Competitiveness of an educational institution. Material on the topic: Certification work "Formation of the brand of an additional education institution as a factor in increasing competitiveness"

Behind recent decades intensification of competition is noted virtually all over the world. Not so long ago, it was absent in many countries and industries, even where there was rivalry, it was not so fierce. One of the economic prerequisites for a democratic society is the decentralization of economic decision-making. Free competition - a synonym for freedom of choice, freedom of entrepreneurship, freedom to enter the market - is an integral part of the constitutionally enshrined economic freedoms of man and citizen.
At the present stage of market reforms in Russia, the shortage of educational institutions has been largely overcome. The first place for parents today is no longer the presence of school institution, but its characteristics, the most important of which are the quality of education, the conditions in which the learning process takes place, and the equipment of schools. It defines the strategy of behavior in a completely new way domestic schools, because in the situation of liberalization of foreign economic activity, they have to withstand significant competition.
The market for any product or service has its own characteristics, which, however, do not change the essence of competition itself. As a phenomenon, it is not new, but the diversity of its manifestations requires constant study, including an assessment of the dynamics or intensity. Today, no serious educational institution cannot do without competition. Despite the various methods and forms of competition, each school is trying to develop its own competitive strategy to achieve market success.
In order to choose a successful development strategy and increase the competitiveness of school No. 426, it was necessary, of course, first of all to analyze the competitiveness of the school, and then develop organizational and technical measures aimed at improving it.
Our school was founded in 1974, it is located on the territory of the municipal district of Orekhovo-Borisovo Severnoye in the so-called residential area Moscow, therefore, removed from the institutions of culture, sports, healthcare, training centers and industrial enterprises. The microdistrict of the school consists of municipal and cooperative houses, hostels of the plant named after. Likhachev. All this largely determines the tasks in the activities of the school.
Today, our school, having become a large educational complex, which, in addition to school No. 426, also united school No. 938, CRR - kindergarten No. 896, kindergarten No. 1011, is located in four buildings. All buildings of the complex are within walking distance from each other and are not separated by a roadway. School No. 996 and kindergarten No. 905 are generally located nearby and are oriented towards the same contingent. In addition, the district has a gymnasium, a school with in-depth study in English, Education Center. As a result, quite intense competition arises, which forces our complex to study demand, form a social order and follow the changes in this order.
Regular surveys of parents and members of the public of the school microdistrict recorded the emerging change in the social order, which cannot be satisfied with the achieved state of the school, despite significant progress in its educational and upbringing work. As a result, the requirements for the level of academic success of the school are growing, the problem of educational work aimed at the formation of tolerant consciousness, cross-cultural competencies. Therefore, the main task of the school-complex for the coming years will be to solve problems in order to build a working model of the educational system that contributes to the education of a competent, competitive, successful personality.
The school today strives to take into account the needs and inclinations of students, the interests of parents. For the most complete satisfaction requests of these categories of consumers of educational services, we give priority to the creation of comfortable conditions for the upbringing and education of children, optimization of the activities of teaching staff. The material and technical base of the school is constantly updated and generally corresponds to modern requirements: classrooms of the school are equipped with computer equipment (laptop, projector, screen, MFP, SMART-boards), united in a single local network, laptops with MFPs included in the school local network are installed in the offices of administrative, managerial and support staff, as part of the implementation of the Federal State Educational Standard There are four mobile computer labs in the primary school, the classrooms of the primary school are equipped with full-length furniture, in the classrooms of the 1st grade there are student desks, subject classrooms are equipped with modern educational furniture that meets sanitary standards, educational, laboratory and demonstration equipment.
The school is provided with highly qualified teaching staff and is fully staffed with narrow specialists, that is staffing meets modern requirements for the organization of the educational process. The teaching staff of the school average age teachers - 40 years) characterize creative activity and professional competence. School teachers - authors methodological developments, participants, diploma winners and winners of the All-Russian open competition "Pedagogical innovations", the festival of pedagogical ideas " Public lesson”, winners of the district competition on the use of information technology in the educational process. Among the teachers of the school there are prize-winners and winners of the district competition "Teacher of the Year", "First Steps - Pedagogical Debut", participants and winners of the competition for the grant of the Mayor of Moscow and winners of the competition for the best teachers of the Russian Federation (grant of the President of Russia within the framework of PNPO), two teachers of the school have the title of "Honored Teacher of the Russian Federation", 13 - "Honorary Worker of General Education", 3 - "Teacher of the Year of Russia".
The tendency to preserve the contingent of students can be traced precisely because the school employs professional teaching staff and specialists (social pedagogue, psychologists, speech therapists) who strive to create a comfortable social and pedagogical environment for students, which preserve rich school traditions that it has created and is developing its own award culture for students and school employees, as well as souvenir symbols. In addition, the teaching staff professes the principle of an adaptive school “for everyone” and actively forms the psychology of success for all participants. educational process.
The results of the final certification for several years show that the quality of knowledge of school students is stable, that there is a correspondence between the level and quality of graduates' training to the requirements of state educational standards. Over the past years, the percentage of students awarded with gold and silver medals, the annual admission to universities of our graduates is 90-94%, we pay considerable attention to working with gifted children - every year our students win prizes in municipal, district and city olympiads, competitions, scientific and practical conferences.
The school has created good conditions for organizing extracurricular activities of students and additional education. Most students are interested in participating in various circles (44% of total number) and sports sections (30% of the total number of students), many attend music and art schools, theater and choreographic studios, sports clubs outside the school. The museum of astronautics is actively working at the school, and we organize excursions to the museum not only for school students, but also for veterans of the Great Patriotic War, students of district and city schools; in February 2013, a museum of military glory was opened at our school. School students are active participants in such district, district and city events, festivals, competitions as "Young Talents of Muscovy", "Moscow Literary Festival", the district festival "Synergy Project", the action "Freedom from Smoking", various drawing competitions. Participation in such events allows the children to show the results of creative work, gives them the opportunity to compare their successes and achievements with the successes of their peers, opens up opportunities for raising a successful personality.
Our school is ready to accept all the children of the Orekhovo-Borisovo Severnoye microdistrict and the surrounding area, but the problem is that Educational establishment year by year loses potential students. Many parents send their children to other schools in the district, in connection with this, an increase in the rating of the school should be a natural result of the work on the implementation of the overall development strategy, it should become competitive.
Like any organization, the school does not exist in isolation, but in a specific social environment. She's complicated complete system, actively interacting with the external environment, in connection with this, certain problems arise for the effective development of the institution in the conditions of modern education.
The school must be competitive, and competitiveness is a complex phenomenon, so it can be assessed from different positions. In principle, four subjects can be distinguished, each of which, independently of the others and on the basis of only its inherent evaluation criteria, evaluates the competitiveness of something: consumers; manufacturers; investors; state. Each of them has its own interests: the consumer is interested in getting the maximum utility (benefit) by purchasing a set of goods and services; the manufacturer is interested in spending a minimum of effort to get the maximum possible result (profit); the investor is interested in the fact that the project in which he invests his money will bring him a return sufficiently high so that this project can be considered promising and expedient; Finally, the state is interested in ensuring the efficient use of resources available on its territory (labor, land, capital, knowledge, entrepreneurial abilities) while observing certain social standards.
Considering all this, we need to develop a strategy for working with the population as a consumer of educational services from the point of view of a market economy. In this aspect, the factor of rapid reorientation becomes critical, when the rapid identification of new customer segments and the formation of stable flows from them becomes a defining element of the strategy. It should be noted that the policy of the educational institution, aimed at creating a situation of success for all participants in the educational process, will be one of the effective strategic directions, since one of the most important needs of a modern person is his self-realization.

The desire to take a leading position in the market of educational services, to create a favorable public opinion brings to the fore the problems of forming a positive image of the educational institution, this objectively occupies one of the leading places in the system of priorities of the development strategy. In this regard, the image of the educational institution acquires the status of one of the main resources that predetermine its economic and socio-cultural perspective.
Today there are three main tasks of the image policy: achieving a high level of competence and effective work with potential consumers of educational services, maintaining the image of a successful educational institution that makes the participants of the educational process believe in us, establishing an emotional connection with the consumer and society.
Taking into account the current state and main activities of the institution, existing problems, strategies, solutions, we can formulate a development concept. At the same time, the key idea will be the individualization of educational trajectories to ensure the maximum success of different groups of students (residents of the microdistrict) in the conditions of the school - a multifunctional educational complex, and the mission is the varied education of residents of the microdistrict, taking into account their individual needs in the process of successful activity. What is needed for this? I think that this is the attraction of 90% of the contingent of potential pupils and students, the expansion of the complex by joining other educational institutions and preschool educational institutions, increasing the efficiency and quality of educational services and entering the rating of the best institutions in Moscow.
The main reserve, the base on which the value orientations of the individual are formed, is, of course, the collective. The individual originality of the labor collective is characterized by a pronounced direction of its life activity, a combination of individual and collective interests, and an emotional climate. The study of the value orientations of both the team as a whole and the individual member of the team is necessary to conduct a full analysis and develop the right strategy for the effective development of the educational institution. Therefore, as part of the work on the project, we conducted a study of collective value orientations. As a result, it was concluded that as a result, school No. 426 will be able to choose the optimal competitive strategy and take an advantageous position in the industry (in the market) to attract students to their school, as well as take the right position to protect themselves from competitors.
As part of the choice of development strategy, we first of all found out the strengths and weaknesses of our complex, its opportunities and threats that may interfere with the realization of these opportunities, after which we identified three strategic areas for our work:
- implementation of a set of measures to increase the contingent of students and pupils;
- expansion of the "Partners in Education" program;
- implementation of the strategy for promoting the complex in the service market.

