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

Martyusheva Elena

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E.L.Ivanova, E.A. Martyusheva

Economics and social studies teacher at MBOU Secondary School No. 7, 10th grade student at MBOU Secondary School No. 7

Russia, Kamensk - Uralsky

INCREASING THE COMPETITIVENESS OF AN EDUCATIONAL INSTITUTION BY FORMING AND STRENGTHENING IMAGE (BY THE EXAMPLE OF MBOU “SECONDARY SCHOOL No. 7”)

In modern socio-economic conditions, only competitive educational institutions are viable.

In recent years, a lot has been said and written about how to present the uniqueness of an educational institution and the features of its life. The problem of the external representation of the school has always existed, but in modern conditions it manifests itself more clearly.

Firstly, this is due to the processes of formation and development of various types and types of schools with different areas of activity.

Secondly, it is caused by a reduction in the number of students. In such a demographic situation, the problem of student enrollment will become quite acute, and it will affect not only elementary schools, but also senior specialized classes of general education schools - state and non-state.

Thirdly, ongoing research shows that the purpose, content, and results of innovative processes and individual pedagogical innovations are not always clear to parents, and their expectations, formed on the basis of the general understanding of the educational institution among potential consumers of educational services, do not always correspond to what what they and their children actually get.

Thus, the need to form the image of an educational institution is determined by:

Difficult demographic situation in the general secondary education system;

Differentiation and variability of the general secondary education system;

The difficulty of choosing directions and prospects for self-determination of schoolchildren;

Numerous requests for social practice;

The need for educational and management practice in the formation of ideas about the school;

Having experience in educational institutions in this area.

Purpose of the study: based on the research, develop recommendations for the further formation and strengthening of the school’s image.

Research objectives:

Conduct a study to identify the image of MBOU “Secondary School No. 7;

Subject of research: the mechanism of formation and methods of building a positive image of an educational institution.

The methodology of A.N. Muzalevskaya was used as a research tool. and Filimonova N.A., adapted in relation to an educational institution.

Chronological scope of the study: December 2012 - January 2013.

The sample consisted of 147 people:

Research hypothesis: the formation of a positive image of an educational institution is a necessary condition for maintaining competitiveness and increasing the number of students.

Practical significance: the information presented may be of interest, first of all, directly to the heads of educational institutions, as well as teachers interested in developing their positive image, both in the eyes of the professional environment and in the opinion of their students.

The object of the study was the image of the educational institution “Secondary School No. 7”.

The study showed that the analyzed educational institution has positive aspects in its activities:

75% of parents feel the need for additional education for their children.

The ranking of needs for additional education showed that the most significant are:

Obtaining knowledge, skills and abilities to work on a computer (22.2% of the total number of answers);

Obtaining knowledge, skills and abilities in the field of “Psychology of Communication” (16.6% of the total number of answers);

Obtaining knowledge, skills and abilities in the field of “School of Social Success” (16.6% of the total number of answers);

Obtaining financial and economic knowledge, skills and abilities (16.6% of the total number of answers);

In-depth study of the English language (11.1% of total responses).

75% of student parents agree to pay for additional educational services.

For 62.5%, the reason for choosing this educational institution was its close location to home, for 37.5%, the reason for choosing this educational institution was good reviews from friends.

52% of teachers consider their work as an opportunity to realize themselves, as economic security - 32%, evaluate their work as an atmosphere of creativity - 12%.

As a prospect for professional activity, teachers consider: an increase in wages, participation in certification in order to obtain a category, promotion in position, improvement of professional level, and seeing the success of their students.

According to the degree of importance for the teachers themselves, the qualities necessary for a teacher were distributed as follows:

Professionalism (25 people think so - 1st place in the ranking);

Initiative, creativity, inventiveness and organizational skills (2nd and 3rd place in the ranking).

According to students, the knowledge and skills they receive at school are important for their future profession (79.3%); believe that school truly prepares for independent life (57.3%); constantly learn a lot of new things (69.5%).

52% of teachers receive support from colleagues, 24% of teachers - from their students.

A general assessment of the image of the educational institution made it possible to identify weaknesses in the activities of the educational institution.

The results of the study showed that the weaknesses of the educational institution, according to students, are:

Not all teachers take into account the psychological characteristics of each child in the educational process (-0.3 points);

The school's design style leaves much to be desired (-0.8 points);

The weaknesses of the educational institution, according to teachers, are:

Insufficient attention of the school director to the development of the educational institution (-0.4 points);

Insufficiently thought out school design style (-1 point);

Low cultural level of school students (-0.2 points).

The weaknesses of the educational institution, according to parents, are:

Lack of a uniform uniform for students (-0.2 points).

In this regard, measures aimed at strengthening the image of the educational institution have been proposed.

