This is the phase in which a new product enters the market. Sometimes in the form of test sales. It starts from the moment the product is distributed and it goes on sale. At this stage, the product is still new. The technology is not well developed yet. The manufacturer has not decided on the choice of production process. There are no product modifications. Prices for goods are usually slightly increased. The volume of sales is very small and increases slowly. Distribution networks are cautious in relation to the product. The growth rate of sales is also low, trade is often unprofitable, and competition is limited. Only substitute products can compete in this phase. The goal of all marketing activities is to create a market for a new product. The firm incurs large costs, since production costs are high in this phase, and sales promotion costs are usually at their highest level. Consumers here are innovators who are willing to take risks in trying out new products. There is a very high degree of uncertainty in this phase. Moreover: the more revolutionary the innovation, the higher the uncertainty.

growth phase. If the product is required in the market, then sales will begin to grow significantly. At this stage, there is usually an acceptance of the goods by buyers and a rapid increase in demand for it. Market coverage is increasing. New product information is passed on to new customers. The number of product modifications is increasing. Competing firms pay attention to this product and offer their own similar ones. Profits are quite high as the market acquires a significant number of products and competition is very limited. Through intensive sales promotion activities, the market capacity is greatly increased. Prices are slightly reduced as the manufacturer produces a large volume of products with proven technology. Marketing expenses are allocated to the increased volume of production. Consumers at this stage are people who recognize novelty. The number of repeated and repeated purchases is growing.

Maturity phase. It is characterized by the fact that the majority of buyers have already purchased the product. Sales growth is falling. The product goes into the category of traditional. There are a large number of modifications and new brands. The quality of the goods and the smoothness of production are increasing. The service is being improved. Achieve maximum sales volume. The company's profit is decreasing. Profit grows slowly. There are stocks of goods in the warehouse, competition intensifies. Price competition. Sales at reduced prices. Weak competitors leave the market. Sales promotion activities achieve maximum efficiency. The consumers here are slowly recognizing people and conservatives. This stage is the longest in time.

saturation phase. Sales growth stops. The price is greatly reduced. But, despite the price reduction and the use of other measures to influence buyers, sales growth stops. The market coverage is very high. Companies seek to increase their sector in the market. The sales network is also no longer growing. The technology is one. At this stage, there is a high probability of repeated technological improvement of the product and technology. Often this stage is combined with the stage of maturity for the reason that there is no clear distinction between them.

5. Recession. A recession is a period of sharp decline in sales and profits. Sales may drop to zero or remain at a very low level. The main reason: the emergence of a new, better product or a change in consumer preferences. Many firms are leaving the market. Sales promotion allocations are reduced or completely eliminated. Consumers lose interest in the product, and their number is reduced. The bulk of consumers are conservatives with low solvency. At this stage, it is advisable to remove the product from production in order to avoid large financial losses. The first task of the company is to identify products that have entered the decline stage through regular analysis of sales trends, market share, costs and profits. Management then has to decide for each product in decline whether to support it, "reap the last harvest," or give up on it.

The life cycle of a product and its stages can be represented graphically.

To do this, on the X-axis we will plot the time, and on the Y-axis - the sales volume of the goods at a given time (Fig. 2.1)

The main feature of the life cycle of goods in construction can be called the fact that, due to the complexity of the products produced, as well as the fact that the scope of activity can be attributed both to the sphere of production and to the service sector, the life cycle curve of manufactured products largely depends on those environmental factors on which the enterprise cannot have a significant impact - the economy, politics, consumer tastes, etc.

Rice. 2.1 - Product life cycle curve

Let's fill in Table 2.1, in which we characterize the main stages of the product life cycle.