Implementation of a set of measures to increase the contingent of students and pupils
When developing measures for a competitive strategy for the development of an institution as a multifunctional educational complex, the implementation of a set of measures to increase the contingent of students and pupils becomes one of the priorities. This task can be successfully solved under the condition of purposeful work of the teaching staff to improve the efficiency of the educational process and the quality of the services provided, while observing the continuity of all educational levels in the conditions of the school complex. The high qualification of teachers and the stable results of students based on the results of external examination, the efficiency of the team and mobility in solving the tasks set, openness to innovation, the positive experience of the work of creative groups of teachers on topical issues, the comfortable educational environment created in the institution ensure the development of the image of the school as a multifunctional educational complex that provides quality harmonious education of residents of the microdistrict.
The following measures are intended to contribute to the solution of this problem:
- opening groups for children from one to two years old;
- holding an open day using interactive forms of work;
- the work of the school of future first graders for children who do not attend preschool educational institutions;
- development of elective courses for the development of intellectual abilities of students with low starting opportunities;
- organization of specialized education groups in accordance with the changing needs of society;
- implementation of the program of cooperation with universities and colleges;
- development of individual educational trajectories at the request of students and their parents (including within the framework of inclusive education);
- creation of a distance learning system, development of software and methodological support for its implementation;
- expanding the range of additional educational services, including with the involvement of extrabudgetary funds.
By implementing a set of these measures to increase the contingent of students and pupils (in other words, increasing the attractiveness of the institution for potential consumers), we will be able to:
minimize the risk of strong students leaving for other schools;
increase the interest of parents and students in the proposed educational services of a high level of content;
partially reduce competition from other educational institutions in intellectual contests;
compensate for the remoteness from the infrastructure in the field of sports and culture.
Almost all of these measures are promising, as they are in the "high utility - low effort" sector.

Expansion of the "Partners in Education" program
The school-community partnership is a line of activity related to the implementation of cooperation between the school and residents and community organizations to jointly solve social and educational problems, increasing the social significance of the school and its demand as civil institution, attracting extrabudgetary funds to the school.
The program will help us make real:
establishing partnerships with families, parents, the public;
provision of a wide range of educational services;
consideration educational space microdistrict as a system of personal development management;
the ability to solve many serious social problems and tasks based on the network interaction of the school in the mode of a socio-cultural center and the integration of the capabilities (personnel, material, technical, methodological) of all institutions of the microdistrict.
The purpose of the program is to form a favorable attitude towards educational institutions and support the demand for high-quality educational services for students, parents and residents of the microdistrict. To achieve it, you need:
- creation of an association of active parents, involvement of parents in participation in school life with a well-thought-out incentive system (letters of thanks, excursions to museums, concerts, festive meetings);
- provision on the basis of the school of services for psychological and socio-pedagogical counseling of residents of the microdistrict;
- teaching Russian as a foreign language to migrants and their children;
- involvement of residents of the microdistrict trial USE as observers or participants;
- opening a computer club on the basis of the school to teach computer literacy to interested residents of the microdistrict.
In doing so, we can expect results such as:
raising the cultural level of society, the participation of parents in the upbringing of children;
participation of schoolchildren, youth, parents and the public in solving educational and social problems through the implementation of projects, programs, charity events;
development of volunteer initiatives of children and youth;
increasing public interest in the problems of the school and the local community;
attraction of additional resources (including financial ones) through partnership with various social structures;
enrichment of school traditions;
increase in the contingent of potential pupils and students.
The Partners in Education program has a high utility that can be achieved with little effort.
Implementation of the strategy for promoting the complex in the service market
The most relevant direction in the course of implementing the strategy of competitive educational institution is a consumer orientation. It must be taken into account that great importance to attract customers, the educational institution has a positive reputation in the education market and designing it as a brand. Thus, the main task of promoting an educational service to the market is to bring information about an educational institution to a potential buyer. Here we need to carry out such relevant events as:
- branding - the creation and positioning of a unique positive face of the OU, the formation of a positive reputation through the effective use of the media. Here, high utility is likely, since the image of the school and its perception by society are formed, but it is necessary to attract a large number of resources - human, material, financial.
- Information support of real and potential consumers of services (including the effective operation of the site) is also highly useful, since the involvement of modern technologies ensures an increase in the number of users of Internet services, including the OS website, here you can invite a qualified specialist who will deal with this important matter.
- Expansion of public relations is work for the brand of the school, the emergence of new areas of work, holding joint events that solve specific problems, here you can use a group of specialists, while the time and financial costs are comparable to the importance of the event.
- Edition teaching aids and materials are very useful if they are created taking into account the characteristics of a particular society, individualized, but here you will need to use a lot of time and financial resources.
By implementing all this, we can reduce the risk of students leaving for other schools, minimize the impact of unfair competitive practices of other preschools and educational institutions in the microdistrict, and increase the interest of parents and students in the educational services offered.
In our opinion, the motto of the school should be: "Let everyone here find himself and be successful." At the same time, each student will reveal his potential abilities, each teacher will realize his creative potential, each parent will be in demand.
Competitiveness is the totality of the school's capabilities. Competition forces schools, under the threat of being squeezed out of the market, to constantly deal with the quality system of education, upbringing and, in general, the competitiveness of an educational institution. In connection with the receipt of free public education based on the principle of per capita financing (money follows the student and does not depend on the number of employees of the educational institution), the school must be competitive. To do this, the educational institution must draw up an action plan aimed at achieving the goals.
To educational institution became competitive, the director needs to make a lot of efforts. Only if the director becomes a leader who is able to organize the process of improving the school institution, attract school employees to it, lead them to jointly implement management decisions to achieve the goals, the school will be successful. It is no coincidence that in recent years the words “management” and “marketing” have entered the education system, we are on the threshold of understanding the school as social system subject to the laws of the functioning of a market economy.
The school is an educational institution, which, in the event of isolation from society, from its needs and orders, undergoes more intensive degeneration. The school prepares people of the future generation and therefore is obliged to prepare them for the construction of a new social organization of life that would help each person find himself in a complex system of social relations.
Marketing is a living link between school and society. Based on the concept of economic marketing, the school must produce what is in demand, that is, fulfill the social and economic order of society. In the analytical and planned activities of the school, there can be no study external environment, needs for education, planning and stimulation of the demand for education and its satisfaction. The school's attempts to adequately participate in the market, attracting attention and cultivating its image, of course, should be regarded positively.
The developed strategy for the development of school No. 426 as a multifunctional educational complex is designed to increase our competitiveness and realize the key idea and mission of the school.

Natalia PETROVA, director of school No. 426

The change in the socio-economic structure of our society, the formation of market relations, have determined new approaches to education and its subjects. Today, an educational institution is viewed as a socially significant open system, subject to the laws of a market economy, the main product of which is an educational service. Market relations are developing most actively in the field of additional education. To date, the market in this area has come close to a situation where the volume of supply has balanced the previously dominant effective demand and began to exceed it; a differentiated demand for additional educational services has taken shape; a developed infrastructure of the market for such services has developed, a competitive environment has appeared. In order to "survive", the institutions of additional education faced the task of not only maintaining their contingent of students, but also attracting new groups of consumers of educational services.

Competition in the market of educational services has led many institutions of additional education to the need to use various ways to attract potential consumers. Today, more than ever, serious research of this market and improvement of methods for attracting consumers of additional educational services are required.

One of the most modern and effective ways to attract and hold the attention of consumers is branding. Additional education institutions need to realize the importance of actively using branding tools for successfully positioning themselves in the educational services market.

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MINISTRY OF EDUCATION OF THE IRKUTSK REGION

OGAOU DPO "INSTITUTE FOR THE DEVELOPMENT OF EDUCATION OF THE IRKUTSK REGION"

Department of Development and Expertise

FINAL CERTIFICATION WORK

Formation of a brand of an additional education institution as a factor in increasing competitiveness

(on the example of MAOU DOD "Palace of Creativity for Children and Youth" of the municipality of Bratsk)

Performed: Alexandrova Natalya Vladimirovna,

graduate of professional

retraining in the direction of "Management

organizations. Management in Education»

Supervisor:Perfileva Yulia Vladimirovna

Ph.D., Associate Professor

The work was approved for defense _____________2013 Protocol No. _____

Head department _______________

Irkutsk 2013

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

Chapter 1. Theoretical approaches to the process of building a brand of an educational institution …………………………………………………………….……………………….……..5

1. The concept of a brand, a brand of an educational institution, the purpose of a brand ……………………………………………..………………………………………………………… 5
2. Brand formation process …………..……………………………………..…….…….. 7
3. Features of the formation of the brand of an educational institution ……………….… 10
4. Features of the formation of the brand of the institution of additional education for children…………………………………………………………………………………………….......12

Chapter 2. F brand formation of MAOU DOD "DTDiM" MO of Bratsk ………………...….….16

1. External and internal advantages of MAOU DOD “DTDiM” of the Moscow Region of Bratsk………………………………………………………………………………………….. .......sixteen
2. Studies of the attitude of consumers and customers of additional educational services to the MAOU DOD "DTDiM" of the Moscow Region of Bratsk ……………………….....…..19
3. Recommendations for the formation of the brand MAOU DOD "DTDiM" in Bratsk ...…………………………………………………………………………..………… …...22

Conclusion …………………………………………………………………………………..……27

References …………………………………………………………………………..…...29

Application ………………………………………………………………………………………..31

INTRODUCTION

The change in the socio-economic structure of our society, the formation of market relations, have determined new approaches to education and its subjects.Today, an educational institution is viewed as a socially significant open system, subject to the laws of a market economy, the main product of which is an educational service. Mostactively market relations are developing in the field of additional education.To date, the market in this area has come close to a situation where the volume of supply has balanced the previously dominant effective demand and began to exceed it; a differentiated demand for additional educational services has taken shape; a developed infrastructure of the market for such services has developed, a competitive environment has appeared. In order to "survive", the institutions of additional education faced the task of not only maintaining their contingent of students, but also attracting new groups of consumers of educational services.

Competition in the market of educational services has led many institutions of additional education to the need to use various ways to attract potential consumers.Today, more than ever, serious research of this market and improvement of methods for attracting consumers of additional educational services are required.