The proposed directions are considered within the internal and external environment of the educational institution.

To increase the competitiveness of the educational institution, it is necessary to implement the following measures aimed at strengthening the image of the educational institution:

To improve the external environment of an educational institution:

Development of cooperation with social and pedagogical partners of the school;

Using the Internet to receive prompt “feedback” when resolving various issues of the educational institution’s activities;

Increasing the participation of social partners in joint activities.

Ensuring openness and accessibility of quality education.

To improve the internal environment of an educational institution:

Improving the material and technical support of the educational process:

Adjustment of the program of spiritual and moral education;

Creating comfortable conditions for students;

Creating conditions for students to realize their creative potential.

Improving the quality and level of teaching that is adequate to the requirements of the new educational standard, as well as the educational needs of students and their parents;

Effective interaction between the teaching staff and the administration of the educational institution.

As a result of the implementation of the proposed directions, the following results are expected:

Successful mastery of the federal educational standards program by students.

2. Increasing the level of education of students, their socialization, their successful mastery of federal educational standards of the new generation.

3. Development of a network of additional educational services.

4. Expanding the composition of competitions, olympiads, and shows in which school students take part.

5. Targeted support and support for talented youth.

6. Creation of a system for recording individual educational achievements in the format of student portfolios.

7. Optimization of the HR program.

8. Development of the infrastructure of an educational institution.

9. Strengthening the health of schoolchildren, increasing the level of psychological comfort, improving the material and technical conditions for organizing the educational process.

Thus, the hypothesis that the formation of a positive image of an educational institution is a necessary condition for maintaining competition was fully confirmed as a result of the work done.

The implementation of the proposed activities will affect the strengthening and formation of a positive image of the educational institution, will increase satisfaction with educational services for all participants in the educational process, and generally increase the competitiveness of the educational institution.

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Research project Topic: Increasing the competitiveness of an educational institution by forming and strengthening its image (using the example of MBOU “Secondary School No. 7”) Executor: Martyusheva E.A. Head: teacher of social studies and economics Ivanova Elena Leonidovna

Relevance of the topic In modern socio-economic conditions, only competitive educational institutions are viable.

Goal: based on the research, develop recommendations for the further formation and strengthening of the school’s image. Objectives of the study: - consider the theoretical foundations of forming the image of an educational institution; - conduct a study to identify the image of MBOU “Secondary School No. 7”; - develop recommendations for further formation and strengthening of the image of the educational institution. Subject of research: the mechanism of formation and methods of building a positive image of an educational institution.

The methodology of A.N. Muzalevskaya was used as a research tool. and Filimonova N.A. “Marketing research in institutions of additional education for children (Practical tools)”, adapted in relation to an educational institution. The study was conducted over two months (December 2012 and January 2013). 147 people took part in the study: - school students - a sample of 82 people; - parents of school students – sample of 40 people. - school teachers – 25 people. Research hypothesis: the formation of a positive image of an educational institution is a necessary condition for maintaining competitiveness and increasing the number of students. Practical significance: the information presented may be of interest, first of all, directly to the heads of educational institutions, as well as teachers interested in developing their positive image, both in the eyes of the professional environment and in the opinion of their students.

Positive aspects of the activities of an educational institution Fig. 1 Results of parents’ answers about the need for additional education for their children, % Fig. 2. Ranking of directions in obtaining additional education for respondents, %

Positive aspects of the activities of an educational institution Fig. 3. Results of parents' answers about payment for additional education services, % Fig. 4. Results of parents’ answers about the motives for choosing an educational institution, %

Positive aspects of the activities of an educational institution Fig. 5. Results of a survey of teachers to the question “Which statement most closely matches your idea of your work?”, % Fig. 6. Prospects for professional activity, people.

Positive aspects of the activities of an educational institution Fig. 7. Qualities required for a teacher, persons. 1st place in the ranking

Positive aspects of the activities of an educational institution Fig. 8. Results of students’ answers about the degree of agreement with the statements, average score

Positive aspects of the activities of an educational institution Fig. 9. Who provides teachers with support, %

General assessment of the image of an educational institution

Expected results 1.Introduction into the educational process of new educational content, teaching methods and technologies, methods for assessing educational results, ensuring students’ successful mastery of the federal educational standards program. 2. Implementation of network interaction programs with institutions of additional education, cultural institutions, aimed at increasing the level of education of students, their socialization, and their successful mastery of federal educational standards of the new generation. 3. Development of a network of additional educational services (on a budgetary and self-supporting basis). 4. Expanding the composition of competitions, olympiads, and shows in which school students take part. 5.Targeted support and support for talented youth. 6.Creation of a system for recording individual educational achievements in the format of student portfolios. 7. Optimization of the human resources program, bringing it into line with new requirements for the qualifications of management and teaching personnel. 8. Development of educational institution infrastructure, increasing the level of informatization of the educational process. 9. Strengthening the health of schoolchildren, increasing the level of psychological comfort, improving the material and technical conditions for organizing the educational process. 10. Formation of readiness of the teaching staff of educational institutions for various forms of state and public assessment of the activities of educational institutions.