Table 2.1

Characteristics	Life cycle stages
	Implementation	Growth	Maturity	recession
Marketing Goals	Advertising, persuasion, stimulation	Sales promotion	Identification of opportunities and directions for growth	Finding a new market niche
Volume of sales	Short	growing rapidly	High stable	Decreases
Competition	Minor	Significant	Significant	Insignificant, competitors leave the market
Profit	Low	Significantly increases	stable average	Low
Consumers	New	New clients constantly appear	Regular, low influx of new customers	Only constant, the number is constantly decreasing
Product range	New	Expanding	Stable	narrows
Sales	Short	Constantly increasing	Stable	Decreases
Pricing	costly	Competitive	Competitive	dumping prices
Promotion	Advertising	Advertising, brand	Brand	Advertising
Marketing costs	High	Medium	Medium	High when striving to revive the product

Let's analyze the cost data in Table 3.1.

Table 3.1

Type of service	Volumes, nat. units	Costs, thousand rubles
		Permanent	Variables	General	Cost per unit
BUT	2000	200000	182000	382000	191
3000	200000	267000	467000	155,67
4000	200000	352000	552000	138
4200	200000	378000	578000	137,62
B	2000	1600000	420000	2020000	1010
3000	1600000	600000	2200000	733,33
4000	1600000	780000	2380000	595
4300	1600000	817000	2417000	562,09

Thus, the types of activities carried out by the enterprise are characterized by a noticeable effect of economies of scale, with an increase in production volumes, the cost per unit of production is significantly reduced, which is especially noticeable in service B - housing construction from precast concrete.

Competitiveness is grouped by individual elements of the marketing mix: product, price, product promotion, general financial indicators.

By product:

KRD \u003d OP / OOPR

Market share ratio: CRDA = 4.2 / 47.1 = 0.09

CRDB = 4.3 / 41.3 = 0.1

Checkpoint = STD / OZ

KPA = 120000 / 578000 = 0.21

KPPB \u003d 574000 / 2417000 \u003d 0.24

KIOP = OPC / OPN

KIOPA = 4200 / 4000 = 1.05

KIOPB = 4300 / 3000 = 1.43

KUTs = (Tsmax + Tsmin) / 2 Zuf

CUCA = 435 / 158.26 = 2.75

CUTSB = 1230 / 629.54 = 1.95

Product promotion:

KREkD \u003d KIOP x ZRDk / ZRDn

KrekDA \u003d 1.05 x 12000 / 10000 \u003d 1.26

KRekDB \u003d 1.43 x 17400 / 18000 \u003d 1.38

KISO \u003d KIOP x ZRK / ZRn

KISOA \u003d 1.05 x 4000 / 2500 \u003d 1.68

KISOB \u003d 1.43 x 5800 / 4000 \u003d 2.07

Final indicator of competitiveness:

KMTK = (KRD + KPP + KIOP + KUTS + KREkD + KISO) / L

KMTKA = (0.09 + 0.21 + 1.05 + 2.75 + 1.26 + 1.68) / 6 = 1.17

KMTKB = (0.1 + 0.24 + 1.43 + 1.95 + 1.38 + 2.07) / 6 = 1.20

Sum of KMTK = (1.17 + 1.20) / 2 = 1.19

General financial indicators:

Current liquidity ratio:

KTL = 4385 / 4953 = 0.89

KOSS = (-203 - 16762) / 4385 = -3.87

The full formula for competitiveness:

CF \u003d Sum of KMTK x KTL x KOSS \u003d 1.19 x 0.89 x (-3.87) \u003d -4.10

Thus, the company occupies the value "Niche occupied" in the lower right corner of the competitor group matrix.

In this section, we will consider three pricing methods:

First of all, let's analyze the features of cost-oriented pricing. We will set the rate of return for service A - 15%, for service B - 12%.

CA \u003d 137.62 + 137.62 x 0.15 \u003d 158.26

CB = 562.09 + 562.09 x 0.12 = 629.54

Let's construct the schedule of break-even sales on fig. 5.1 and in fig. 5.2.

Rice. 5.1 - Break-even sales schedule for service A

Rice. 5.2 - Break-even sales schedule for service B

Break-even point A \u003d 200,000 / (158.26 - 90) \u003d 2930 units.

Break-even pointB = 1600000 / (629.54 - 190) = 3640 units.

The second pricing method uses demand curves and the dynamics of production costs.

To do this, first determine the coefficient of elasticity.

