Entrepreneur in the hairdressing market. Forecast and development prospects of the hairdressing services market. Investment attractiveness of the industry

Summary

Marketing research contains information about the state of the Russian market hairdressers and beauty salons as of March 2013

As part of the study, the following blocks of questions were considered: the volume and dynamics of domestic production, imports and exports. The volumes of product consumption are calculated and an assessment of the current market conditions is given. Special attention is paid to factors that have a significant impact on the state of the market for hairdressing and beauty salons. On the basis of macroeconomic indicators of the state of the Russian economy and the data of an expert survey of market participants, a forecast of its development for the medium term was constructed.

Extract from the report of the previous issue

The volume of hairdressing and cosmetic services to the population in 2011 amounted to 41.9 billion rubles, having increased by 3.6 billion compared to 2010. However, the growth was due to an increase in the cost of the services themselves, and the physical volume of the services provided was at the level of the previous year ( a decrease of 0.1% was noted.

The most significant growth in physical volume was noted in 2006-2007, but during the crisis years there was also no decline in this service sector, only growth slowed down.

Basic blocks of information

Volume and dynamics of domestic production
Structure of production by product groups / price segments
Structure of output by regions of the Russian Federation
Production volumes by key producers
Volume and dynamics of export/import
Apparent product consumption
Factors influencing the state of the market
Main consumers of products consuming industries
Forecast market volume (market capacity) in the medium term
Production, import, export, consumption prices
Financial and economic profiles of the leading enterprises in the industry

Research methodology

1. Personal and telephone surveys of experts conducted by IndexBox employees
2. Analysis of information materials provided by manufacturers, importers, distributors, retail operators
3. Analysis of statistical information, including Rosstat, FEA, MEDT, Ministry of Industry and Trade, unions and industry associations

The report contains 199 pages, 26 tables, 31 figures

This study is 70% complete and is in the process of completion. At your request, we can make adjustments to the structure and content of the report. The finished study will be provided within 5 working days after the order is placed.

Content

1. Resume
2. Study design
3. Overview of the market of paid services to the population
3.1. Classification of paid services to the population
3.2. Volume of the market of paid services to the population in 2007-2010
3.3. The structure of the market of paid services to the population by federal districts
3.4. Trends in the Russian market of paid services to the population
4. Description and classification of hairdressers and beauty salons
4.1. Types of services provided on the market
4.2. Types of companies in the market
5. Characteristics of the Russian market of hairdressing and beauty salons in 2007-2011.
5.1. The volume and dynamics of the Russian market of hairdressing and beauty salons in 2007-2010.
5.2. Market structure of hairdressing and beauty salons by types
5.3. Market structure of hairdressing and beauty salons by federal districts
5.4. Seasonal fluctuations in the market of hairdressing and beauty salons
5.5. Market capacity of hairdressing and beauty salons
6. The main players in the market of hairdressing and beauty salons
6.1. Number of companies present on the market
6.2. Market structure by company revenue by federal districts of the Russian Federation in 2010-2011
7. Competitive analysis of the main players in the market of hairdressing and beauty salons
7.1. The level of competition in the market of hairdressing and beauty salons
7.2. assortment policy. Accompanying services
7.3. Competitive advantages of hairdressing and beauty salons
8. Consumers of the market of hairdressing and beauty salons
8.1. Socio-demographic portrait of consumers in the market of hairdressing and beauty salons
8.1.1. Characteristics of consumers by gender
8.1.2. Characteristics of consumers by age
8.1.3. Characteristics of consumers by social status
8.2. Consumer preferences in the market of hairdressing and beauty salons
9. Characteristics of prices in the market of hairdressing and beauty salons
9.1. Basic principles of pricing
9.2. Dynamics of prices in the market of hairdressing services and beauty salons
10. Factors influencing the development of the market for hairdressing and beauty salons
10.1. The level of well-being of the population
10.2. Demographic situation in the Russian Federation
11. Market development forecast for hairdressing and beauty salons for 2012-2018
11.1. Market trends. Forecast up to 2018
Annex 1. Revenue of companies providing hairdressing and beauty services

List of tables

Table 1. Volume of rendered paid services to the population by types in 2007-2010, billion rubles
Table 2. Structure of the market of paid household services by federal districts in 2007-2010
Table 3. Market structure of paid transport services by federal districts in 2007-2010
Table 4. Market structure of paid communication services by federal districts in 2007-2010
Table 5. Market structure of paid housing services by federal districts in 2007-2010
Table 6. Market structure of paid educational services by federal districts in 2007-2010
Table 7. Structure of the market of paid communal services by federal districts in 2007-2010
Table 8. Market structure of paid hotel and restaurant services by federal districts in 2007-2010
Table 9. The structure of the market for paid services for the organization of recreation and entertainment, culture and sports by federal districts in 2007-2010
Table 10. The structure of the market of paid services for the organization of tourism by federal districts in 2007-2010
Table 11. Structure of the paid medical services market by federal districts in 2007-2010
Table 12. The structure of the market for paid health-improving services by federal districts in 2007-2010
Table 13. Market structure of paid veterinary services by federal districts in 2007-2010
Table 14. The volume of the market of hairdressing and beauty salons by regions of the Russian Federation in 2005-2011, thousand rubles.
Table 15. Number of companies providing hairdressing and cosmetic services in 2006, 2009, 2010, pcs.
Table 16. Average consumer prices for a model haircut in the women's salon in the Russian Federation in January 2007-December 2011, rub.
Table 17. Average consumer prices for a model haircut in the women's salon by regions of the Russian Federation in January-December 2011, rubles
Table 18. Average consumer prices for a model haircut in the men's salon in the Russian Federation in January 2007-December 2011, rub.
Table 19. Average consumer prices for a model haircut in a men's salon by regions of the Russian Federation in January-December 2011, rubles
Table 20. Dynamics of household disposable resources (per 100 people), thousand rubles, Russian Federation, total population in the Russian Federation in 2000-2009
Table 21. Differentiation of incomes of the population in 2005-2010
Table 22. Deviations of incomes of the population by federal districts from the national average in 2004-2009
Table 23. Number of people born per year
Table 24. Total fertility rate (forecast), children per 1 woman
Table 25. Distribution of the population of the Russian Federation by sex and age groups as of January 1, 2010, thousand people
Table 26. The volume of proceeds (net) from the sale of goods and services for the main enterprises in 2005-2010, providing hairdressing and cosmetic services, thousand rubles.