One of the most branding is a modern and effective way to attract and hold the attention of consumers. Additional education institutions need to realize the importance of actively using branding tools for successfully positioning themselves in the educational services market.

Relevance research, thus, is associated with the growing need to create a brand for the individualization and differentiation of institutions of additional education in the market of educational services, the ability to compete.

aim research has become the study of technologybrand formation, its application to create a brand of an educational institution and usethis technologyto build a brandMAOU DOD "Palace of Creativity for Children and Youth" of the Moscow Region of the city of Bratsk.

The following research objectives:

• Reveal the essence and meaning of the brand of an educational institution;
• To study and determine the technology of forming the brand of an educational institution;

• Determine the features of the formation of the UDOD brand;
• To study the competitive advantages and develop recommendations for the formation of the brand of MAOU DOD "DTDiM" in the city of Bratsk

Object of study: features of MAOU DOD "DTDiM" mo city of Bratsk (hereinafter DTDiM)

Item: DTDiM brand

Hypothesis: Formation of the brand will allow DTDM to compete in the market of educational services.

The work consists of an introduction, a theoretical and practical chapter, a conclusion and a list of references. The methods of collecting and analyzing information, classifying the data obtained, and comparative analysis of data were used in the work.

The theoretical significance of the project lies in the fact that the conducted research, the accumulated and processed material contributes to an increase in the efficiency of work in the issue of creating a brand of an additional education institution. The practical significance of the work lies in the possibility of using it as a basis for developing a program for the development of an additional education institution.

Chapter 1. Theoretical approaches to the process of building a brand of an educational institution

1. The concept of a brand, brand of an educational institution and its purpose

A study of the literature has shown that various authors give various definitions brand and its meaning for different audiences. Literally translated from English brand (brand) means: a) firebrand, hallmark, trade mark; b) burn burn with a red-hot iron, and figuratively- leave an imprint. Different authors interpret the concept of brand in different ways. J. Elwood believes that the brand, like a flag developing in front of the consumer, creates awareness of the product and differentiates it from competitors' products.

Considering the concept and essence of the brand in the literature on marketing, we met the most, in our opinion, the most suitable definition for our study. A brand is a stable image of a brand of a product (service) or an organization as a whole in the mind of the buyer, which distinguishes it from the competition. Therefore, the formation of a brand makes it possible to compete in the market for goods and services. The brand helps:

The main element of the marketing mix is ​​the product offered by the company, because it satisfies the functional requirements that consumers expect. To achieve a special, unique position of the company's products or services in the mind of the consumer, marketing managers turn products into a brand. If such a brand manages to win the recognition of buyers, its sales grow, the manufacturer gets the opportunity to set premiums on the price, and can more successfully resist the pressure of resellers..

Goods (product) name everything that can satisfy the needs of the consumer. AT Everyday life we often distinguish between a good and a service: a good is usually something tangible (for example, a car), while services are mostly intangible (for example, additional education).

Branding is the process by which companies differentiate their product offerings from those of competitors. A brand is created by assigning a distinctive name to a product, developing a unique packaging and a unique design. Some brands also have a logo, such as the well-known Nike curl or the Ferrari prancing horse. Thanks to such identification marks, certain positive associations with specific brands are formed in the consumer's mind, which facilitates the decision-making process when purchasing a product.

The main function of the brand is to confirm the high quality of the product. Brand reputation is of great importance when trading goods, the quality of which the buyer cannot always evaluate on his own. Goods sold under well-known brands are much more expensive than any other functionally equivalent product.

From the point of view of the impact on the buyer, the brand can be divided into brand-name - the verbal part of the brand, or the verbal trademark (which it becomes after legal registration) and brand-image - the visual image of the brand, formed by advertising in the perception of the buyer.

However, not every trademark can become a brand - for this it must gain fame and trust of the buyer. The strength of a brand is in the presence of a stable group of loyal consumers whose expectations are related to the quality of a particular product or service.

Differences in products determine the choice of which brand should be created - product or corporate. The process of forming a brand (branding) of an educational institution implies the formation of a corporate brand, since in the market of educational services the product is an educational service, which has its own "classic" features: intangibility, inseparability, variability of quality, perishability, lack of ownership. And positioning educational services in accordance with them has no prospects. Therefore, in our study, we will consider the institution's brand as a corporate one, which isa full range of impressions, opinions, expectations of the customer of educational services arising from every contact with the institution and its employees.

The basis of the brand of an educational institution should be an educational service good quality. All used characteristics that describe the educational service in terms of its quality can be divided into two groups :

When organizing brand building work, it is very important to understand that if an educational institution provides services of insufficient quality or poor quality, then it will never become a brand.

The formation of a successful brand and its effective management solves a number of tasks set for the educational institution:

1.2. Brand building process

The current situation in the market of educational services confirms the fact that the brand of an educational institution is a vital condition that ensures its survival. Even in the conditions of regulation of the organizational and regulatory conditions for the activities of educational institutions, those that have a “name”, i.e., survive. a fairly strong, sustainable brand, which is the key to their high competitiveness .

Studying the literature on brand formation, we saw that the technology of building a brand of an educational institution is no different from the technology of building a product brand. The basis is a product of stable quality, positioned for a specific group of consumers.

The process of building a brand goes through several stages.

1. Goal setting:

• analysis of the mission of the organization;
• determination of the desired state of the brand (qualities, life cycle, competitive advantages);
• formulation of measured brand parameters.

1. Project planning:

• analysis of available resources (financial, personnel, etc.);
• determination of the team of customers, participants and performers;
• determining the timing of the project;
• identification of other conditions or limiting factors.

• brand awareness among the target audience;
• brand knowledge of the target audience;
• attitude towards the brand of the target audience;
• level of brand loyalty;
• determination of compliance of the current state of the brand with the desired one.

1. Analysis of the market situation:

• competitor analysis (range, target audience, positioning, promotion methods, pricing);
• analysis of the intended target audience (characteristics, preferences);
• sales markets (demand, share, dynamics).

1. Formulation of the essence of the brand:

• mission, positioning and usefulness of the brand for the target audience;
• individuality: values, associations, traits, competitive advantages;
• brand attributes (name, logo/trademark, character or hero, font,

packaging, etc.) .

1. Brand management strategy:

• development of rules for creating marketing materials and description of procedures for

Brand management (brand book);

• identification of persons responsible for brand development (brand custodians);
• development of an action plan to promote the brand (integrated

Marketing communications);

• development of a plan and procedures for brand monitoring and performance evaluation.

• media plan;
• production of promotional products;
• placement of advertising products in communication channels;
• comprehensive loyalty programs.

1. Brand monitoring and evaluation of the effectiveness of actions:

• monitoring the measured brand parameters identified in step 1;
• comparing the current state of the brand with the desired;
• adjustment of strategy or tactics.

Thus, we can state that the process of building a brand of an educational institution is possible when the above steps are completed. The basis will be an educational service of good quality, positioned for a specific group of consumers.

1.3. Features of the formation of the brand of an educational institution

The study of publications and literary sources on branding showed that, despite the standard stages, consumer and corporate branding differ in a number of ways. This can be best demonstrated in comparative table 1.

Table 1.

Comparative characteristics of the consumer and corporate market

As can be seen from the table above, there are a number of key differences (characteristics) that ultimately affect the procedure for creating a corporate brand, and which must be taken into account in the development process. Let's take a closer look at some of these features. .

1. High importance of the project for top management companies.

The very concept of "corporate brand" is the image and reputation of the whole organization, and the reputation of the organization cannot be changed abruptly or completely abandoned, as in the case of the consumer market, simply by removing the objectionable brand from the portfolio. Working with a corporate brand is always a great responsibility of the management, the desire to preserve the potential and assets that it already has.

It is top management that has an understanding of the role the brand will play in the implementation of the company's strategy. It is the top management of the company that will ensure the introduction of the brand. And, therefore, it is advisable to involve the company's management in the project at the very first steps, starting with setting goals.

2. The connection of the corporate brand with the philosophy and values ​​of the company.

Each company has its own unspoken corporate culture, expressed in philosophy and guiding principles: how people communicate, how they dress, how they build relationships with customers. Often, a company does not need to bring in any new values ​​from outside - it is only necessary to harmoniously express that philosophy, that attitude to business, those values ​​that have already developed in the organization.

Exploring and understanding these elements is one of the key challenges in developing a corporate brand. And this is the key difference from consumer branding - often the corporate brand ideology is based not on traditional studies of target groups, but on the established ideology of the company, which gives a clear understanding of what its brand should be.. .

3. The importance of rational characteristics in decision making.

In itself, the presence of a strong brand in an organization, of course, is not a basis for making a decision on the choice of a contractor and it is wrong to challenge the priority of rational motives in the corporate market.

The competitiveness of a "branded" company will not increase without work on the product itself, service, pricing, that is, the rational attributes of the company's offer.

However, to follow the path of exceptional rationality means dooming oneself to “similarity” in the competitive series. After all, competitors are also well aware of the rational properties that are significant for the consumer and focus on them in their proposal. Ultimately, the client's choice should be made among similar offerings, with similar strengths, from similar companies.

4. Plurality of elements of identification.

The number of elements that identify a corporate brand is incomparably greater than in consumer branding. These are exhibition stands, presentation templates, corporate vehicles, representative and business documentation, office branding elements, etc. Moreover, today's work with elements of visual identification has long gone beyond just visually correct placement of the logo on the corporate style carrier. We are dealing with a visual system, each carrier of which is a bright and self-sufficient "messenger" of the brand, working for the benefit of its parent. Creative study of all elements of identification is the key to a bright and memorable image of the company.

5. The main brand communicators are company employees.

The main tool for creating a brand image in the corporate market is the personal communication of the company's staff. It is the staff that is the main bearer and translator of the brand ideology; their ability to communicate with the environment in the “brand language” determines the understanding by target audiences of the uniqueness that this brand offers. And, therefore, activities for the integrated implementation of the brand within the organization become important element brand building work. After all the activities to develop the brand platform and elements of its identification have been carried out, care must be taken to convey the new ideology to employees. Internal seminars, a brand book, a book of brand values ​​are the best tools for this.