Conclusion The hypothesis that the formation of a positive image of an educational institution is a necessary condition for maintaining competition was fully confirmed as a result of the work done.

Changes in the socio-economic structure of our society, the emergence of market relations, have determined new approaches to education and its subjects. Today, an educational institution is considered 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. By now, the market in this area has come close to a situation where the volume of supply has balanced the previously dominant effective demand and has begun to exceed it; differentiated demand for additional educational services has emerged; A developed market infrastructure for such services has emerged and a competitive environment has emerged. In order to “survive,” additional education institutions are faced with the task of not only maintaining their student population, but also attracting new groups of consumers of educational services.

Competition in the educational services market has led many additional education institutions to the need to use various ways to attract potential consumers. Today, more than ever, serious research into 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 retain the attention of consumers is branding. Further education institutions need to realize the importance of actively using branding tools to successfully position themselves in the educational services market.

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MINISTRY OF EDUCATION OF IRKUTSK REGION

OGAOU DPO "INSTITUTE FOR EDUCATION DEVELOPMENT OF 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

(using the example of MAOU DOD “Palace of Children and Youth Creativity” of the municipality of Bratsk)

Performed: Alexandrova Natalya Vladimirovna,

graduate of professional courses

retraining in the direction of "Management

organizations. Management in Education"

Scientific adviser:Perfilyeva Yulia Vladimirovna

Ph.D., Associate Professor

The work was approved for protection _____________2013. Protocol No._____

Head department _______________

Irkutsk 2013

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

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

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

Chapter 2. F Formation of the brand of MAOU DOD "DTDiM" of the Bratsk Municipal District………………...….….16

External and internal advantages of MAOU DOD "DTDiM" of the Bratsk municipality……………………………………………………………………………………………………………......... .......16
Research on the attitude of consumers and customers of additional educational services to the MAOU DOD "DTDiM" of the Bratsk municipality……………………….....….19
Recommendations for building the brand of MAOU DOD "DTDIM" of the city of Bratsk...................................................................................................................................... …...22

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

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

Appendix………………………………………………………………………………..31

INTRODUCTION

Changes in the socio-economic structure of our society, the emergence of market relations, have determined new approaches to education and its subjects.Today, an educational institution is considered as a socially significant open system, subject to the laws of a market economy, the main product of which is an educational service. Mostmarket relations are actively developing in the field of additional education.By now, the market in this area has come close to a situation where the volume of supply has balanced the previously dominant effective demand and has begun to exceed it; differentiated demand for additional educational services has emerged; A developed market infrastructure for such services has emerged and a competitive environment has emerged. In order to “survive,” additional education institutions are faced with the task of not only maintaining their student population, but also attracting new groups of consumers of educational services.

Competition in the educational services market has led many additional education institutions to the need to use various ways to attract potential consumers.Today, more than ever, serious research into 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 retain the attention of consumers. Further education institutions need to realize the importance of actively using branding tools to successfully position themselves in the educational services market.

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

Purpose research has become the study of technologybrand formation, its use to create a brand of an educational institution and usethis technologyto build a brandMAOU DOD "Palace of Creativity of Children and Youth" of the Bratsk Municipal District.

The following are defined research objectives:

Reveal the essence and meaning of the brand of an educational institution;
Study and determine the technology for forming a brand of an educational institution;

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

Object of study: features of MAOU DOD "DTDiM" of the city of Bratsk (hereinafter referred to as DTDiM)

Item: Brand DTDiM

Hypothesis: Forming a brand will allow DTD&M to compete in the educational services market.

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

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

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

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

A study of the literature showed that different authors give different definitions of the brand and its meaning for different audiences. Literally translated from English brand (brand) means: a) brand, stamp, factory mark; b) to burn, to cauterize with a hot iron, and in a figurative sense - to leave an imprint in the memory. Different authors interpret the concept of brand in different ways. Y. Elwood believes that a brand, like a flag flying in front of the consumer, creates awareness of a product and differentiates it from competitors’ products.

Considering the concept and essence of a brand in the marketing literature, we came across the most, in our opinion, definition suitable for our research. A brand is a stable image of a product (service) brand or an organization as a whole in the mind of the buyer, distinguishing it from the competition. Consequently, brand formation 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, since it is this product that satisfies the functional requirements that consumers expect. To achieve a special, unique position for a company's products or services in the consumer's mind, marketing managers transform 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 price premiums, and can more successfully resist pressure from resellers.