List of drawings

Figure 1. The volume of the market of paid services to the population in 2007-2010, billion rubles.
Figure 2. Market structure of paid services to the population by types in 2007-2010
Figure 3. The volume of the market of paid household services to the population in 2007-2010, billion rubles.
Figure 4. The structure of the market of paid household services to the population by types in 2007-2010
Figure 5. Market structure of paid services to the population by federal districts in 2010
Figure 6. Classification of hairdressing enterprises
Figure 7. The volume of the market for hairdressing and cosmetic services to the population in 2005-2011, billion rubles.
Figure 8. Market structure of hairdressing and beauty salons by type in Russia
Figure 9. Market structure of hairdressing and beauty salons by type in Moscow
Figure 10. Market structure of hairdressing and beauty salons by federal districts in 2005-2011
Figure 11. The volume of the hairdressing services market in January-December 2010-2011, in billion rubles. and volume index (in % of the previous year)
Figure 12. Indices of physical volume of hairdressing services in January 2010 - December 2011, in % to the same period of the previous year
Figure 13. Number of organizations providing hairdressing and cosmetic services in 2006, 2009 and 2010, pcs.
Figure 14. Market structure of hairdressing and beauty salons by revenue by federal districts in 2005-2011
Figure 15. Distribution of visitors to hairdressing and beauty salons by gender
Figure 16. Distribution of visitors to hairdressing and beauty salons by age
Figure 17. Distribution of visitors to hairdressing and beauty salons by level of education
Figure 18. Distribution of visitors to hairdressing and beauty salons by employment 48
Figure 19. Indices of average consumer prices for a model haircut in the women's salon in the Russian Federation in January-December 2010
Figure 20. Indices of average consumer prices for a model haircut in a women's gym in the Russian Federation in January-December 2011
Figure 21. Dynamics of average consumer prices for a model haircut in the women's salon in the Russian Federation in January 2010 - December 2011, deviation in % compared to the same period of the previous year
Figure 22. Comparison of average consumer prices for a model haircut in a women's salon by federal districts, December 2011
Figure 23. Indices of average consumer prices for a model haircut in a men's salon across the Russian Federation in January-December 2010
Figure 24. Indices of average consumer prices for a model haircut in a men's salon across the Russian Federation in January-December 2011
Figure 25. Dynamics of average consumer prices for a model haircut in the men's salon in the Russian Federation in January 2010 - December 2011, deviation in% compared to the same period of the previous year
Figure 26. Comparison of average consumer prices for a model haircut in a women's salon by federal districts, December 2011
Figure 27. Distribution of total monetary income of the population in 2010 by groups
Figure 28. Average deviation of per capita income in federal districts from the average in Russia on average for the period 2000-2009
Figure 29. Shares of free cash by federal districts relative to the Russian average, in %
Figure 30. Age and sex composition of the population of the Russian Federation as of January 1, 2010
Figure 31. The volume of the hairdressing and cosmetic services market in 2011-2018, in billion rubles and physical volume index

BBK 65.240.5+65.442(5T)

Boboeva Parvina Mansurovna,

Senior Lecturer, Department of Banking, TSUPBP (Tajikistan, Khujand)

Boboeva Parvina Mansurovna,

sarmuallimi department of measles bonkia DD^BST (Totsikiston, Khutsand)

Boboyeva Parvina Mansurovna,

senior lecturer of the department of banking affairs under the Tajik State University of Law, Business and Politics (Tajikistan Republic, Khujand) E-MAIL: [email protected],mail.ru

Keywords Keywords: sphere of personal services, labor market, employment, unemployment, employment, entrepreneurship.

The article discusses the role and importance of the sphere of personal services in reducing the level of unemployment in the Republic of Tajikistan. The analysis of the realities of the labor market and the state of the sphere of public services in the Republic of Tajikistan was carried out, the main measures were identified for the use of resources in the sphere of public services in increasing the level of employment of the population. It was determined that the implementation of the opportunities inherent in the sphere of personal services will expand the range and improve the quality of the services provided; attract personal funds of the population in the provision of personal services; to involve certain groups of the population (housewives, pensioners, disabled people, students, etc.) in labor activity; effectively use the creative possibilities of people; develop different kinds crafts and folk crafts.