EA \u003d ((5000 - 1000) / (120 - 160)) x ((120 + 160) / (5000 + 1000)) \u003d -100 / 0.05 \u003d -2000

EB \u003d ((6000 - 1000) / (600 - 710)) x ((600 + 710) / (6000 + 1000)) \u003d -45.45 / 0.19 \u003d -239.21

Based on the coefficients obtained, it can be seen that the elasticity coefficient for service A is significantly lower than the elasticity coefficient for service B. This suggests that a slight change in the price of service B leads to a significant decrease in demand for this service. Thus, for service B, it is better to resort to price increases as little as possible, prices below the average on the market will significantly increase the level of sales and thereby obtain additional profit. For service A, the situation is reversed - demand weakly depends on the price level, the scale effect for this type of service is insignificant.

Thus, for service A, you can use prices above the market average.

Based on these considerations, a price of 170.00 will be set for service A, and 600 for service B.

The third pricing method involves the participation of a construction organization in bidding for construction contracts. The severity of competition depends on the number of bidders and their prices.

The criterion for setting the price is the probable profit:

Vp \u003d (C - C) x Vz

where Bt is the probability of receiving an order at a given price, which is calculated:

Wt = number of competitors whose price is higher than the bidding price / total number of competitors.

The tactics of pricing depends on the purpose of the organization:

– receive an order regardless of profit;

- get at least a normal profit.

Calculations of probable profit at the auctions will be expressed in table 5.1.

Table 5.1

Type of service	Scope of work, nat. units	Price C	Probability of winning	Probable profit	Return on costs, %
BUT	500	170	0,30	4857	5,71
1000	170	0,30	9714	5,71
1500	170	0,30	14571	5,71
2000	165	0,55	30118	9,13
2500	165	0,55	37648	9,13
3000	165	0,55	45177	9,13
3500	160	0,78	61097	10,91
4000	160	0,78	69826	10,91
4200	158	0,95	81316	12,25
B	500	650	0,30	13187	4,06
1000	650	0,30	26373	4,06
1500	650	0,30	39560	4,06
2000	625	0,55	69201	5,54
2500	625	0,55	86501	5,54
3000	600	0,78	88709	4,93
3500	600	0,78	103494	4,93
4000	600	0,78	118279	4,93
4300	590	0,95	114012	4,49

Thus, as can be seen from the above calculations, for service A it is better to enter the tender with a price of 158, and for service B - 625, since it is these prices that allow you to get the highest return on costs.

In this section, the consumer value of the product is determined based on the use of a compensatory compositional model for assessing the perceived presence of product attributes, and the recommended price is calculated.

This calculation will be carried out in table 6.1.

Carpets "Barcelona" and "Classica" are being evaluated.

Table 6.1

Attribute	Weight coefficient	Evaluation on a ten-point scale		Weighted score
		BUT	B	BUT	B
1	2	3	4	5	6
Convenience	0,15	7	6	1,05	0,9
Price	0,2	5	5	1,0	1,0
Softness	0,25	6	4	1,5	1,0
dust attraction	0,1	2	9	0,2	0,9
Exposure to cleansing	0,2	5	2	1,0	0,4
thermal insulation	0,1	6	7	0,6	0,7
Sum of points	1	consumer value		5,35	4,9
Average consumer cost				5,67	5,5
Individual Price Factor				0,95	0,9
Average market price				89
Price				84	80

Table 7.1

Strengths	Weak sides
Marketing: competitive flexible pricing policy access to financial resources constant monitoring of the emergence of new high-tech equipment on the market and progressive technologies	Marketing: narrow range of services offered insufficient number of regular customers insufficient attention to marketing, perception of it as a secondary function low profitability due to high fixed costs limited production capacity
Capabilities	Threats
Social: traditional belonging of some segments of the population to this type of activity customer values the emergence of cheaper materials and equipment on the market; introduction of new economical technologies; introduction of progressive management methods mastering related industries market share growth	Social: a sharp drop in living standards and a drop in demand for services work in construction is not considered prestigious, hence the acute shortage of qualified personnel obsolescence of technologies used depreciation of most of the equipment introduction of new cost-effective technologies by competitors, providing lower production costs and selling prices consolidation of leading positions by competitors decrease in economic efficiency due to the depreciation of the dollar against the Euro and fierce market price competition maintaining the trend in the market, towards a lower dynamics of changes in the price of the company's products in relation to the dynamics of changes in costs

For the enterprise market:

What advantages could you single out from the company, why are you ordering a service from us?