Product name everything that can satisfy the needs of the consumer. In everyday life, we often distinguish between the concepts of goods and services: a product, as a rule, is something tangible (for example, a car), while services are mainly of an intangible nature (for example, additional education).

Product branding is the process by which companies distinguish their product offerings from those of competitors. Brned is created by giving a product a distinctive name, developing unique packaging and unique design. Some brands also have a logo, such as the famous Nike curl or Ferrari's 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 a brand is to confirm the high quality of the product. Brand reputation is of great importance when trading goods whose quality the buyer cannot always evaluate on his own. Products sold under famous brands are much more expensive than any other product that is functionally equivalent to them.

From the point of view of its impact on the buyer, a brand can be divided into brand-name - the verbal part of the brand, or a 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 acquire fame and trust of the buyer. The strength of a brand lies in the presence of a stable group of loyal consumers whose expectations are related to the quality of a certain product or service.

Differences in products determine the choice of which brand to create - product or corporate. The process of forming a brand (branding) of an educational institution implies the formation of a corporate brand, since in the educational services market a product is an educational service, which has its own “classical” features: intangibility, inseparability, inconsistent quality, non-storability, 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 representsa full range of impressions, opinions, and expectations of the customer of educational services that arise at every contact with the institution and its employees.

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

When organizing work to build a brand, 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.

Forming a successful brand and effectively managing it solves a number of tasks assigned to the educational institution:

1.2. Brand formation process

The current situation in the educational services market confirms the fact that the brand of an educational institution is a vital condition for ensuring its survival. Even in the conditions of regulation of the organizational and normative conditions of the activities of educational institutions, those who have a “name” survive, i.e. a fairly strong, stable 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 brand formation process goes through several stages.

Goal setting:

analysis of the organization's mission;
determining the desired state of the brand (qualities, life cycle, competitive advantages);
formulation of measurable brand parameters.

Project planning:

analysis of available resources (financial, personnel, etc.);
identifying a team of customers, participants and performers;
determining project deadlines;
identification of other conditions or limiting factors.

awareness of the brand among the target audience;
knowledge of the target audience brand;
attitude towards the brand of the target audience;
level of brand loyalty;
determining whether the current state of the brand matches the desired one.

Market situation analysis:

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

Formulating 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/brand name, character or hero, font,

Packaging, etc.) .

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 guardians);
development of an action plan for brand promotion (integrated

Marketing communications);

developing a plan and procedures for brand monitoring and performance evaluation.

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

Brand monitoring and evaluation of the effectiveness of actions:

monitoring of measured brand parameters determined at stage 1;
comparison of the current state of the brand with the desired one;
correction of strategy or tactics.

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

1.3. Features of building a brand of an educational institution

A study of publications and literature on branding showed that, despite the standard stages, consumer and corporate branding differ in a number of ways. This can be most clearly demonstrated in comparative table 1.

Table 1.

Comparative characteristics of the consumer and corporate markets

Characteristic	Consumer market	Corporate market
Involvement of company employees in the brand development process	Low	High
Connection to the company's mission and philosophy	Mostly weak	Mostly strong
Significant characteristics when choosing a product	Mostly emotional	Mostly rational
Priorities in visual brand identifiers	Package	Visual identification system
Basic communicators	Package	Personal contacts

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

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

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

It is top management that has an understanding of what 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 implementation of the brand. This means that it is advisable to involve the company’s management in the project at the very first steps, starting with setting tasks.

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

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

Researching and understanding these elements is one of the key tasks when developing a corporate brand. And this is the key difference from consumer branding - often the basis for the ideology of a corporate brand is not traditional research of target groups, but 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.

The mere presence of an organization's strong brand is certainly not a basis for making a decision on choosing 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 working on the product itself, service, pricing, that is, rational attributes of the company’s offer.

However, to follow the path of exclusive rationality means dooming yourself to “similarity” in the competitive row. After all, competitors are also well aware of the rational properties that are significant to the consumer and focus on them in their offer. Ultimately, the client's choice must be made among similar offers, with similar strengths, from similar companies.

4. Multiplicity of identification elements.

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

5. The main communicators of the brand are company employees.

The main tool for creating a brand image in the corporate market is personal communication between company personnel. It is the staff who are the main bearer and transmitter of the brand ideology; their ability to communicate with the environment in the “brand language” determines the target audience’s understanding of the uniqueness that this brand offers. This means that activities for the comprehensive implementation of a brand within an organization become an important element of brand creation work. After all the activities have been carried out to develop the brand platform and elements of its identification, 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 examined the main distinctive features of corporate branding, which demonstrate how significant the specificity of branding projects in this area is.