Kalidvozha^o: sowai hizmatrasonia maishi, bozori meunat, ishtigol, bekori, bokorta'minkuni, souibkori.

Dar matzolai mazkur natssh va auamiyati souai hizmatrasonia maishi dar bobati pasta namudani satui bekori dar sharoiti Chumuurii Totsikiston tadtsits shudaast. Tavassuti taulili bozori meunat va uolati souai hizmatrasoni maishi dar Chumuurii Totsikiston, chorauoi asosi oid ba istifodai zahirauoi souai hizmatrasoni maishi dar baland bardoshtani satui shugli auoli muayyan karda shudaand. Mutsarrar gardidaast, ki amali namudani imkoniyatuoi souai hizmatrasoniuoi maishi ba tavseai navuoi hizmatrasoni, baland bardoshtani sifati peshniuodi hizmatrasoniuo; tsalbi vositaoyi shahsi auoli baroi tashkili hizmatrasoniuoi maishi, tsalbi guruuuoi alouidai auoli (souibkhonazanuo, nafatsahuron, mayubon,

THE ROLE AND SIGNIFICANCE OF THE SPHERE OF HOUSEHOLD SERVICES IN INCREASING THE LEVEL OF EMPLOYMENT OF THE POPULATION

NAKSH VA AUAMiyati SO^AI HIZMATI MAISHY DAR BALAND BARDOSHTANI SAT^I ISHTIGHOLI A^OLY

ROLE AND IMPORTANCE OF THE SPHERE OF EVERYDAY LIFE SERVICES IN ELEVATION OF POPULATION S EMPLOYMENT STANDARD

honandagon va gaira)ba fa'oliyati me^nati; istifodai bosamari imkoniyat^oi etsodii odamon; inkishof dodani namuduoi gunoguni kasb wa uunaruoi halzi imkoniyat meduad.

Keywords: sphere of everyday life services, labor market, employment, unemployment, placement

in a job, entrepreneurship

The article dwells on the role and importance of the sphere of everyday life services in a reduction of unemployment in Tajikistan Republic. The author conducted an analysis of labor market realias and a state of the sphere of everyday life services in the country, she determined major measures on utilization of resources targeted at elevation ofpopulation"s employment. It is asserted that realization of potentialities laid in the sphere in question will afford to enlarge an assortment and to elevate a quality of the services, to involve personal resources of the population for rendering services, to include into laboring activities separate groups of population (housewives, pensioners, invalids, students and pupils, etc.) , to use efficiently creative abilities of people, to develop various kinds of handicrafts separate people are fond of.

The transformational decline in production characteristic of recent times and the incapacity of the functioning of the majority manufacturing enterprises in the conditions of market reforms, they did not allow the process of even simple reproduction to be carried out. In the current conditions associated with the costs of the transition period, most of the population, due to the loss of a permanent job, was forced to resort to private entrepreneurial activity. This was especially true of commercial entrepreneurship and household services, the spread of which, after the start of market reforms, received a positive impetus that was unthinkable until recently. However, due to the lack of a clear state policy to support and regulate private entrepreneurship, the provision of personal services developed spontaneously. Relations between producers providing this service and their consumers are predominantly carried out in primitive forms, which are primarily associated with the low level of infrastructure development in the industry. In addition, the sphere of personal services as an enclave capable of absorbing a certain part of the unemployed population is given very little attention. In this regard, there is an urgent need to consider the role and importance of this industry in increasing the level of employment in the transitional economy of Tajikistan.

The transition to a market economy in the post-Soviet space has become a serious threat to the economy in general, and the labor market in particular. The number of unemployed among the able-bodied population at the initial stage of market reforms began to grow against the backdrop of a constant reduction in production volumes.

Despite the fact that the transformational crisis in the Republic of Tajikistan was overcome in 2013, a trend towards a high level of unemployment was also observed in subsequent periods. According to the Agency on Statistics under the President of the Republic of Tajikistan, the unemployment rate in the country for the period under review does not exceed 3%. This indicator could be called acceptable. Obviously, the decline in production is accompanied by an increase in unemployment. However, we must not forget about the category of latent unemployment. Official statistics take into account only those unemployed

who registered with the employment services. In conditions of instability, many enterprises are trying to keep their workforce, in this regard, a system of long administrative leaves and part-time employment (without meaningful leave) is very often practiced. In such conditions, hidden unemployment is actually formed, the scale of which may increase as the volume of production decreases.

Observations show that the labor market in the Republic of Tajikistan is characterized by a mismatch between supply and demand. Sometimes there are situations in which there is formalism in the creation of new jobs. This is also evidenced by data on the demand and supply of labor in the labor market of the republic (Table 1).

Table 1. Demand and supply of labor in the labor market of the Republic

Tajikistan

Indicators 2010 2011 2012 2013 2014 2015 in % to 2010

Number of persons not employed labor activity(person) 59669 64079 63540 71168 72409 72521 121.5

The need of sectors of the economy for workers (persons) 10473 11694 11973 11280 10335 7275 69.5

Load of unemployed population per declared vacancy (persons) 5.7 6.4 6.2 6.9 8.1 10.0 175.4

Source: Tajikistan: 25 Years of State Independence: Statistical Yearbook. - Dushanbe 2016. - S. 98.