Thus, we have considered the main distinguishing features of corporate branding, which demonstrate how significant the specificity of branding projects in this area is.

1.4. Features of the brand formation of the institution of additional education for children

For determining distinctive features general and additional education, we turned to the basic concepts that are used in the Federal Law of the Russian Federation "On Education in the Russian Federation": "General education is a type of education that is aimed at developing the individual and acquiring, in the process of mastering the basic general educational programs, knowledge, skills, and the formation of competencies necessary for a person’s life in society, a conscious choice of profession and obtaining professional education. and “Additional education is a type of education that is aimed at the comprehensive satisfaction of the educational needs of a person in intellectual, spiritual, moral, physical and (or) professional improvement and is not accompanied by an increase in the level of education” . As we see distinguishing feature additional education in its optional nature, it depends on the desire of a person to satisfy his needs for intellectual, spiritual, moral, physical and other improvement.

Studying the literature on the essence of additional education, we came to the conclusion that there are differences in the process of providing additional educational services. We conducted a comparative analysis of the process of providing educational and additional educational services , the results of which are shown in Tab. 2.

Table 2.

Comparative characteristics of the process of providing basic and additional educational services

Thus, we see that in the process of providing an additional educational service, one should distinguish and take into account the interests, desires, needs of both the customer and the consumer. In this regard, we can assume that at all stages of the formation of the UDOD brand, it is necessary to consider and share the positions of customers of additional educational services and their consumers.

Findings:

So we have determined thata brand is a stable image of a brand of a product (service) or an organization as a whole in the mind of the buyer, which distinguishes it from the competition. FBrand building enables an organization, company, firm to compete in the market of goods and services, as it helps:the consumer to identify the product, stand out from competitors, i.e. distinguish the product from the general mass, create an attractive image among consumers that inspires confidence, concentrate various emotions associated with the product, make a purchase decision and confirm the correctness of the choice, i.e. get satisfaction from the decision made, form a group of regular customers who associate their lifestyle with the brand.

The brand of an educational institution is a corporate brand and represents a full range of impressions, opinions, expectations of consumers of educational services that arise at every contact with the institution and its employees. The basis of the brand of an educational institution is a good quality educational service.

It was found that the technology of building a corporate brand of an educational institution is no different from the technology of building a product brand. The stages of brand formation are as follows: goal setting; project planning; analysis of the current state of the brand; analysis of the market situation; formulating the essence of the brand; brand management strategy; brand promotion; brand monitoring and evaluation of the effectiveness of actions.

We also found out that, since the brand of an educational institution is corporate, it is necessary to take into account

We have determined that a feature of the process of providing additional educational services is

To form a successful brand of MAOU DOD "DTDiM" of the Moscow region of Bratsk, it is necessary to use the classic technology of brand formation, take into account the features of the formation of a corporate brand, as well as the features of the functioning of the institution itself.

Chapter 2. F brand formation MAOU DOD "DTDiM" MO Bratsk

1. 2.1. External and internal advantages of DTDiM

To determine the features of the functioning of DTDM, it is necessary to consider its position in the market of additional educational services of the city, as well as to determine the internal advantages that would become the basis of the brand.

AT Central District in the city of Bratsk, the system of additional education is represented by a number of municipal and private educational institutions and organizations related to the field of education, culture, sports and social security. Consumers of additional educational services are children aged 1.5 to 18 years. Amount of children preschool age(from 2-6 years old) - 15 thousand people, schoolchildren - 14 thousand people.

DTDM is the largest multidisciplinary institution of additional education in the Central District of the city of Bratsk, which annually trains 2,500 children and adolescents in more than 80 educational programs of various directions. DTDM provides paid, partially paid, free additional educational services.

Study of social passport DTDM shows the presence of all categories of families: complete families 62%, single-parent families - 38%, low-income families (poor) - 4%, high-income families - 32%, middle-income families - 64%. As the analysis of the results of the survey shows, 81% of consumers consider the cost of additional educational services in DTDM affordable, 9% - high, 10% found it difficult to answer.

Direct competitors DTDiM - School of Music, art school, sports school, ecological and biological center, creative teams of the theater and concert center "BratskArt", centers for the development of preschoolers, language classes and schools, dance clubs and schools of various kinds.

To study the pricing policy, we conducted studies of the cost of training for the same type of activity in various institutions and organizations. The results are reflected in tab. 3. Considering the price offers of competitors, we can note the advantageous position of DTDM - the cost of its services is relatively lower than the cost of the same services from competitors.

Table 3

Comparative characteristics of the cost of additional educational services of DTDM and competitors.

Considering the position of DTDiM among competitors, it is also necessary to focus on one more feature - any child aged 2 to 18 can become a student of DTDiM - the institution recruits only on the basis of the desire and interests of the consumer, while musical and sports schools focus on capable and talented children, often conduct entrance tests.

In addition, as an external advantage of DT&M, its status can be noted, which is documented: "The best institution of additional education in the Irkutsk region 2010, 2012", "The best institution of additional education in Russia - 2013" (DT&M entered the rating "100 best schools Russia 2013”), “Leading Institution of Additional Education 2012, 2013” ​​(DTDM is included in the National Register of Leading Institutions in Russia).

To highlight the internal competitive advantages of DTDiM, we conducted a study of the internal environment. The initial data were the results of the SWOT analysis shown in Table 4.

Table 4

SWOT analysis of the internal environment of the institution

Thus, we see that at present the institution has sufficient resources that can satisfy the needs of consumers and customers and which can become the basis for the formation of the DTDiM brand. ATThe internal advantages of the institution are:high quality of additional educational services;goodhighly qualified personnel, comfortable, favorable conditions of stay, demand for additional educational services.

Distinctive features of DTDM in the external environment are versatility and accessibility for a wide range of consumers, affordable price.

At the same time, when building a DTDM brand, it is necessary to quickly seize favorable opportunities and mitigate the consequences of threats or turn them into favorable opportunities.

2.2. A study of the attitude of consumers and customers of additional educational services to the MAOU DOD "DTDiM" of the Moscow Region of Bratsk

The prerequisites for the formation of the DTDiM brand were the research , attitudes of consumers and customers of additional educational services to DTDM.

The necessary primary information was obtained as a result of a survey of consumers and customers through a questionnaire. Questionnaires were developed for the survey (Appendix 1). As a result of processing the questionnaires, the following results were obtained, presented in the graphs:

Recognition of DTDiM among customers (parents).

Fig.1. Rice. 2.

From the graphs (fig. 1. fig. 2.) we see that only 15% of the customers of additional educational services of DTDM (parents) know the name of the institution where their child is studying, for 85% of the respondents the name of the institution does not matter, t .e. they cannot identify him. 15% of respondents can distinguish the DTDM logo among other institutions of additional education in the city, the remaining 85% do not associate the DTDM logo with the image of the institution. This fact testifies to the low recognition of DT&M among customers of additional educational services, and as a result, the lack of purposeful activities to position the institution. .

A similar survey was conducted among students who are consumers of DTDM services. The results can be seen in Figure 1. fig.2. 100% of students easily identify the name of their institution of additional education, i.e. identify him. 60% know and can distinguish his logo.

Recognition of DTDM among consumers (students)

Fig.3. Fig.4.

Thus, it can be noted that students, consumers recognize and recognize DT&M among other institutions, this indicates the purposeful efforts of DT&M to position the institution among students.

Comparing the reasons for choosing DTDM for training in graphics (Fig. 5), we see that the opinions of customers and consumers do not coincide in almost all indicators.

Preferences for choosing DTDM by customers and consumers.

Fig.5

The priorities for parents (customers) in choosing DTDM were the provision of quality services of the institution and the opportunity for their children to learn something useful. Whereas, consumers (students) were guided in choosing an institution by the desire to have a good time and study for the company, together with friends.

Therefore, when developing and conducting an advertising campaign for DTDiM, it is necessary to take into account the different needs of customers and consumers.

Thus, the results of studying the attitude of consumers and customers to DTDM allow us to conclude that it is necessary to purposefully position DTDM, taking into account the different needs of customers and consumers.

To form a DTDM brand, it is necessary to choose an educational strategy - the line of conduct of the educational institution in the education market, which would enable the implementation of marketing measures for the sustainable promotion of educational services in the education market of the city, including analysis, setting goals, planning events, monitoring results.

To form a DTDiM brand, it is necessary to find answers to four questions that allow a good positioning:

• for whom? - definition of the target group of consumers for which the brand is being created
• why? - the benefit of the consumer, which he will receive as a result of the acquisition of this particular brand;
• for what purpose (for what use?) is this brand needed?
• against which competitor?

Once these key questions are answered, the brand strategy is defined, i.e. the ways in which the organization's resources will be used to create brand value.

The strategy includes the following elements:

• Who is the target audience.
• What promise (offer) should be made to this audience.
• What evidence does she need to bring to show that this proposal is worth something.
• What final impression should be left.

The promise of benefits given by the authors of the brand is the main idea that underlies the brand. The same idea should be the main idea of ​​a future advertising campaign designed for this brand (or other promotional methods that will be applied to this brand).

There are a number of recommendations that make it easier to create an idea. Do not overload the brand with a lot of ideas - you need to choose the most valuable one and bring it to the mind of the consumer. When forming a brand idea, you should imagine the target audience as clearly as possible, and not abstractly, but using specific examples. You need to imagine what the target audience wants - what interests them, what they are fond of, how they look, what they talk about.