1.4. Features of building a brand for an institution of additional education for children

To determine the distinctive features of 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 personal development and the acquisition, in the process of mastering basic general education programs, of knowledge, abilities, skills and the formation of competencies necessary for a person’s life in society, an informed choice of profession and obtaining vocational education.” and “Additional education is a type of education that is aimed at comprehensively satisfying a person’s educational needs in intellectual, spiritual, moral, physical and (or) professional improvement and is not accompanied by an increase in the level of education” . As we see, a distinctive feature of additional education is its optional nature; it depends on a person’s desire to satisfy his needs for intellectual, spiritual, moral, physical and other improvement.

Studying literary sources 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 reflected in table. 2.

Table 2.

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

Index	Basic educational service	Additional educational service
Main customer of the service content	State	Parents (legal representatives)
Consumers	All students, parents	Students according to desire and interests
The basis	Federal State Educational Standard	Additional educational program developed based on the interests and desires of consumers and customers
The level of education	Increasing	Doesn't rise
Price	For free	Free and paid
Consumer dependence	Low	High

Thus, we see that in the process of providing additional educational services, the interests, desires, needs of both the customer and the consumer should be distinguished and taken into account. In this regard, we can assume that at all stages of the formation of the UDED brand it is necessary to consider and separate the positions of customers of additional educational services and their consumers.

Conclusions:

So we have determined thatA brand is a stable image of a product (service) brand or an organization as a whole in the mind of the buyer, distinguishing it from the competition. FBrand formation allows an organization, company, firm to compete in the market for goods and services, as it helps:the consumer to identify the product, differentiate from competitors, i.e. distinguish a product from the crowd, create an attractive image among consumers that inspires trust, focus 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 the full range of impressions, opinions, and 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 for building a corporate brand of an educational institution is no different from the technology for 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 the MAOU DOD “DTDiM” of the Bratsk municipality, it is necessary to use the classical technology of brand formation, take into account the peculiarities of the formation of a corporate brand, as well as the peculiarities of the functioning of the institution itself.

Chapter 2. F Formation of the brand of MAOU DOD "DTDiM" of the Bratsk municipality

2.1. External and internal advantages of DTD&M

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

In the Central District of 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. The number of preschool children (from 2-6 years old) is 15 thousand people, schoolchildren - 14 thousand people.

DTD&M is the largest multi-disciplinary institution of additional education in the Central district of the city of Bratsk, where 2,500 children and adolescents study annually in more than 80 educational programs of various directions. DTD&M provides paid, partially paid, and free additional educational services.

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

Direct competitors DTDiM - music school, art school, sports school, environmental and biological center, creative groups of the BratskArt theater and concert center, centers for the development of preschool children, language courses and schools, dance clubs and schools of various types.

To study 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 the table. 3. Considering the price offers of competitors, we can note the advantageous position of DTDiM - 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 DTDiM and competitors.

Service (type of activity)	Competing institution/organization	Price
Choreography	Theater studio "Accent" TCC "BratskArt"	from 1200 to 1500 rub. per month
	Fitness, Arabic dancing. IP	from 1500 to 1600 rub. per month
	Choreographic groups DTDiM	from 400 to 750 rub. per month
English language	"Lingua" TCC "BratskArt"	from 1500 rub. per month
	Language classes. IP	from 1500 to 6000 rub. per month
	School of Foreign Languages DTDiM	750 rub. per month
Music (piano)	DSHI	from 1200 to 2000 rub. per month
Music (piano)	DTDiM	900 rub. per month

Considering the position of DTD&M among competitors, it is also necessary to focus on one more feature - any child aged 2 to 18 years can become a DTD&M student - the institution enrolls only on the basis of the desires and interests of the consumer, while music and sports schools focus on capable and talented children are often given entrance tests.

In addition, as an external advantage of DTDiM, one can note its status, which is documented: “The best institution of additional education in the Irkutsk region 2010, 2012”, “The best institution of additional education in Russia - 2013” (DTDiM was included in the rating of “100 best schools in Russia 2013”) , “Leading institution of additional education 2012, 2013” (DTDiM is included in the National Register of Leading Institutions of Russia).

To highlight the internal competitive advantages of DTD&M, 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