From the data in Table 1 it can be seen that the difference in the ratio of labor supply and demand is very large. Thus, the number of persons not employed in labor activity in 2010-2015. increased in the republic by 21.5%, while the need for labor resources decreased by 30.5%. If in 2010 there were 5.7 applicants for one declared vacancy, then this ratio in 2015 has already reached 10 people. In such conditions, the social consequences of unemployment are intensified, reflected in the decline in the standard of living of the unemployed population.

In conditions of disproportion in the labor market, the search for new jobs for many people is accompanied by many problems. Not everyone manages to officially get a job. As a result, a significant part of the unemployed population inevitably resorts to unofficial forms of earnings, which negatively affects the criminal situation in the country. The most difficult is for those who are in pre-retirement age. In advertisements for vacant positions, one can observe a fashionable trend in the age range - up to 35 years. Most of those left without

jobs cannot find a decent job in accordance with their qualifications. To date, the number of real unemployed is very different from official statistics.

The observed trends in the growth rates of the Tajik economy do not yet allow creating a sufficient number of jobs to solve the problem of unemployment and eliminate imbalances in the labor market. In this regard, a negative opinion has developed in society about the helplessness and lack of efficiency public service employment. Therefore, people who have lost their jobs do not want to apply to such services. Those left without work prefer to look for a new one on their own. Due to the lack of jobs, most often this practice ends with labor migration. In connection with these circumstances, the problem of chronic migration of the majority of the population of working age has become aggravated in the Republic of Tajikistan.

According to various estimates, as of January 1, 2015, more than a million Tajik labor migrants. In relation to the total population of the Republic of Tajikistan, the share of labor migrants is about 15%. According to the World Bank, up to 40% of the population aged 18 to 40 are looking for work outside the republic.

The problems of employment listed above can be partially solved through the establishment and systematic functioning of consumer services enterprises. This practice is fully consistent with the laws of socio-economic development. In the context of the transition from the agrarian-industrial development path to the industrial-agrarian one, the organization of consumer services is one of the priority areas for the development of the national economy.

To explain this thesis, it is appropriate to quote the words of V.I. Dmitrieva: “Domestic services are a useful action, which is the result mainly productive labor, embodied either in material objects, or in the form of a certain activity that does not accept mandatory results.

Based on the nature of domestic services, it can be assumed that the unemployed population can be involved in the performance of this kind of work in many areas:

Assistance in the arrangement and repair of residential premises and territory;

Care for the sick and disabled;

Seasonal assistance in agricultural work;

Involvement of the unemployed in the landscaping of residential areas;

Ancillary work at enterprises and vegetable bases;

Cleaning of the territory of settlements and enterprises;

Involvement in the construction of roads and other public works;

Seasonal work maintenance passenger transport, organizations

almost and connections;

Maintenance of waste recycling systems;

Repair household appliances;

Provision of services for the delivery of consumer goods;

Involvement in the organization of large-scale cultural events, etc.

Employment in the field of consumer services as one of the ways to reduce unemployment can be seen in the economic practice of European countries, including Russia. For example, in the Volgograd region of Russia, 150 million rubles were allocated in 2011 to attract additional labor in the sphere of personal services.

In the Republic of Tajikistan, in the development of the sphere of personal services, such support mechanisms do not yet exist.

At the present stage of development, there is a tendency to increase the share of the service sector in the production of GDP, while the share of people employed in this industry in 2015 amounted to 28.4%, in the field of personal services - 3.7% of the total number of people employed in the national economy. For comparison, we note that the similar figures in 1991 were 22% and 4.7%, respectively. In general, the sectoral structure of employment in the Republic of Tajikistan is as follows (Fig. 1 and 2). Comparative analysis employment structures labor resources in the Republic of Tajikistan in 1991 and 2015 shows that the country is undergoing deindustrialization. If in 1991 13% of labor resources were employed in industry, then in 2015 this figure dropped to 4%, while the share of those employed in agriculture, on the contrary, increased from 45% to 66%; in the service sector in 1991, 35% were employed, and in 2015 - 27% of the labor force. (Fig.1 and 2).

The structure of employment of labor resources in the economy of the Republic of Tajikistan in 1991

The structure of employment of labor resources in the economy of the Republic of Tajikistan in 2015

Construction Industry

Despite the fact that the share of people employed in the service sector decreased from 35% to 27% from 1991 to 2015, its share in GDP production increased from 25.3% to 42.9% compared to 1991.

Table 2 shows that the number of enterprises providing personal services over the 25 years of market reforms has decreased from 5,850 units to 413 units, or in relative terms, enterprises in this sector in relation to 1991 operate at the level of 7%.

Table 2. Number of ateliers, workshops, workshops for consumer services for the population _by type (units)

Name of enterprises 1991 1995 2000 2005 2010 2015

Total enterprises 5850 2809 875 1014 952 413

Repair and tailoring of footwear 712 295 80 88 31 12

Repair and individual tailoring 752 401 85 97 68 36

Repair and manufacture of metal products 859 378 111 203 122 21

Repair and Maintenance vehicles 606 227 86 95 - -

Repair and manufacture of furniture 230 78 14 12 16 6

Dry cleaning and dyeing 37 16 6 6 7 -

Laundry services 70 21 11 5 6 10

Repair and construction of dwellings (apartments) 311 133 19 38 54 53

Photography services 223 116 61 53 34 21

Bath and shower services 113 67 29 49 35 30

Hairdressing services 1325 555 175 187 119 43

Rental services 79 31 12 18 12 44

Other types of services 533 491 186 163 250 137

Hairdressing services are included in the list of household services most in demand among the population. Business in this area is one of the most massive in terms of the number of small businesses involved. Consequently, due to the number of enterprises and mass demand for services, the salon business segment occupies one of the leading positions in terms of revenue among other segments of the personal services sector.