Considering the promotion of DTDM as an integrated set of measures to convey information about the merits and benefits to potential consumers and customers and stimulate their desire to purchase the services of the institution, it is important to use the full range of marketing communications:

1. Development of the corporate identity of the educational institution - the development of a complex of permanent visual and textual elements that identify belonging to the DTDM and distinguish it from competitors, the formation of a unique image - the space of the institution. Corporate identity includes: corporate image of the institution with its characteristics, advertising slogan (slogan), set and quality of additional educational services, as well as a set of characteristics, expectations, associations perceived by consumers and attributed to them by the institution.
2. Use of advertising - disseminated in any form, by any means, information about an educational institution, its educational services, which is intended for an indefinite circle of people and is designed to generate or maintain interest in DTDM and its additional educational services. The content content of advertising involves the achievement of three main tasks:

• informing about DTDM and the additional educational services provided, creating on this basis the necessary knowledge about the conditions of training, and the benefits that they receive;
• persuasion of persons making decisions on obtaining additional education in the preference of the offered services, i.e. activation of consumers' strong emotional incentives for learning in DT&M.
• reminding consumers about DTDM and its services, maintaining awareness and support positive emotions those individuals who have already given preference to DTDM.

1. Sales promotion - holding a variety of short-term promotional campaigns aimed at potential consumers of educational services.
2. Public relations - organizing the process of managing two-way communication relations between DTDM and the public in order to harmonize its activities with its interests, as well as achieve mutual understanding and support the image through the implementation of various programs. The main goal of PR is to create a situation for the success of DTDM in society as a result of effective management image. Here it is necessary to take into account external PR - achieving a benevolent attitude of the public towards DTDM, internal PR - maintaining productive relations within DTDM, and instilling in the subjects of the educational process a sense of responsibility and interest in the development of the institution, crisis PR - managing the public's reaction to a problem situation, eliminating the consequences of conflicts, solving non-standard situations; interaction with the media; sponsorship.

The main guidelines for the formation of the DT&M image space for managers and staff are: trust, identification of educational institutions among others and efficiency educational activities. The following factors work for the image-space: certificates and diplomas based on the results of competitions and exhibitions; reviews and letters of thanks from social partners and government agencies; credibility of leaders and teachers; documentary evidence of the professionalism and qualifications of the staff.

When using a marketing approach to the formation and development of the DTDM image space, the mechanism can be:

• provision of those educational services that will really be in demand and in demand in the market;
• long-term goals - the study of educational needs;
• development of the educational institution in the implementation of the provision “Our image is our graduate!”;
• advertising campaign - informing about the activities of the educational institution and the value of the educational services provided;
• attitude towards consumers of educational services;
• strategy of behavior in the market of educational services - a quality service will always find a consumer;
• tactics of behavior - find, study, understand, adapt, satisfy.

1. Direct marketing is the development of a marketing system in which, in order to receive

a certain response and / or conclusion of a contract for training, one or more means of communication are used: compilation of databases, personal offers, telephone marketing, mailing lists, direct response channels, interactive marketing.

1. Fair and exhibition activities - participation of DTDiM in fairs and exhibitions with

the purpose of popularizing and promoting their educational services.

1. Collaboration - cooperation of educational institutions with organizations for the joint solution of common

problems and mutual capacity building. Cooperation is possible not only between educational institutions, but also organizations operating in other industries, as well as foundations and associations. This is due to: the commonality of the problems facing the educational institution; the possibility of mutual capacity building of each other; attraction of one contingent of students; limited resources for marketing.

Findings: Summing up this chapter, we can note that DTDM has the opportunity to become a brand, as it has certain advantages in the market of educational services in the city of Bratsk. The external advantages of DTDiM are its versatility, the ability to provide services to everyone regardless of their inclinations and abilities, and an affordable price.

In the course of the work, we also identified the internal resources of the institution, which are its strengths and the basis for the development of its competitiveness: high quality of additional educational services;material and technical, scientific, methodological and information support of the educational process,

We noted that in order to form a DTDM brand, it is necessary to choose an educational strategy and purposeful work to implement it.

The basis for the promotion of DTDM should be a set of marketing tools: the development of a "corporate style" of the institution, advertising, sales promotion, public relations and the formation of a positive image of DTDM, direct marketing, fair and exhibition activities, cooperation.

In addition, we also determined that when developing an educational strategy, it is necessary to minimize possible threats to the institution and take advantage of the opportunities identified in the SWOT analysis. All this will contribute to the formation of a strong brand of the Palace and will make it possible to compete in the educational services market of the city.

CONCLUSION

Brand formation makes it possible for educational institutions to compete in the market of educational services. The brand of an educational institution is a corporate brand and represents a full range of impressions, opinions, expectations of consumers of educational services that arise at every contact with the institution and its employees. The basis of the brand of an educational institution is a good quality educational service.

The technology of building a corporate brand of an educational institution is no different from the technology of building a product brand. The stages of brand formation are as follows: goal setting; project planning; analysis of the current state of the brand; analysis of the market situation; formulating the essence of the brand; brand management strategy; brand promotion; brand monitoring and evaluation of the effectiveness of actions.

Since the brand of an educational institution is a corporate one, it is necessary to take into accountfeatures of corporate branding:high importance of the project for the top management of the institution; connection of the corporate brand with the philosophy and values ​​of the institution; the importance of rational characteristics when making a decision; plurality of identification elements; the main communicators of the brand are the employees of the institution.

A feature of the process of providing additional educational services istaking into account the interests and desires of not only consumers, but also customers, since the decision to purchase a service is made jointly, but at the same time everyone pursues their own goal.

In order to form a successful brand of MAOU DOD "DTDiM" of the Moscow Region of Bratsk, it is necessary to use the classic technology of forming a corporate brand and take into account the peculiarities of the functioning of the institution.

MAOU DOD "DTDiM" MO Bratsk has the opportunity to become a brand, as it has certain advantages in the market of educational services in the city of Bratsk. The external advantages of DTDiM are its versatility, the ability to provide services to everyone regardless of their inclinations and abilities, as well as an affordable price.

This paper identifies the internal resources of the institution, which are its strengths and the basis for the development of its competitiveness: high quality of additional educational services;material and technical, scientific, methodological and information support of the educational process,a wide range of additional educational services by type of activity; highly qualified personnel, comfortable, favorable conditions of stay, demand for additional educational services.

To form the DTDM brand, it is recommended to make a choice of an educational strategy and organize purposeful work for its implementation. The basis for the promotion of DTDM should be a set of marketing tools: the development of a "corporate style" of the institution, advertising, sales promotion, public relations and the formation of a positive image of DTDM, direct marketing, fair and exhibition activities, cooperation.

When developing an educational strategy, it is necessary to minimize possible threats to the institution and take advantage of the opportunities identified in the SWOT analysis.

LITERATURE

1. Avsyannikov N.M. Marketing in education: Proc. allowance. - M.: RUDN, 2007. - 159 p.
2. Aleksunin V.A. Marketing: Textbook. – M.: Dashkov i K, 2009. – 216 p.
3. Blinov, A.O. The image of the organization as a factor of its competitiveness / A.O. Blinov, V.Ya. Zakharov // Management in Russia and abroad. - 2003. - No. 4. - S. 35-44.
4. Vankina I.V. Egorshin A.P. Kucherenko V.I. Marketing education: tutorial.- 2007.- 168 p.
5. Godin A.M. Branding: Study Guide. - M .: Publishing and Trade Corporation "Dashkov and Co", 2013. - 184
6. Golubkov E.P. Fundamentals of Marketing: Textbook. - M.: Publishing house "Finpress", 1999. - 656 p.
7. Kupriyanov B.V. Features of institutions of additional education as educational organizations.http://www.ucheba.com/met_rus/k_dopobraz/kuprijanov1.htm
8. Malykhina L.B. Tregubova L.B. Technology of marketing research in the establishment of DOD. // Additional education and upbringing 2011. No. 10 p.5-8
9. Musician V.P. Formation of a brand by means of PR and advertising: a textbook for universities. M.: Economist, 2004. - 606s
10. Nafedova O.V. Brand strategy of an educational institution: Ph.D. dis. http://rudocs.exdat.com/docs/index-302605.html.
11. Development of brand strategy and concept. Development of a new brand (branding). http://www.straget.ru/text.phtml?m=2027
12. Samokhina A.K., Samokhin M.Yu. School brand: creation, support and development. // Directory of the head of the educational institution, 2008, No. 10.
13. Godin A.M. Dmitriev A.A. Bablenkov I.B. Branding: Textbook.-M.: Publishing and Trade Corporation "Dashkov iK°", 2004.-364p.
14. Titova N.E. Kozhaev Yu.P. Marketing: Proc. allowance for students. higher textbook Institutions. – M.: Humanit. ed. center VLADOS, 2003. - 352 p.
15. Pankrukhin A.P. "Marketing of educational services"http://mou.marketologi.ru/content.html
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18. Sharkov F.I. Integrated brand communications. - M .: "RIP - Holding", 2004. 244 p.
19. Shemyatikhina L.Yu. Marketing in education. Training and metodology complex/ GOU VPO "UrSPU". - Yekaterinburg, 2007. - 80 p.

    Appendix 1.

    Questionnaire for parents

    1. How do you explain to your friends where your child gets additional education?

    • Where was the former 22 school
    • At the center of creativity
    • In the house of creativity
    • At the Palace of Creativity for Children and Youth (DTLDiM)
    • House of Pioneers
    • Don't know
    1. You have chosen to have your child enrolled in DT&M because: (select one)
    • You know that here you can get a quality additional education
    • advised by acquaintances or friends, as here you can get high-quality additional education
    • close to home
    • Do you know what you can do here for the benefit of the child after school

    3. When choosing an institution, did the price of services matter?

    4. The price for additional education services in DTDM in your opinion:

    • high
    • Low
    • Affordable

    5. If the service you chose was provided at another facility at a lower cost, would you change institutions?

    • Don't know
    1. Is there a DTDM logo?
    • Don't know

    If yes, what does it look like? Describe it.

    • Don't know

    Questionnaire for students

    1. You chose to study at DTDM because here:
    • you can get a quality education
    • advised by friends, came for company
    • close to home
    • opportunity to chat with friends
    • opportunity to make new friends
    • you can have a good time
    • you can learn something useful
    1. Is there a DTDM logo?
    • Don't know
    1. Can you distinguish the DTDM logo from the logo of another institution?