Strengths	Weak sides
Good material and technical base and the ability to replenish it. Availability of 66% of highly qualified teaching staff; Sufficient scientific, methodological, information and technical support for the educational process; Satisfaction of customers and consumers with the quality of additional educational services, which are provided by highly qualified specialists. (97%); High assessment of the results of certain types of activities of students and teachers by external examination. (Victories of students, teachers, institutions in competitions, festivals, competitions at the municipal, regional, all-Russian and international levels. 97% of students and 95% of parents note comfortable and safe conditions for children to stay in children’s playgrounds; Stable quantitative indicator of the safety of the student population	Uneven coverage of services for different age categories of students. Insufficient coverage of services for middle and high school students. Lack of demanded teaching staff; Availability of vacancies in popular, new areas of activity. Insufficient funding for advertising and promotion of new additional educational services; Insufficient marketing abilities; Low employment of students from distant microdistricts. Insufficient qualitative indicator of the safety of the student population.
Possibilities	Threats
1. Opportunity to enter new market segments; 2. Opening new areas of activity; 3. Attracting sponsorship; 4. Use of marketing tools in promoting additional educational services. 5. Possibility of attracting more consumers. 6. Possibility of targeted work with higher and secondary vocational educational institutions.	1. The possibility of new competitors emerging; 2. Changes in the desires and interests of consumers and customers; 3. Unfavorable demographic changes; 4. Transition to partial self-financing;

Thus, we see that the institution currently 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. INThe internal advantages of the institution are:high quality of additional educational services;goodhighly qualified personnel, comfortable, favorable living conditions, demand for additional educational services.

The distinctive features of DTD&M in the external environment are versatility and accessibility for a wide range of consumers, affordable price.

At the same time, when forming a DTD&M brand, it is necessary to quickly take advantage of 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 Bratsk municipality

The prerequisites for the formation of the DTDiM brand were a study , attitudes of consumers and customers of additional educational services towards DTD&M.

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

Recognition of DTD&M among customers (parents).

Fig.1. Rice. 2.

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

A similar survey was conducted among student consumers of DTD&M services. The results can be seen in Fig. 1. Fig.2. 100% of students easily identify the name of their institution of further education, i.e. identify him. 60% know and can recognize its logo.

Recognition of DTD&M among consumers (students)

Fig.3. Fig.4.

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

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

Preferences for choosing DTDiM by customers and consumers.

Fig.5

The priorities for parents (customers) in choosing DTD&M were the provision of high-quality services from 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 in company, 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 DTDiM allow us to conclude that there is a need for targeted positioning of DTDiM, taking into account the different needs of customers and consumers.

To form a DTDiM brand, a choice of educational strategy is necessary - the educational institution’s line of conduct in the education market, which would make it possible to implement marketing measures for the sustainable promotion of educational services in the city’s education market, including analysis, goal setting, event planning, and monitoring of results.

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

for whom? - determination of the target group of consumers for which the brand is created
For what? - the consumer benefit that he will receive as a result of purchasing this particular brand;
For what purpose (for what use?) is this particular brand needed?
against which competitor?

Once these key questions have been answered, the brand strategy is defined, that is, 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 provide to show that this proposal is worth something?
What final impression should you leave?

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 behind the future advertising campaign developed for this brand (or other promotional methods that will be used for this brand).

There are a number of recommendations that make it easier to create an idea. You should not overload the brand with many ideas - you need to choose the most valuable one and bring it to the consumer’s consciousness. When forming a brand idea, you should imagine the target audience as clearly as possible, not in the abstract, but using specific examples. You need to imagine what the target audience wants - what interests them, what they are interested in, what they look like, what they talk about.

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

Development of a corporate identity for an educational institution - the development of a set of permanent visual and text elements that identify belonging to DTDiM and distinguish it from competitors, the formation of a unique image - the space of the institution. Corporate identity includes: the corporate image of an institution with its characteristics, an advertising slogan (motto), the range 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.
Use of advertising – information distributed in any form, by any means, about an educational institution, its educational services, which is intended for an indefinite number of people and is intended to generate or maintain interest in DTD&M and its additional educational services. The content of advertising involves achieving three main objectives:

informing about DTD&M and the additional educational services provided, creating on this basis the necessary knowledge about the learning conditions and the benefits they receive;
convincing those making decisions about receiving additional education that the services offered are preferable, i.e. activating strong emotional incentives for consumers to learn in DTD&M.
reminding consumers about DTD&M and its services, maintaining awareness and supporting positive emotions among those individuals who have already given preference to DTD&M.

Sales promotion – carrying out a variety of short-term incentive campaigns aimed at potential consumers of educational services.
Public relations is the organization of the process of managing bilateral communication relations of DTDiM with the public in order to coordinate 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 of success for DTD&M in society as a result of effective image management. Here it is necessary to take into account external PR - achieving a favorable public attitude towards DTD&M, internal PR - maintaining productive relationships within DTD&M, 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 problematic situation, eliminating the consequences of conflicts, solving non-standard situations; interaction with the media; sponsorship.

The main guidelines for the formation of the image space of DTDiM for managers and staff are: trust, identification of the educational institution among others and the effectiveness of educational activities. The following factors work on the image space: certificates and diplomas based on the results of competitions and exhibitions; reviews and letters of gratitude from social partners and government agencies; the authority of managers and teachers; documentary evidence of professionalism and qualifications of personnel.