Like any other business sector, the hairdressing industry also has its own division into segments according to pricing and the quality of the services provided.

To date, the most promising segment is the middle level, focused on the target group of the population with an income of up to 30 thousand rubles. It is this group that is the most massive. For this group of the population, the most popular format is the concept of a hairdressing salon, which provides a wide range of hairdressing and additional services such as manicure, pedicure, solarium and beauty services. At affordable prices for services, the level of service and the quality of the services provided in this format should be at a high level.

Basic target audience are clients aged 45 to 55 years (30%). Customers aged 35 to 45 make up 27%. 12% are clients from 25 to 35 years old. Up to 25 years old - 15% of clients and from 55 years old hairdressers visit 16% of clients.

The main reasons for visiting hairdressers are:

• Price - 49%,
• Location - 42%,
• Attachment to the master, the advice of acquaintances, accidentally saw, and other reasons account for 9%

The share of the hairdressing salon in the total revenue is 60%, but it is very important that the hairdressing salon has a manicure room and a tanning studio. The hairdresser should provide a range of services. In the absence of one of the listed services, the point may lose a significant share in sales, because. the client, due to the lack of these services, can switch to competitors. In addition, you should pay attention to the fact that the percentage of profitability for the additional services provided is significantly higher than the profitability of the services of a hairdressing salon, for example, the profit from a solarium is about 80% of the revenue in the direction.

The service sector is one of the three components of the economy, along with industry and agriculture. This term is understood as the totality of sectors of the national economy, the labor of workers who are directly aimed at creating special kind product consumed directly in the process of its production. The service sector includes all types of commercial and non-commercial services.

In the countries of the European Union and the United States, the share of people employed in the service sector is 74 and 81% of the total working population. In Japan, this figure reaches 71%, and in countries with underdeveloped economies, the share of the service sector is less than 50%. For example, in Kyrgyzstan, this figure is 48%, and in Tajikistan, only 27% of the able-bodied population is employed in the service sector. In the Russian Federation in 2014, 65% of citizens employed in the economy were employed in the service sector.

The total turnover of the service sector in 2014 amounted to 74.68 trillion. rubles. This amount does not include trade services, as well as services for the sale, repair and maintenance of cars, but it includes the turnover of communication and transport services. It should be noted that it is increasing every year, and the turnover in this sector of the economy has grown more than 3 times over the past ten years. And compared to 2013, the increase in turnover in the service sector amounted to 7.78%. True, if we recalculate in 2013 prices, the growth will be much more modest, just over 1%.

As for the distribution of turnover in the services sector among the constituent entities of the Russian Federation, the largest turnover falls on the Central Federal District - 33.7% of the total, and the smallest on the North Caucasian Federal District - 4.3%. In general, the share of each district as a percentage of the turnover of the service sector in the Russian Federation is as follows:

• Central Federal District - 33.7%
• Privolzhsky Federal District - 17.5%
• Northwestern Federal District - 10.7%
• Siberian Federal District - 9.9%
• Southern Federal District - 9.2%
• Ural Federal District - 8.4%
• Far Eastern Federal District - 6.2%
• North Caucasian Federal District - 4.4%

The structure of the service sector (excluding trade services) includes 10 main areas. At the end of 2014, the largest turnover was recorded in the provision of housing and communal services - 20.22 trillion. rubles. In addition, the top five includes transport services, communication services, domestic services, as well as paid medical services. But in general, the structure of the service sector as a percentage of the total turnover looks like this:

• Housing and communal services - 26.9%
• Transport services - 18.6%
• Communication services - 17%
• Household services - 10.8%
• Health services - 7.8%
• Services of the education system - 6.5%
• Hotel and tourist services – 4.4%
• Cultural services, as well as physical culture and sports - 2.1%
• Legal services - 1.3%
• Social services for the disabled and the elderly - 0.3%
• Other services - 4.3%

In monetary terms, in 2014, on average, services were provided per inhabitant of Russia in the amount of 51.1 thousand rubles. This is 6% more than in 2013. Most services were rendered in housing and communal services - in the amount of 13.84 thousand rubles per person.

Of the 65% percent of workers employed in the service sector, trade accounts for the most - 24.6% of all employed in this sector. The second place is occupied by transport and communication services, in general 15.3% of workers in the industry work here. The third place belongs to the services of the education system - about 13.8% of those working in the service sector.

In the service sector, wages tend to be below the national average. But in some segments of this type of activity, they are quite high. For example, in the field of financial services, the average salary is 66,605 rubles, which is more than 2 times higher than the national average. And in general, by segments in the service sector, the average salary is distributed as follows:

• Financial services - 66,605 rubles.
• Public administration and social insurance - 40,219 rubles.
• Transport and communications - 36,769 rubles.
• Operations with real estate- 36,520 rubles.
• Housing and communal services - 27,430 rubles.
• Health care - 26,450 rubles.
• Education system - 25,096 rubles.
• Hotel services and restaurants - 19,720 rubles.
• The average salary in the country in 2014 was 32,600 rubles.