       Over the past decades, increased competition has been observed virtually all over the world. Not so long ago, it was absent in many countries and industries. Markets were protected and dominance was clearly defined. And even where there was rivalry, it was not so fierce.

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       MOU "Romanovskaya secondary school"

       Shamilova Svetlana Alekseevna

       Primary school teacher

       experience 21 years

       Article to the DER - Project

       SUBJECT: Competitiveness

       educational institution

       in modern conditions.

       Over the past decades, increased competition has been observed virtually all over the world. Not so long ago, it was absent in many countries and industries. Markets were protected and dominance was clearly defined. And even where there was rivalry, it was not so fierce.

       One of the economic prerequisites for a democratic society is the decentralization of economic decision-making. Free competition - a synonym for freedom of choice, freedom of entrepreneurship, freedom to enter the market - is an integral part of the constitutionally enshrined economic freedoms of man and citizen.

       Relevance This work is determined by the fact that at the present stage of market transformations in Russia, the deficit in the number of educational institutions has already been largely overcome. The first place for parents today is no longer the very presence of a school institution, but its characteristics, the most important of which are the quality of education, the conditions in which the learning process takes place, and the equipment of schools. This defines the strategy of behavior of domestic schools in a completely new way, because in the situation of liberalization of foreign economic activity, they have to withstand significant competition.

       The market for any product or service has its own characteristics that do not change, however, the essence of competition itself. As a phenomenon, it is not new, but the diversity of its manifestations requires constant study, including assessments of dynamics or intensity.

       Object of studyThis work is a study of ways to improve the competitiveness of the MOU "Romanovskaya secondary school".

       Target

       To achieve the goal, it is necessary to solve the following tasks :

       Information basethe project served:

       Works of domestic and foreign authors on the problems of competitiveness of organizations;

       Articles of experts in the field of management;

       Labor Code, federal laws of the Russian Federation;

       Internet resources.

       THEORETICAL ASPECTS OF INCREASING COMPETITIVENESS

       Increasing the competitiveness of an organization is one of the most pressing issues for modern Russia. Knowledge and application of the tools of the new economy - the essence and mechanism of action of economic laws, laws of organization, scientific approaches, principles, methods and models of management.

       Competition - economic conditions for the sale of goods, in which there is competition for markets for profit and other benefits.

       Distinguish the following types competition:

       - species competition, which takes place in the market of the same product or its varieties;

       - intra-industry competitiontaking place in the market of goods and services that differ in quality, performance, price, service;

       - intersectoral competitionarising in the market of goods and services of various industries;

       - monopolistic competition, which has a place on the market with large quantity sellers and buyers with a significant variety of goods sold at different prices;

       - unfair competitionwhose participants violate the accepted rules and norms of competition;

       - non-price competition, carried out by improving the quality of products (reliability, durability, productivity, minimizing operating costs) and improving the conditions of sale at constant prices;

       - oligopolistic competition, characteristic of the oligopolistic market, which occupies a large space, but the pace of its development

       limited, on the one hand, by the pure monopoly market, and, on the other hand, by monopolistic competition. Its feature is profit maximization by raising prices. However, the pricing strategy works only in the short term, as sellers are forced to cut prices as a result of strong competition. A small number of commodity producers present in this market is due to the harsh conditions for penetration into it, which are dictated by industrial enterprises with a high concentration of production;

       - functional competition, which takes place in the market of goods that satisfy the demand of consumers;

       - price competitioncarried out by lowering prices;

       - pure competition- a market situation where a large number of producers sell similar goods.

       Types of competition can be represented in the form of a figure

       Fig.1. Types of competition

       Competition is the struggle of independent economic entities for limited economic resources. It is an economic process of interaction, interconnection and struggle between organizations operating in the market in order to provide the best opportunities for marketing their products, satisfying the diverse needs of buyers. In the world market, there is constantly intense competition between producers. The concept of competition is so ambiguous that it is not covered by any universal definition. This is both a way of managing, and such a way of existence of capital, when one capital competes with another capital. Competition acts as a natural regulator social production. The consequence of competition is, on the one hand, the aggravation of production and market relations, and on the other hand, an increase in the efficiency of economic activity.

       Competition refers to uncontrollable factors that affect the activities of the organization and which cannot be controlled by the organization. Competition is the rivalry between the participants of the market economy for Better conditions production, purchase and sale of goods. Such a clash is inevitable and is generated by objective conditions: the complete economic isolation of each market entity, its complete dependence from the economic situation and confrontation with other contenders for the highest income.

       Consider the factors (criteria) that separately determine the competitiveness of the organization. When developing an organization’s (company’s) strategy based on an analysis of the industry and competition, key factors for its success should be identified, including such as:

       • product quality and characteristics;
       • reputation (image);
       • production capacity;
       • use of technology;
       • dealer network and distribution opportunities;
       • innovative opportunities;
       • financial resources;
       • costs compared to competitors;
       • customer service.

       Thus, competition is the economic conditions for the sale of goods, in which there is competition for markets for profit and other benefits. Competition (as well as its opposite, monopoly) can only exist under a certain market condition. Different types of competition (and monopoly) depend on certain indicators of the state of the market. The struggle for economic survival and prosperity is the law of the market.

       Regulatory framework for the protection of competition in the Russian Federation

       Competition, having arisen along with the market, passes hard way formation, gradually becoming one of the decisive factors of production and market relations. Following competition, although with a significant lag, but as the need for its state protection and the fight against monopoly was realized, the formation of a legal framework for competition and restriction of monopolistic activity in the economy took place.

       1.2.1. Law of the RSFSR "On Competition and Restriction of Monopoly Activities in Commodity Markets"

       (as amended by Rossiyskaya Gazeta. 1995. May 30; see also: Federal Law of May 6, 1998 "On Amendments and Additions to the Law of the RSFSR "On Competition and Restriction of Monopolistic Activities in Commodity Markets" // SZ RF, 1998 , No. 19, item 2066.)

       1.2.2. Federal Law "On Protection of Competition in the Financial Services Market"

       (As amended by the Federal Law of June 23, 1999 "On the Protection of Competition in the Financial Services Market" // SZ RF, 1999, No. 26, Art. 3174.)

       The Law solves the problem of its relationship with other legislative acts regulating similar market relations, those of them are singled out to which it does not apply at all or applies with some restrictions. The law does not apply to relations related to objects of exclusive rights, except in cases where agreements related to their use are aimed at restricting competition.

       (in ed. federal law dated 18.07.1995 No. 109-FZ)

       These Fundamentals establish guarantees for the exercise of the right of workers to labor protection and provide a unified procedure for regulating relations in the field of labor protection between employers and employees at enterprises, institutions and organizations of all forms of ownership, regardless of the scope of economic activity and departmental subordination. They are aimed at creating working conditions that meet the requirements of preserving the life and health of an employee in the process of labor activity and in connection with it.

       Thus, considering the theoretical aspects of increasing the competitiveness of an organization, summarizing the above material, we can conclude that competition is the struggle of independent economic entities for limited economic resources. This is an economic process of interaction, interconnection and struggle between organizations operating in the market.

       CHARACTERISTICS MOU "Romanovskaya secondary school"

       MOU "Romanovskaya average comprehensive school"was opened in 1983.

       School address:

       Leningrad region, Vsevolozhsk district, pos. Romanovka, d.24 Phone / fax: 61-193, 61-192, 61-112.

       Our achievements:

       1 gold medalist

       17 silver medalists

       The main direction of the school:

       The school implements the concept of variable learning, which allows for the individualization of education and upbringing, which contributes to the improvement of academic performance and the quality of education.

       The main purpose of the school is to develop the personality of students through training and education.

       OP values:

       Creation of conditions for the formation of the basic culture of the individual, i.e. culture of life self-determination of students. Implementation of the basic, regional and school components of the curriculum. Taking into account the needs and capabilities of students, the wishes of parents in the formation of the school component of the curriculum. Education of patriotism, the formation of a civic position (“Nature, history and culture of the Leningrad land” - 5th grade, “Leningrad land: history and culture” - 9th grades, social science - 8-11th grade; ecology and environmental management 10th grade, economics - 10th -11th grade, Russian folk art as modules in integrated courses labor training, geography, reading).

       Caring for the life and health of children, their social adaptation (psychological and pedagogical support: individual work psychologist and speech therapist with students; OBZh 8,10,11 class.).

       The development of creative activity as the basis for personal development (the work of electives, circles, Olympiads in subjects, individual work with students, subject weeks).

       Creation of conditions for self-realization of teachers.

       Implementation of pre-profile training: elective courses - 9 cells.

       Implementation of specialized training through elective courses in grade 10. within the universal profile.

       Conclusion: MOU "Romanovskaya secondary school" is ready to accept all the children of the village of Romanovka and the surrounding area. But the problem is that the educational institution is losing potential students. Many parents send their children to other schools in the area. In this regard, an increase in the School's rating should be a natural result of the work on the implementation of the overall development strategy. The school must become competitive.

       COMPETITOR ANALYSIS

       MOU "Romanovskaya secondary school"

       A detailed analysis and study of competitive forces in this industry allows you to answer a number of very important questions:

       Reveal your weaknesses and strengths.

       Perform transformations promptly.

       Determine the time for the implementation of proposals (operational planning).

       As a result, Romanovskaya secondary school will be able to choose the optimal competitive strategy and take an advantageous position in the industry (in the market) in order to attract students to their school, as well as take the right position to protect themselves from competitors.