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

provision of those educational services that will actually be in demand and are in demand on the market;
long-term goals – studying educational needs;
development of the educational institution in the implementation of the position “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 for behavior in the educational services market - a quality service will always find a consumer;
behavioral tactics - find, study, understand, adapt, satisfy.

Direct marketing is the development of a marketing system in which, to obtain

For a certain response and/or concluding a training contract, one or more means of communication are used: compiling databases, personal offers, telephone marketing, mailings, direct response channels, interactive marketing.

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

with the aim of popularizing and promoting its educational services.

Cooperation – cooperation between educational institutions and organizations to jointly resolve common issues

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

Conclusions: To summarize this chapter, we can note that DTDiM has the opportunity to become a brand, since it has certain advantages in the educational services market of the city of Bratsk. The external advantages of DTD&M are: versatility, the ability to provide services to everyone, regardless of their inclinations and abilities, and an affordable price.

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

We noted that to form a DTD&M brand, it is necessary to choose an educational strategy and focused work on its implementation.

The basis for the promotion of DTD&M should be a set of marketing tools: development of a “corporate style” of the institution, advertising, sales promotion, public relations and the formation of a positive image of DTD&M, 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 provide an opportunity to compete in the city’s educational services market.

CONCLUSION

Forming a brand allows educational institutions to compete in the educational services market. The brand of an educational institution is a corporate brand and represents the full range of impressions, opinions, and 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 for building a corporate brand of an educational institution is no different from the technology for 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 corporate, it is necessary to take into accountfeatures of corporate branding:the 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 decisions; multiple 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.

To form a successful brand of the MAOU DOD “DTDiM” of the Bratsk municipality, 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 of Bratsk has the opportunity to become a brand, as it has certain advantages in the educational services market of the city of Bratsk. The external advantages of DTD&M are versatility, the ability to provide services to everyone, regardless of their inclinations and abilities, as well as an affordable price.

This work identifies the internal resources of the institution, which are its strength and the basis for the development of its competitiveness: high quality of additional educational services;material, 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 living conditions, demand for additional educational services.

To form a DTDiM brand, it is recommended to choose an educational strategy and organize targeted work for its implementation. The basis for the promotion of DTD&M should be a set of marketing tools: development of a “corporate style” of the institution, advertising, sales promotion, public relations and the formation of a positive image of DTD&M, 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

Avsyannikov N.M. Marketing in education: Proc. allowance. - M.: RUDN, 2007. – 159 p.
Aleksunin V.A. Marketing: Textbook. – M.: Dashkov and K, 2009. – 216 p.
Blinov, A.O. The image of an organization as a factor of its competitiveness / A.O. Blinov, V.Ya. Zakharov // Management in Russia and abroad. – 2003. – No. 4. – P. 35-44.
Vankina I.V. Egorshin A.P. Kucherenko V.I. Marketing of education: textbook. - 2007. - 168 p.
Godin A.M. Branding: A tutorial. - M.: Publishing and trading corporation "Dashkov and Co", 2013. - 184
Golubkov E.P. Fundamentals of Marketing: Textbook. – M.: Publishing house “Finpress”, 1999. – 656 p.
Kupriyanov B.V. Features of additional education institutions as educational organizations.http://www.ucheba.com/met_rus/k_dopobraz/kuprijanov1.htm
Malykhina L.B. Tregubova L.B. Technology of marketing research in the institution of preschool educational institutions. // Additional education and upbringing 2011. No. 10 p.5-8
Musician V.P. Formation of a brand by means of PR and advertising: a textbook for universities. M.: Economist, 2004. - 606s
Nafedova O.V. Brand strategy of an educational institution: abstract. dis. http://rudocs.exdat.com/docs/index-302605.html.
Development of brand strategy and concept. Development of a new brand (branding). http://www.stratet.ru/text.phtml?m=2027
Samokhina A.K., Samokhin M.Yu. School brand: creation, support and development. // Directory of the head of an educational institution, 2008, No. 10.
Godin A.M. Dmitriev A.A. Bablenkov I.B. Branding: Textbook.-M.: Publishing and trading corporation “Dashkov iK°”, 2004.-364 p.
Titova N.E. Kozhaev Yu.P. Marketing: Textbook. aid for students higher textbook Establishments. – M.: Humanite. ed. VLADOS center, 2003. – 352 p.
Pankrukhin A.P. "Marketing of educational services"http://mou.marketologi.ru/content.html
Tregubova L.B. Marketing - learning to fight for a place in the market.// School of Management of an Educational Institution. 2011. No. 5. p.60.
Financial Dictionary. http://dic.academic.ru/dic.nsf/fin_enc/20685
Sharkov F.I. Integrated brand communications. – M.: “RIP – Holding”, 2004. 244 p.