Is there a sufficient volume of service provided to the market, is there a need to expand production capacity?

Are you satisfied with the quality of the service offered?

How do you rate the level of service when providing the service?

With discounts, would you order more services?

How do you rate the proposed renovation design?

Do you feel the need to speed up the delivery of services?

For the consumer market:

How would you characterize the work of the enterprise, what emotions does the service evoke in you?

How would you rate the level of service offered?

How do you evaluate the company's pricing policy?

In terms of price / quality ratio, how would you rate the activity of the enterprise?

How do you rate the speed of services?

How satisfied are you with the proposed design?

Does the service provided look prestigious?

How comfortable are you with the service?

Planning activities cover all stages of the life cycle of a building product (Figure 5.4).

Rice. 5.4

In the course of long-term planning, the general goals and strategy of the construction organization are determined, as well as an approximate, subject to specification, amount of costs. The main task of short-term planning is the choice of means to achieve the intended goals. These plans define the general personnel policy, production strategy, financial policy, marketing strategy and the amount of resource expenditure by type.

Current planning (usually for a year) detailed by quarters and months takes several forms. It consists in determining the intermediate goals of the construction organization. At the same time, ways to solve problems, use resources, and introduce innovations are developed in detail. The main links of the current plan are calendar plans (monthly, quarterly, semi-annual). They are compiled on the basis of information about the availability of orders, their availability of material resources, the degree of utilization of production capacities and their use, taking into account the timing of the execution of each order. The schedule of production provides for the costs of reconstruction of existing facilities, replacement of equipment, training of the workforce. The sales plan for construction products includes indicators for the provision of technical services and maintenance.

One form of current planning is the breakdown of medium-term plans into short-term plans with more detailed segments. Another form is the development of policies and regulatory mechanisms in case of unforeseen situations in the future. And finally, the third form of ongoing planning is budgeting.

The duration of current and long-term plans depends on the duration of the life cycle of construction products. Its reduction or lengthening actively influence the total costs. The relationship between time and cost parameters is ambiguous. In some cases, the lengthening of the cycle leads to an increase in total costs. When the increase in the cycle is due to more thorough research and development of the product, it can lead to significant savings in the production and operation stages.

The life cycle is characterized by clear boundaries and relationships. Their establishment is very important for determining the scope and competence of the management of a construction organization (Fig. 5.5).

For us, the life cycle of construction products and the tasks of cost planning at its various stages are of greater interest.

1. Conceptual stage. Cost planning begins with the development of goals formulated at the level of the top management of the organization. The main purpose of the plan at this level is to logically build a chain of work to achieve the final goals of the project. The plan is based on monitoring the external environment and knowledge of the internal state of the project, on which the setting and adjustment of its goals depend.

Marketing research mainly provides information about the external environment, primarily about the construction markets. To determine the place that you can occupy in the market, you need to soberly assess your strategic position in relation to competitors, find out who you have to fight and who is the number one competitor.

Rice. 5.5

This most important stage of work on the production plan insures the construction organization against losses if the products do not find solvent demand.

At the stage of development of construction products and marketing research, the calculation of preliminary costs is carried out, since it is during the design, development of technology, determination of the market capacity that the level of costs is laid, income planning and cost control for production begin. A qualified preliminary assessment allows you to exclude expensive, unprofitable elements from the production process.

At the conceptual stage, cost planning can be carried out within the framework of the strategy chosen by the construction organization. According to Michael Porter's diagram, an organization can compete by using leadership strategies based on cost, differentiation, and focus.