       SWOT analysis

       Opportunities (favorable environmental factors)		Forces (school benefits)
       	Opportunity to educate all children		Clearly demonstrated competence
       	Expanding the range of possible training programs		Adequate financial sources
       	Complacency of competitors		Good understanding of parents
       	Reducing barriers to entering foreign markets		Reliable management
       	Resource Availability		Clearly articulated strategy
       	Favorable demographic changes
       	Relaxation of restrictive legislation
       	Weakening Instability
       Threats (resistance of the external environment)		Weaknesses (shortcomings of the school)
       	Decrease in the number of students in the school		Loss of some aspects of competence
       	Per capita funding (money follows the student)		Unavailability of funds needed to change the strategy
       	Raging competition		Market art is below average
       	Increasing requirements for the educational process		Lack of analysis of information on specialized education
       	The educational institution will only be the main		Weak promotion policy
       	Reducing the number of jobs (staff reduction)
       			Unreliable student distribution network at school exits
       			The low art of competition

       Therefore, in order to increase the efficiency of the activities of the Romanovskaya secondary school, that is, an increase in the number of students, it is necessary to develop measures to address the following problems:

       1. Improving the quality of education.
       2. The personnel policy of the school.
       3. Development of additional education programs.
       4. Medical equipment.
       5. Work on the appearance of the school and surrounding areas.
       6. advertising campaign program.

       To develop measures to improve the competitiveness of the school, a survey of parents was conducted. The purpose of the survey: to identify the level of satisfaction with the learning process on a 5-point scale. The question asked in the questionnaire was:

       1. School satisfaction.
       2. Study conditions.
       3. Relationships with teachers.
       4. Raise the status of the school.

       Conclusion : The questionnaire was filled out mainly by mothers (82%), aged 30 to 40 years (74%), secondary education (67%). The choice of a general education institution was influenced mainly by: territorial proximity (84%), the personality of the first teacher (80%). The prestige of the school was only (37%). If we had to choose a school now, 92% of parents would choose the same school and only 5% of parents would send their children to other schools. Enough high percent(71%) parents would recommend Romanovskaya secondary school to their friends. A high rate and satisfaction with the school (from 70% to 86%). High degree of comfort of children at school (81%). But still, 97% of parents believe that the school should be updated.

       After analyzing the data, we present graphically the satisfaction of parents with the school.

       Parent satisfaction with the school

       In order to increase satisfaction with the school, its status, conditions of study and stay in it, parents consider it necessary:

       1. Hold open days.
       2. Reduce cancellations of lessons, replace them with others.
       3. Increase the number of qualified specialists.
       4. To improve the nutrition of children, circle work, labor lessons, needlework, excursion work.
       5. Increase the professionalism of teachers, improve discipline, work more with parents.
       6. Increase responsibility teaching staff(in general) for children.
       7. Increase discipline.
       8. Have a school bus to transport children from remote villages.
       9. Improve the quality of education.
       10. Be more demanding appearance children, introduce the subject "Ethics and psychology of family life".
       11. Five-day school week (elementary school).
       12. Improve the school grounds.
       13. Make sure your kids enjoy going to school.
       14. Carrying out the state policy in order to attract young specialists to the educational institution, creating material and technical conditions in the educational institution, introducing a five-day school week (not due to an increase in the teaching load).
       15. Provide security not only in the school building, but also on the school grounds.
       16. Increase attention to students (especially from grade 5).
       17. Organization of sports sections.
       18. To involve teachers from God who know their subject at the highest level and are able to attract and lure children to work with children.

       From the above, it is obvious that the school needs transformation.

       DEVELOPMENT OF MEASURES TO INCREASE THE COMPETITIVENESS OF MOU "Romanovskaya secondary school"

       In my opinion, the motto of the school should be -"Let everyone find themselves here."Each student will reveal his potential abilities, and each teacher will realize his creative potential.

       I use operational planning - several months. Operational planning is the implementation of the current activities of planning and economic services over a short period, for example, the development of an annual production program, preparation of quarterly budgets of the enterprise, control and adjustment of the results obtained. It is based on the development annual plans specific production tasks for short periods of time both for the enterprise as a whole and for its divisions. A feature of this type of planning is the combination of the development of plan targets with the organization of their implementation. The task of operational production planning is to organize a uniform, rhythmic, mutually coordinated work of all production departments of the enterprise in order to achieve the best final production results.

       In connection with receiving free public education on the principle of per capita financing (money follows the student and does not depend on the number of employees of the educational institution). In this regard, the school must be competitive. To do this, the educational institution must draw up an action plan aimed at achieving the goals.

       "Action plan aimed at achieving the set goals"

       	Events	Goals
       	Marketing activities of the director	- training children enjoying the market
       	Innovative activity of the institution	- development of new individual routes; progressive ideas
       	School personnel policy	- only professional personnel work; Certification of teaching staff; A new type of teacher; Summarizing the final activity
       	Profile is educated.	- contribute to the individualization of the student
       		- press, radio, television, Internet
       	Additional programs education	Musical; artistic; Sports
       	Cooperation with kindergarten	Creation of a single educational and educational space
       	Medical equipment	Presence of a pediatrician, a psychologist-neuropathologist, a dentist in the school
       	Exterior view of the school and surrounding area	Aesthetic education;

       To solve the identified problems, we will build a goal tree:

       Let's consider the events in more detail.

       1. Marketing activities of the director (the school prepares children who are in demand in the market).

       Step 1. Analysis of the external

       Step 2. SWOT Analysis

       Analysis of internal strengths and weaknesses

       Analysis of external opportunities and threats

       SWOT based strategies

       Step 3. Evaluate and optimize school marketing

       Marketing solutions in today's market

       Expenses for marketing, control and evaluation of their effectiveness

       Step 4: Set Marketing Goals and Seek Growth Opportunities

       Mastering new technologies

       Step 5. Develop a marketing strategy

       Evaluation of the attractiveness of the organization

       Step 6. Development of a marketing mix

       Development of new promising ideas based on existing ones

       Development of innovative programs

       Relations with higher education institutions

       Promotion policy: an integrated approach

       • Assistance for university applicants

       Step 7. Develop a Marketing Budget

       Marketing budget definitions

       Step 8. Compilation and presentation of the final document

       As a result, the director of an educational institution must have:

       Strategic thinking and strategic planning skills

       Knowledge required to study the market of in-demand professions and forecast demand

       Knowledge and skills required to develop a marketing plan - structure, content, development sequence

       1. Innovative activity of the institution.

       Basic parameters of innovative and non-innovative management

       n.n.	Traditional Management of the Educational Process (TMA)	Innovative pedagogical management
       	Goal setting according to the results achieved	Goal setting according to the forecasted perspective
       	Fixed positions of UVP subjects	Reliance on the independence and initiative of all subjects of the UVP
       	UVP management as a response to specific events that occur (usually with a delay)	UHR management as an active search for opportunities, taking into account the foresight of the future
       	Minimization of deviations from the accepted schemes for the organization of UVP; striving for maximum unification of the main components of UVP	Pluralism, multiplicity of logics of development of UVP; striving for pedagogical innovations, the search for new approaches to the organization of educational institutions
       	The search for a solution to managerial problems is carried out sequentially until the first positive decision	The search for a solution to managerial problems is carried out using special technologies of the decision-making process, the criterion of which is the optimization of the pedagogical system as a whole
       	Optimization of UVP performance	Optimization of the performance potential of the WUA

       In conclusion, it should be emphasized that the identified project positions of innovative pedagogical management in the practice of additional school education become strategic positions for the coordinated activities of teachers and psychologists.

       1. The personnel policy of the school.

       The educational qualification of the teaching staff is high. The level of teaching staff makes it possible to ensure the right of every child to receive a quality education, taking into account the possibilities of the state of health.

       1. Profile of education.

       The introduction of specialized education is one of the major areas of modernization of education. The tasks of profile education are to take into account the interests, inclinations and abilities of students more fully, i.e. promote the individualization of the student. The main goal of profile education is to provide the student with the opportunity of in-depth education in those subjects that are more addicting to him and will be necessary for the implementation of his future life plans. The parent conference held showed that in high school, a comprehensive guideline for parents is to prepare students for further education at the university, with the majority of students and their parents giving preference to a technical profile. Therefore, a profile physical and mathematical class with an in-depth study of mathematics, physics, and computer science should be formed at the school.

       1. Image - conducting an advertising campaign.

       For the school, advertising specialists develop and produce advertising posters. Their concept reflects the main activities of the school, such as recreation, sports, learning English and other foreign languages ​​abroad. The next stage will be broadcasting on the radio of commercials created in the audio-video recording studio. Publications of the main events of the school in the press "Vsevolozhskie vesti", "Romanovsky Bulletin". Constant updating of the school website on the Internet.

       1. Additional education programs.

       In its content, additional education for children is all-encompassing. In the reality around us, whether it be living or inanimate nature, the system of social relations, the sphere of consciousness, there is nothing that could not become the subject of additional education. That is why it is able to satisfy the most diverse interests of the individual.

       Currently, additional education of children is represented by a number of areas. The main among them are considered to be the following:

       • artistic and aesthetic;
       • scientific and technical;
       • sports and technical;
       • ecological and biological;
       • physical culture and health;
       • tourist and local history;
       • military-patriotic;
       • socio-pedagogical;
       • cultural;
       • economic and legal.

       Realizing the tasks of additional education, the school is trying to resolve the existing contradiction between the need, on the one hand, to master educational standard, and on the other hand, to create conditions for the free development of the individual, which is the basis for the humanization of education, proclaimed as the most important principle of the education reform.

       1. Collaboration with kindergarten

       Creation of a unified educational and upbringing space for 15 years (from 2 years of kindergarten to 17 years of senior class). Close cooperation between kindergarten teachers and school teachers. Conducting master classes. To create on the basis of the school preparatory groups for future first-graders.

       1. Medical equipment (pediatrician, neuropsychologist, dentist)

       The school must have a medical office every school day. Regular examinations of children by doctors (pediatrician, psychologist-neuropathologist) are necessary. There should be a dental office.

       Expected results:

       Improving the quality of preventive care for students based on the use of modern medical technologies;

       Increasing the level of early detection of deviations in the state

       health of schoolchildren;

       Reducing the overall incidence of students;

       Improving the health and medical and social rehabilitation of students,

       preparation of teenage girls for the upcoming motherhood, young men for military service, fatherhood;

       The growth of the professional level of the activities of doctors responsible for

       for the health of children and adolescents studying in educational

       institutions;

       Strengthening the educational and methodological support for the activities of doctors,

       working in departments of organized childhood;

       Increasing the professional interest of doctors in activities,

       aimed at ensuring the health of children and adolescents studying in educational institutions.