Housing and communal services

This type of service occupies the largest share in the total turnover of the entire service sector - 26.9%. Of these, housing services account for 5.7%, while utilities account for 21.5%. In monetary terms, this is 420 billion rubles and 1,572 billion rubles, respectively. At the same time, it should be noted that housing and communal services are interconnected and cannot be provided independently of each other.

Housing and communal services is a type of service provided to the consumer to improve comfortable living conditions. Housing services include services provided to maintain the proper technical condition of buildings, structures and equipment. In addition, this category of services includes landscaping and landscaping.

Public services are economic activity, aimed at providing the consumer with cold and hot water, sanitation, electricity and gas supply. In addition, the structure of utilities often includes the removal of household waste. The structure of utility bills is dominated by payments for heating and electricity - 34.7% and 22.4%, respectively.

Every year the tariffs for utility bills increase, and consequently the turnover of utility services grows. In 2014, compared to 2013, turnover increased by 19%. For 2015, the Government of the Russian Federation provides for a program to increase housing and communal services tariffs (except for electricity) only in the second half of the year. Moreover, the growth indices for each subject of the Russian Federation are set differently. The largest increase in tariffs is envisaged in the Belgorod Region by 14%, the Republic of Tatarstan - by 13.6% and the Republic of Sakha (Yakutia) - 12.9%. The smallest increase in prices for utilities is planned in the Kemerovo region - 6.1%, the Republic of Khakassia - 6.5% and the Amur region - 6.6%.

As for electricity, here, too, each subject of the Russian Federation has its own tariffs. When analyzed by Federal Districts, the highest cost of kWh of electricity in the Central Federal District is 3.17 rubles. And the smallest in the Siberian Federal District - 1.78 rubles per 1 kW / h. It should be noted that in comparison with the beginning of 2015, in the 1st quarter of 2015, electricity prices rose in the two Federal Districts, Privolzhsky and Siberian, by 1.68% and 1.13%, respectively. And the largest price reduction was recorded in the Far Eastern Federal District - 6.1%. According to data for the 1st quarter of 2015, prices for 1 kWh of electricity for the population according to Federal districts RF looks like this:

• Central Federal District - 3.17 rubles.
• Southern Federal District - 3.1 rubles.
• Northwestern Federal District - 2.76 rubles.
• Far Eastern Federal District - 2.64 rubles.
• North Caucasian Federal District - 2.42 rubles.
• Privolzhsky Federal District - 2.41 rubles.
• Ural Federal District - 1.87 rubles.
• Siberian Federal District - 1.78 rubles.

Everyone would like to be treated like at home in a hotel, and at home ¾ like in a hotel.

NN (Big Book of Aphorisms)

The nature of employment and the requirements for personnel associated with the provision of services are largely determined by the characteristics of certain types of activities, types of service product, and the specifics of the market for a particular service.

All this is analogous to the situation developing in material production. But, as already noted, the service sector differs from material production in that the direct objects of influence are a person and the satisfaction of his needs. Moreover, the object often becomes a participant in the creation of a service, which leaves an imprint on the training and work of the personnel of service companies. This staff, in addition to special professional knowledge, must have the skills of positive contact with customers. It is because of this that the characteristics of high-contact service and the nature of relationships in the service industry can form cycles of failure, mediocrity and success in the activities of service firms.

In those service areas where contact with customers is insignificant, the technical qualifications of the staff play the greatest role, for example, this is the case in the repair and maintenance of complex household appliances. There are some types of services that require high professional qualifications employees: medical, audit and legal services. In this service sector, the benefits of the electronization of production and communications have not been devalued human qualities and effort. So, in medicine, due to the limited expediency of computer monitoring of patients, there is still a need for personalized work of both doctors and attendants.

Maintaining employment in the service sector is more or less related to the level of contact between the client and the employee, the irreparability of many mistakes requires the employee to be especially attentive, responsible and “close” to the client.

The direct focus on the client ¾ of the consumer of the service, the participation of the client in the creation of the service make it possible to single out a number of provisions that determine the characteristics of work in the service sector and affect the selection, training and employment of personnel.

The first provision is the participation of the client in operational processes. The object of influence and participant in the creation of a product in the service sector is a person ¾ of the client, who acts not only as a consumer of the service, but also as a creator of problems for the service organization. Clients often break the established rules, may ignore the services offered, or demonstrate inflated expectations, which requires a certain reaction from the employees.

The specificity of customer behavior is determined by the characteristics of what the relationship between the service personnel and the client is, that is, the characteristics of the service.

As noted, key indicator, which distinguishes the service process from production process, ¾ participation of the client in operational processes. There are many opportunities for the client to interact with the service personnel: during the presentation of the final result, as well as during the preparation of invoices, making payments, etc. Thus, the contact of the client with the staff occurs at two levels: the first level ¾ delivery of the final result; the second level is the provision of an additional service that facilitates the purchase of the main service or increases the cost of the main service.