A cost-based leadership strategy is based on reducing your costs compared to those of your competitors. Mandatory cost control is carried out, thanks to which high production efficiency is achieved. At lower costs, the construction organization seeks to maintain a high level of profit. In addition, low prices may prevent the emergence of new competitors.

The differentiation strategy is aimed at supplying the market with goods or services that are more attractive than those of competitors, due to the image, high level of service, quality, etc. This is a long-term strategy to achieve a level of profit above the industry average.

Focusing is about focusing on what works best.

When developing a plan at this stage, the main objectives of the project, the basic terms and maximum investment sizes, potential participants, the principles of neutralizing risk factors and the location of the construction are taken into account.

At the first stage, the concept of a strategic plan for a construction organization is developed, methods for its exit from the crisis (their pros and cons) are studied, opportunities and competitive advantages are identified. After establishing the general task of cost planning, the structural concretization of the plan begins in all departments (by type of work, deadlines, required mechanisms, materials, etc.).

2. Design. At this stage, the scope of work on detailed design is approved and design and development activities begin. Materials are selected to start the development of the project; the feasibility study, which is the basis for the design, is corrected and approved.

On the basis of the corrected and approved basis, a new, approximate cost estimate is formed, including additional information on the project received up to this point. The estimate is made on the basis of information about the scope of work at a known cost of equipment and materials. The estimation inaccuracy is 10…15%.

The purpose of this stage is the development of competitive construction products. As part of the construction organization project, an updated project plan as a whole, calendar plans for the construction part of the project and the preparatory period, an enlarged network schedule (for complex projects), a construction master plan, organizational and technological schemes for the construction of buildings, a list of basic works, the need for material and technical resources and construction machines.

3. Planning and preparatory work. The purpose of this stage is to organize the release of construction products. After the parts of the plan are developed, they are mutually adjusted until they are fully aligned and balanced in terms of material resources and execution time; the order and sequence of work performance, deadlines and responsible executors are established; the sources and amounts of funding are determined, as well as the maximum allowable costs for each event, stages and types of work.

Plans for concluding contracts, attracting personnel, consultants, contractors, and performing auxiliary work on the project are drawn up and adjusted as the work progresses.

4. Construction, release of final building products. At the construction stage, as part of the project for the production of works (PPR) and organizational and technological measures, a calendar plan for the production of work on an object or a set of works, a comprehensive network schedule, a construction site plan of an object, schedules for the receipt of building materials and movement of workers at the object, technological maps (including hourly schedules) are developed ), measures for the implementation of various types of work, proposals for operational dispatch control.

When developing a program of work in construction organizations, the calendar plans for the construction of facilities, schedules for the receipt of resources and other PPR documents are adjusted, taking into account the actual developing production situations, the availability of labor and material and technical resources, and the readiness of the front of work.

5. Sales of construction products. For projects for the construction of buildings and structures, implementation means the completion of construction, installation and commissioning. The implementation stage includes the control, adjustment and execution of all project plans. At this stage, the costs for the implementation of marketing activities and the concept of benchmarking are planned.

It is at this stage that profit is generated, which is directly related to the forecasts made at the conceptual stage of the project. The distinctive features of this stage are the stabilization of profit growth, the recognition of the product by the consumer, and the reduction of its cost. However, at the end of the stage, when the first signs of an absolute decline in profits are observed, the tasks of updating a number of products and developing new types of them become relevant. At this stage, the importance of planning strategic tasks (search for new ideas, their development, testing, promotion to the construction market, etc.) and, accordingly, long-term cost planning increases.

• 6. Operation of construction products. The purpose of planning is to provide a guarantee period for construction products and, as a result, increase the competitive status of a construction company.
• 7. Utilization of construction products. The task of planning at the final stage of the life cycle of construction products is to quickly exit the market and replace obsolete products with new ones. The liquidation of the project can be carried out both simultaneously and in parts. But that will be another project.

To understand the importance of cost planning at various stages of the life cycle of a construction product, it is useful to graphically present the time (duration) of each stage and costs (Fig. 5.6).