       1. Exterior view of the school and surrounding area.

       The territory adjacent to the building is not littered, which makes it possible to admire the school building from all sides. Neat walking paths circle the school grounds, and neat, evenly cut lawns are pleasing to the eye. There are no trees that can be peeled off branches, foliage, or simply broken.

       Grass, flowers and shrubs are the only organics on the school grounds, since the cheerful kids will simply ruin everything else. There is nothing in the whole school that can be broken. Everything is made very firmly, so there will be no torn off door handles, cut up desks and broken glasses anywhere. It will be better this way.

       Thus, in order for a general education institution to become competitive, the director needs to make a lot of effort. Only if the principal becomes a leader capable of organizing the process of improving the school institution, attracting school employees to it, leading them to jointly implement management decisions to achieve the set goals. Then the school is guaranteed success.

       In recent years, the words management and marketing have entered the education system, and we are on the threshold of understanding the school as a social system subject to the laws of the functioning of a market economy.
       The school is an educational institution, which, in the event of isolation from society, from its needs and orders, undergoes a more intense degeneration. The school prepares people of the future generation and therefore is obliged to prepare them for the construction of a new social organization of life that would help each person find himself in a complex system of social relations.

       Marketing is a living link between school and society. Based on the concept of economic marketing, the school must produce what is in demand, that is, fulfill the social and economic order of society. In the analytical and planned activities of the school, there cannot be a study of the external environment, the need for education, planning and stimulating the demand for education and its satisfaction. The school's attempts to participate in the market, to participate with dignity, attracting attention and cultivating its image, of course, should be regarded positively.

       Thus, competitiveness - a set of school opportunities. The competitive factor is coercive, forcing schools, under the threat of being squeezed out of the market, to constantly deal with the quality system of education and upbringing and, in general, the competitiveness of an educational institution.

       LIST OF USED LITERATURE

       1. Federal Law "On Protection of Competition" No. 135-FZ, dated July 26, 2006.
       2. Law "On the Mass Media" No. 2124-1, December 27, 1991.
       3. Federal Law "On Licensing Certain Types of Activities" No. 128-FZ, dated August 8, 2001.
       4. Federal Law "On Advertising" No. 38-FZ, March 13, 2006.
       5. Law of the RSFSR of March 22, 1991 N 948-1 (as amended on July 26, 2006) "On competition and restriction of monopolistic activity in commodity markets" .
       6. Markova V.D. Kuznetsova S.A. Strategic management. Lecture course. - Moscow-Novosibirsk.: INFRA-M.: Siberian agreement, 2001.
       7. Concepts, models, projects of the socio-cultural environment of the territory. Ed. S.A. Lisitsyna, S.V. Tarasova: S-P. LOIRO, 2005-244p.
       8. "Practical Andragogy" Modern adaptive systems and technologies of adult education (Book 1) St. Petersburg: LOIRO, 2003.
       9. Practical Andragogy "Advanced Education of Adults" (Book 2), St. Petersburg. IOVRAO 2009
       10. “Elective courses in profile education: Educational area"Informatics" M.: Vita-Press, 2004.
       11. V.V. Gorshkova, T.A. Zagrivnaya "Formation of methodological and scientific-methodological competence of teachers in modern conditions of education" St. Petersburg: GNU IOV RAO, 2007.
       12. Management is a professional activity. Under. ed. V.Yu.Krichevsky SPb.: SPbGUPM, 2001

       Shamilova Svetlana Alekseevna

       Project name

       "Competitiveness of a general education institution in modern conditions"

       What life situations and subjects is this project related to?

       Today, no serious educational institution can do without competition. Despite the various methods and forms of competition, each school is trying to develop its own competitive strategy to achieve market success.

       You need to try to understand and master the art of competition.

       Problem being solved

       The school must produce what is in demand, that is, fulfill the social and economic order of society. In the analytical and planned activities of the school, there cannot be a study of the external environment, the need for education, planning and stimulating the demand for education and its satisfaction. The school's attempts to participate in the market, to participate with dignity, attracting attention and cultivating its image, of course, should be regarded positively.

       Why is it important to discuss and solve this problem jointly and, above all, with the parents of students

       Only parents have the right to decide which school their child will attend. To develop measures to improve the competitiveness of the school, a survey of parents was conducted. The purpose of the survey: to identify the level of satisfaction with the learning process on a 5-point scale. The question asked in the questionnaire was:

       1. School satisfaction.
       2. The quality of the educational process.
       3. Study conditions.
       4. Relationships with teachers.
       5. Raise the status of the school.

       Based on the results of the survey, an analysis of the issues considered was carried out.

       Objective of the project

       Target this work - the development of measures to improve the competitiveness of the MOU "Romanovskaya secondary school".

       Project results

       The words "Let everyone find themselves here!" express a common desire to ensure that the school reveals the talent of each student and realizes the creative potential of each teacher.

       Thus, competitiveness - a set of school opportunities. The competitive factor is coercive, forcing schools, under the threat of being squeezed out of the market, to constantly deal with the quality system of education and upbringing and, in general, the competitiveness of an educational institution.

       Target group

       administrative worker

       What participation in the project will give its participants

       In connection with the receipt of free public education on the principle of per capita funding - money follows the student and does not depend on the number of employees of the educational institution). In this regard, the school must be competitive. To do this, the educational institution must draw up an action plan aimed at achieving the goals.

       What you need to be able to and know in order to achieve goals

       To achieve the goal, it is necessary to solve the following tasks:

       Consider general theoretical issues of competition, laws and regulations on competition regulation;

       Conduct an analysis of the competitiveness of the MOU "Romanovskaya secondary school";

       Develop organizational and technical measures aimed at increasing the competitiveness of the enterprise.

    2. Concepts, models, projects of the socio-cultural environment of the territory. Under the editorship of S.A. Lisitsyn, S.V. Tarasov: S-P. LOIRO, 2005-244p.
    3. Z.G. Naydenova, N.I. Samsonova “Informatization as a leading civilizational factor in the development of an innovative regional education system. St. Petersburg: LOIRO, 2007. - 175p.
    4. L.B. Kutsenko-Barskova “Workshop on expertise of innovative activity in educational institutions. St. Petersburg: LOIRO, 2006
    5. Profile training in Len. area: experience, models, technologies, programs. (Vestnik LOIRO No. 1 2008)
    6. Under. ed. S.V. Tarasova "Scientific and methodological materials innovative projects educational institutions - participants of Leningrad. region competition "School of the Year - 2008" St. Petersburg: Izd. "First class" 2008 -159s.
    7. "On the way to create an innovative model of the school" V.N.Volkova, I.I.Kvashnina, L.B.Kutsenko-Barskova St. Petersburg. 2006
    8. "Management of a modern school: monitoring of the educational process" Z.G.Tsareva, T.I.Alieva St. Petersburg: LOIRO, 2007.

    What are the issues of interaction with the parents of students

    • territorial proximity;
    • the identity of the first teacher;
    • the level of preparation of students;
    • school facilities;
    • catering;
    • leisure activities;
    • school prestige.

    What are the ways and means of involving parents in joint work

    Forms of work with parents:

    • parent meetings– school of parent education, once a quarter;
    • school parent meetings- a report on the work of the school, twice a year;
    • parent conferences- discussion of pressing problems;
    • individual consultations- overcoming the anxiety of parents;
    • conversations - to prevent conflict situations;
    • parent readings- parents not only listen to teachers' lectures, but also study the literature on the problem and participate in its discussion;
    • parent evenings- a holiday of communication with the parents of your child's friend, held without the presence of children;
    • parent rings -discussions of the parent team on pedagogical problems.
    • Various visual forms of improving the pedagogical culture of parents (information stands, printed memos).
    • Creative meetingswhen children show their parents their achievements and skills.
    • parent educationon problems of education in the family and school; informing about the achievements of students (including through the school website, blog).

    Possible questions for joint discussion and resolution with parents

    1. Learning motivation.
    2. School satisfaction.
    3. The quality of the educational process.
    4. Study conditions.
    5. Relationships with teachers.
    6. Raise the status of the school.

    To develop measures to improve the competitiveness of the school, a survey of parents was conducted. The purpose of the survey: to identify the level of satisfaction with the learning process on a 5-point scale.

    What are the ways and means of expanding community members

    Expansion through the inclusion of new members from among the administrative staff of the school, parents, teachers of additional education, acquaintance and cooperation with interesting people through Internet resources.

    Social services that are planned to be used in the work on the project and the purposes of their use

    Social Services	Purposes of use
    Spreadsheets at Google www.gmail.com	Entering diagnostic data.
    Questionnaires in Google www.gmail.com	To conduct surveys.
    Google calendar www.gmail.com	Displays the main milestones of the project.
    Collaborate on Google Docs	Summary of different points of view.
    Wiki	Presentation of the results of the work and achievements of students.
    Blogs	Exchange of opinions and presentation of one's point of view and position.
    Bookmarks in BobrDobrhttp://www.bobrdobr.ru , in Google Notepad www.gmail.com
    video services on youtubehttp://youtube.com , Social saga, vlog	Presentation of project results, current project portfolio
    Photo services in Flickrhttp://flickr.com , Pikasa, Photodiahttp://www.fotodia.ru	For receiving and processing photographic materials

    
    

    The following tasks were solved in the work: - the theoretical aspects of the development and implementation of a program to increase the competitiveness of an institution were studied; - analyzed the results of financial and economic activities and marketing activities of MBDOU Kindergarten No. 48 Sunny Bunny; - a comprehensive marketing program for increasing the competitiveness of MBDOU Kindergarten No. 48 Solnechny Zaychik was substantiated; - the economic efficiency of the complex of marketing activities proposed for MBDOU Kindergarten No. 48 Solnechny Zaychik was evaluated. Herself...

    
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