Some experts distinguish the following list of additional services: information and consulting services, order acceptance, hospitality, service, special services, billing, payment for services. In large service firms, the final services, as well as certain additional services, can be provided by different employees, whose degree of contact with the client is not the same. And primary responsibility for the service may lie with the attendants, whose contact with the client is limited. This situation is typical, for example, for hotel business. The client can get the necessary information and advice before arriving at the hotel, car parking and luggage delivery are carried out without direct contact, when the client registers and comes into contact with another employee, a doorman can provide a special kind of service. Responsibility for the condition of the room lies with the attendants, who practically do not come into contact with the client.

In a small business, the delivery of the final result and the provision of additional services are usually carried out by one person, but even in this case, the degree of contact with the client may vary at different levels.

In the conditions of freedom of choice of services and the lack of subordination of the client to the service company, the latter is forced to study the client and develop special methods of influencing the consumer of the service. These techniques depend on the degree of contact between the client and the employee. Depending on the degree of client involvement in operational processes, services range from high-contact to low-contact. Previously, most of the contacts took place in a "live" mode, at present, contacts are mediated by new technical means, although, while changing, the role of direct contacts is retained.

The second provision that defines the characteristics of labor in the service sector is the availability of high-contact service, which is characterized by three features.

The first feature of high-contact service is due to the role of the human factor.

Personnel in contact with customers are not only engaged in service, i.e., the production of services, but are also responsible for managing this production.

The person who serves plays a threefold role, being the service operations specialist, the salesperson, and part of the service product itself. The elusiveness and intangibility of the service puts the buyer in a difficult position, since it is difficult for him to assess what is being sold before purchasing the service, and sometimes even after receiving it. The seller of the service acts as a kind of expert, on whose knowledge the client relies. Service personnel should be able to talk about the service, convince the client of the need to purchase it.

Clients evaluate employees' appearance, communication skills, and special (technical) skills. These properties are considered as part of the service product itself, as a result of which there is a need for special training of personnel, as well as the development of measures that encourage employees to take appropriate actions. For employees in contact with customers, it is important interpersonal communication, the ability to dress, the ability, working with a client, to create the desired service, etc. The presence of these characteristics is one of the conditions for employees to maintain their employment in the service sector. As D. Ogilvy, a well-known American advertising entrepreneur, noted, “If you become indispensable to a client, you will never be fired.”

The second feature of high-contact service is determined by its similarity with the theater.

The seller of a service must be concerned not only about what to produce, but also how to produce. Employees can be seen as actors playing a part in a play called service. Everything that is offered to the client is a kind of game around some process, which is clearly manifested in the relationship between the visitor and the waiter in the restaurant.

For all employees in contact with customers, rules (script) of behavior are written. The staff, like theatrical actors, is introduced into the "troupe". Staff are required to wear theatrical costumes ¾ uniforms or have their clothing conform to certain standards. Employees must not only look neat, but also know their lines when talking on the phone, taking an order, greeting, etc. They are specially trained for this oratory, give them a voice if public messages are required. Good facial expressions are also important. It is forbidden to smoke, drink, chew during the performance official duties. Considerable importance is attached to the movements of employees "on the stage", as well as "decorations".

What happens "behind the scenes" is of the least interest to the "public". Customers evaluate the quality of the service at the time of receiving it. If there are failures in the work "behind the scenes", then the clients immediately feel it.

By virtue of the foregoing, one of the main criteria for hiring a job is the special personal qualities of a person. For example, Walt Disney, a company that specializes in entertainment, assigns roles (employees) according to their ability to perform stage or backstage work. This distribution depends on the appearance and personal abilities of employees.

Great "performances" in the service industry are made by managers who emphasize similarity this process with the theatre.

The third feature of high-contact service is related to the emotionality of work.

Business meetings entail more than just getting the right technical implementation tasks, because they require a certain manner of behavior, courtesy, sympathy for clients, which is united by the concept of "emotionality of work". For example, in the list of personal qualities of a sales manager that help him achieve a high level of professionalism in his work, sociability and orientation to the interests of another person occupy a special place. As a rule, those sellers who enjoy the very process of communication are the most effective traders. Many purchases are made under the influence of emotions, not logic, so a salesperson who not only responds to a customer’s request, but also uses the “emotional factor” is more effective. Many employees have to go through a serious psychological test, expressing the feelings necessary for the client, but not experiencing them in reality. Feigned feelings can be expressed verbally and non-verbally (facial expressions, body movements, etc.). The ability to express feelings can be innate or acquired. But the feelings of service providers are not always feigned, they are sincere. For example, a nurse almost always feels genuine sympathy for a sick child.

In connection with the emotionality of work, the manager needs to monitor the performance of work, which can be stressful for employees who are trying to demonstrate to the client emotions that they do not experience. It is advisable, taking into account the desires of customers, to properly train and train employees so that they do not damage the company with their wrong behavior. For example, the British Airways airline, when hiring employees, attracts them with work as such, and not with the opportunity to travel, since passengers during the flight primarily want a warm and friendly attitude, the company invites charming people who are able to find a way out of difficult situations in the process communication with passengers.

Western service firms spend heavily on training their employees, and if high-contact service is available, then interpersonal training is a must.

The third provision, which defines the characteristics of labor in the service sector, reflects the existence of relationships in the service process.

Successful relationships between clients and service providers are built on mutual satisfaction with the results obtained; only in this case, the number of transactions increases, which affects the retention of employment.