Rice. 5.6

Costs at the conceptual stage are minimal, and they grow faster in subsequent stages. For example, design costs are tens of times higher than marketing and monitoring costs for construction markets, planning and preparation costs are 2 to 5 times higher than design costs, and construction is even more expensive. The more specific the program of activities of objects, the smaller the share of pre-production costs in the total costs for the life cycle of the object.

5. Failure of construction enterprises: general characteristics, classification.

6. The essence of the phenomena of bankruptcy in modern economic conditions.

2. Insolvent debtor:

7. Analysis of the balance sheet structure of a construction company.

8. Life cycle of a construction company.

9. Causes of insolvency of construction companies.

10. The role of anti-crisis management in the management system of a construction company.

11. Basic concepts, principles, goals, tasks of anti-crisis management of a construction company.

13.Diagnostics of the economic state of a construction company: methods, indicators.

14.Marketing as a functional subsystem of anti-crisis management.

15. Forecasting and planning as a functional subsystem of anti-crisis management.

16. Making decisions and organizing their implementation as a functional subsystem of anti-crisis management.

17. Control as a functional subsystem of anti-crisis management.

18. Principles of functioning of the anti-crisis management system.

19. Observation as a stage of anti-crisis management.

20. Pre-trial rehabilitation as a stage of anti-crisis management.

21. External management as a stage of anti-crisis management.

22. Financial recovery as a stage of anti-crisis management.

23. Bankruptcy proceedings as a stage of anti-crisis management.

24. Settlement agreement as a stage of anti-crisis management.

25.Basic provisions for the development of a plan for the financial recovery of the enterprise.

26. The main functions of the plan for the financial recovery of a construction company and the stages of developing a plan.

27. Plan for the financial recovery of a construction company: marketing (characteristics of the market, competition and marketing communication).

28. Plan for the financial recovery of a construction company: assessment of the reasons for the company's insolvency and its financial and technical and economic condition.

29. Plan for the financial recovery of a construction company: restructuring of a construction company.

31. Program for the implementation of the plan for the financial recovery of a construction company.

32. Scheme of the process of financial recovery of a construction company: characteristics of processes.

33. Analysis of the possibility of restoration / loss of solvency of a construction company.

34. Development of a strategy to bring an insolvent construction company out of a crisis.

35. Investment policy in anti-crisis management.

36. Evaluation of the investment attractiveness of construction companies.

37. Marketing system at a construction company, goals and functions of marketing.

38. Innovative strategy and tactics in a crisis.

39. Types and classification of economic cycles.

40.Economic essence of risk. Classification of risks in anti-crisis management.

41. Methods of risk management.

41. Methods of risk management.

2. Forecasting the external economic environment.

5. Creation of a system of reserves.

6. Attraction of external resources.

42.Innovation policy in anti-crisis management.

43. Innovation process as a factor of anti-crisis management.

43. Innovation process as a factor of anti-crisis management.

44. The cycle of development of economic systems.

45. Generalized characteristics of anti-crisis management.

46. ​​Evaluation of indicators of business activity of a construction company.

47. Possible consequences of economic crises.

48. Managers at various stages of bankruptcy: goals, functions.

49. Causes of economic cycles.

50. The possibility of predicting the insolvency (bankruptcy) of a construction company.

8. Life cycle of a construction company.

In the development of any construction enterprise, certain patterns are visible, which may differ in the speed of flow and the amplitude of the level of development. This can be seen in the classical scheme of the enterprise life cycle (Fig. 2.1).

Rice. 2.1. The life cycle of a construction company:

a- the dynamics of the need for financing a successful enterprise; b– three life cycle examples; in - life cycle stages; A, B, C - life cycles; T- time lag; I - stage of origin; II - stage of development; III - stage of rapid growth; IV - stage of stable development; V - the stage of the emergence of a decline trend; VI - stage of active recession; VII - stage of bankruptcy; VIII - stage of liquidation of activities

The following traditional stages can be distinguished in the life cycle: I - origin, II - development, III - rapid growth, IV - stable development; V - the emergence of a downtrend; VI - active recession; VII - bankruptcy; VIII - liquidation of activity. However, the liquidation of the activity of a construction enterprise does not always coincide with the moment of liquidation of the enterprise itself. So, in fig. 2.1 between life cycles B and C there is a time lag T, i.e. an enterprise, having exhausted all its reserves during the period of operation in cycle B, can extend its life in cycle C only subject to third-party financial injections, and in period T it undergoes a crisis .