Employment in a service firm largely depends on the likelihood of repeating the service. Poorly developed service generates a high level of customer refusals from services. Research conducted by the professor of the International Institute of Management (Switzerland) Jacques Horowitz showed that four out of 100 customers who expressed their dissatisfaction with the service can take almost 3 times more potential customers with them by informing them of poor quality service, against those customers who report about quality service. If customers are satisfied with the quality of services provided, layoffs of employees are minimal. It is not prestigious to work in an area where customers are dissatisfied with the service. Therefore, an increase in staff turnover is observed where there are low-paid jobs, the work is boring and monotonous, and the level of training is minimal. Permanent employees should not only know the job well, but also be able to maintain good relations with clients.

At State Farm Insurase (SFI) (USA), where staff turnover is minimal, the number regular customers exceeds 90% of all existing customers of the company. In SFI, more than 80% of agents have been working for more than four years, while in other similar companies the share of agents with such work experience is at the level of 20-40%. The main reason for these strong relationships at SFI is long-term customer relationships, especially since it is easier for employees to work with loyal customers whose needs, lifestyles and attitudes to risk are familiar to them.

Service relationships are affected by the variability of service performance. The quality of the service quite strongly depends not only on where and when it is provided, but also on who provides it. For example, inside the same hotel, one employee may be polite and efficient, the other ¾ arrogant and even rude. In addition, the same employee may provide services in different ways during the day.

Most often, the variability in the quality of services is associated with the qualifications of the employee, his training and education. The variability of services may be due to inappropriate personal traits of the employee, which are very difficult to identify at the stage of selection of employees.

To reduce the volatility of services, service standards are created, i.e., sets of mandatory customer service rules that are designed to guarantee the established level of quality for all operations. Service standards establish formal criteria by which the level of customer service and the activities of any employee of the company are evaluated. Firms need to conduct systematic training and education of personnel in order for all employees to fully assimilate service standards: the speed of customer service, the complaints handling system, payment rules, etc. It is believed that by assimilating service standards, the employee expands his horizons, realizes the role his work, understands the importance of optimal relationships with customers.

The specifics of work in the service sector has given rise to a discussion about the difference between the natural personal characteristics of people hired and the technical skills acquired during training and training. An unequivocal answer regarding these differences has not been received, which makes it difficult to work with personnel, especially if the company does not intend to invest in personnel development.

Customer-employee relationships are mirrored by relationships within a firm, and taken together, the nature of these relationships can contribute to a cycle of failure, mediocrity, or success in the service business.

The cycle of failure. This cycle is associated with the hiring of cheap labor, which must perform repetitive tasks that do not require any training.

There are two aspects of the cycle of failure: with employees and with customers. The cycle of employee failure begins with a niche job without the use of employee quality control programs. The strategy of low wages is accompanied by weak attention to the training and selection of personnel. As a result, many employees are not able to solve customer issues and problems on their own. As a result, the firm is characterized by a low level of service and high staff turnover. The cycle can be repeated many times.

The customer failure cycle consists of dissatisfaction with the performance of employees, a constant change of staff, which leads to an outflow of customers. The firm is constantly in the process of looking for a new clientele. The personal failures of low-paid and ill-trained employees are the reason for the loss of clientele.

The revision of the low pay strategy must be accompanied by changes in the system of recruitment, training and staffing. Only in this case the firm is not drawn into a cycle of failure, the exit from which is very difficult. The firm will have to win back customers who have used the services of competitors, as well as attract potential customers who did not use the services of the firm because of its bad image.

The cycle of mediocrity can manifest itself primarily in a large bureaucratic firm, where there is little incentive to increase productivity, and problems with unions limit the use of progressive methods of organizing work. In such an environment, the services provided are set by rigid instructions focused on standardizing the service, rather than improving relationships with customers and colleagues.

Salary increases and promotions are based on the successful and accurate execution of instructions, and not on high performance and the provision of extraordinary services to clients.

Employees of such a firm are focused on receiving, albeit small, but stable wages.

Customer service is characterized by bureaucratic squabbling, customer dissatisfaction because employees show no desire to improve service. If it is not possible to get a service from another company, then dissatisfied customers show hostility towards employees who, due to the inability to go beyond the instructions, begin to respond with rudeness to rudeness.

Customers are dissatisfied with the low quality of service, and employees do not have the desire and opportunity to improve it. Consumers of services lose interest in cooperation with this firm, which has limited, and then disappears, growth prospects.

The cycle of success is observed in firms that invest in people, choosing the path of long-term financial activities. Like the cycle of failure or mediocrity, the cycle of success applies to both employees and customers. Providing employees High Quality service is based on intensive training, expedient distribution of powers, growth wages. Clients appreciate the consistent high level of service that results from low employee turnover. The strategy of retaining existing customers is more profitable for the firm than the strategy of attracting new customers.

An example of a successful transition from mediocrity to success is British Airways. As a result of a major reorganization, the use of intensive training, the retention of more "mobile" employees, organizations began to work in a more competitive environment.

Developed relationships in the service sector directly affect the nature of the service company and its development opportunities, which leads to an increase in the number of employees, and also requires high-quality personnel changes.

1 Papiryan G. A. Management in the hospitality industry: hotels and restaurants. M.: Economics, 2000.