Consider the functioning of a construction company when it is at various stages of the life cycle from the point of view of the movement of the enterprise's finances, i.e. let us characterize its consistency and viability at various stages of its development in order to determine the moment of the crisis.

The phase of the birth or creation of an enterprise is characterized by a large consumption of all resources, and the results of the enterprise's activities at this stage do not pay off the invested funds, i.e. The company is operating at a loss. At this stage, a new enterprise for some time, as a rule, does not conduct economic and production activities, but incurs certain losses related directly to the creation and registration of a new enterprise, the acquisition of buildings and premises, the purchase of equipment, raw materials and materials, and the involvement of labor resources. Later, at the same stage, the enterprise begins production activities, but they still do not make a profit.

Thus, the main characteristic of this stage of development is the non-profit, unprofitable work of a construction company. It is important that in the first phase of the life cycle the enterprise has enough resources to move into the next one. Further, the enterprise reaches the break-even point (on the graph of the life cycle curve, this point is the point of intersection of the specified curve with the x-axis).

In the phase of development or formation, the enterprise passes a critical point (the beginning of break-even activity), when the cost of all previously used resources and the income of the enterprise are equal. At this stage, the company is not yet making a profit, but it is no longer operating at a loss. The formation of strategic potential begins.

Thus, phase II of the life cycle of the enterprise development is characterized by the transition to break-even activity, the receipt of the first profit, the size of which begins to grow at an ever-increasing pace. The company enters the next stage of its development - the stage of growth. It can be divided into stages of growth acceleration and growth deceleration,

III, IV - phases of acceleration and deceleration of the enterprise growth, respectively. The first of them is characterized by a rather intensive growth in the activity of the enterprise, the absence or a small number of competitors. The management of the enterprise increases the production potential of the enterprise, increases the volume of production and, consequently, the volume of sales. The limitation of growth at this stage is determined only by the limitation of resources, as a rule, material ones.

At the stage of accelerating growth, the enterprise has a greater reserve, greater growth potential; hence the development of the enterprise at a fairly rapid pace and, as a result, a rapid increase in the amount of profit received by the enterprise at this stage. In a relatively short period of time, the income of the enterprise increases sharply. At the stage of deceleration of growth, the rate of income growth falls, but, nevertheless, income growth is observed. The capabilities of the enterprise are approaching their limit, the pace of development is slowing down, the rate of profit growth is falling, although profit growth is observed.

V phase - the phase of maturity and, at the same time, the emergence of a decline trend. The company reaches the pinnacle of success, the peak of income. The general condition of the enterprise stabilizes, the expansion of production stops. The task of any manager at this stage is to maximize its duration. This must be taken care of in advance, since after the stability phase, as a rule, there comes a recession phase. The reserves of growth and the production potential of the construction company are almost completely used, and the company easily “rolls” into the recession stage.

The recession phase is characterized by a sharp decrease in the volume of profits, a decline in the business activity of construction enterprises. The phase occurs mainly due to the aggressive policy of competing enterprises, as well as due to the increasing aging of enterprise resources. This applies to both material and personnel, information, and organizational resources. The enterprise is experiencing an intensive weakening of the potential, as a result of which external factors become of great importance.

At this stage, almost all financial performance indicators of the construction company deteriorate, and the structure of the balance sheet is disturbed. The enterprise "falls ill" and passes into the last phases of existence - the phases of "dying".

VII and VIII - phases of "dying" - the company begins to incur direct losses from its activities. In this phase, the insolvency (bankruptcy) procedure usually begins, as a rule, the bankruptcy case ends with the declaration of the debtor enterprise as bankrupt, bankruptcy proceedings and liquidation of the enterprise.