Shemyatikhina L.Yu. Marketing in education. Educational and methodological complex / State Educational Institution of Higher Professional Education "UrSPU". – Ekaterinburg, 2007. – 80 p.

Annex 1.

Questionnaire for parents

1. How will you explain to your friends where your child is receiving additional education?

Where the former school 22 was
At the center of creativity
In the house of creativity
At the Palace of Children and Youth Creativity (DTLDiM)
House of Pioneers
Don't know

You chose to educate your child in DTD&M because: (select one indicator)

You know that here you can get high-quality additional education
recommended by acquaintances or friends, as here you can get high-quality additional education
close to home
Do you know that here you can usefully occupy your child after school?

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

4. The price of additional education services in DTDiM in your opinion:

High
Low
Available

5. If the service you chose was provided in another institution at a lower price, would you change the institution?

Don't know

Is there a DTDiM logo?

Don't know

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

Don't know

Questionnaire for students

You chose to study at DTDiM because here:

you can get high-quality additional education

friends recommended, 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

Is there a DTDiM logo?

Don't know

Can you distinguish the DTD&M logo from the logo of another institution?

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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Mini-abstract

“Increasing the competitiveness of a higher education institution”

educational service competitiveness higher

Shamonov P.A.

postgraduate student of the Department of Marketing, Russian Economic University. G.V. Plekhanov

In the article by Shamonov P.A. “Increasing the competitiveness of a higher educational institution” provides a justification for the need to find new ways to increase the competitiveness of universities, especially public ones.

Currently, the non-state sector of higher education has greater opportunities compared to the state sector, because it is endowed with financial independence, which allows it to direct significant funds to the development of the material and technical base of training, as well as to the positioning and promotion of the educational services provided. Based on this, it is necessary to identify new ways to increase the competitiveness of higher education institutions, taking into account that the level of competition is constantly growing under the influence of various factors.

It is worth agreeing with the author that for a university, competitiveness lies in the ability to train highly qualified specialists, develop competitive innovations in the field of education, and conduct an effective reproduction policy in all areas of its activities.

Since the main product sold in the activities of a university is an educational service, which is an educational process in market conditions, it is worth highlighting a number of features. Firstly, by consuming educational services, a person accumulates certain experience and knowledge, developing his personal and, consequently, professional capabilities. Secondly, in addition to the desire and opportunity to acquire knowledge, the consumer must have an initial level of education, a certain set of skills and abilities necessary to receive an educational service. Thirdly, obtaining vocational education is a long-term process, during which the consumer acquires the necessary amount of knowledge and skills for his professional activity. Fourth, educational institutions must actively follow changes, otherwise they will be uncompetitive. First of all, this is due to scientific and technological progress. It may happen that the knowledge acquired by students during their studies may become irrelevant not after, but before they are acquired. Consequently, the university needs to stay ahead of changes in the external environment (especially at the moment the change begins), the development of education should be dynamic and, if possible, accelerate the development of the university. In this regard, the task is to create a unique competitive advantage that other universities do not have.

The quality of education is currently the main competitive advantage of an educational institution, along with price. But this parameter is unstable, and it is very difficult to achieve its stability. Therefore, it is important to develop and implement new methods of teaching and educational activities that allow you to stand out from other competitors. Accordingly, to create a unique competitive advantage, it is important to take into account the interests of all participants in the educational process, especially employers. An analysis of the expectations of potential employers should be carried out, i.e. determine what exactly they expect to receive from young specialists.

In the article, the author says that it is necessary to devote as much time as possible to practical and seminar classes, therefore it is planned to create such an interaction system as partnership marketing (PRO). It is based on the work of the university and potential employers to create value, which will provide a joint competitive advantage. In the course of the work, it is planned that enterprises will receive practical solutions to their problems based on the activities of students, who, together with teachers, will find optimal management solutions for a realistically simulated practical situation in the educational process. Accordingly, at the stages of its development, an enterprise can turn to the services of a university either to obtain information on issues that are relevant to it, or to find the necessary specialists, because A university is a place to replenish human resources, which is also important for the employer.

It is worth noting that for students the implementation of this approach will also be a big plus, because in practice, they implement their knowledge, develop certain skills, and participate in management decision-making. All this happens thanks to the simulation of production situations and participation in business games. The project is based on motivation, interest, competition between students, self-realization, and focus on the final result. I believe that this stage of the learning process is necessary because... it allows you to identify not only the personal qualities of the student, but also makes it possible to develop the necessary professional skills for future work.

The project also involves the use of educational and information databases that influence the training of in-demand specialists. Databases imply the accumulation and systematization of information obtained in the process of students solving practical problems of an enterprise on the basis of existing theoretical knowledge. This again allows you to create another competitive advantage and interest potential employers in obtaining information useful for their activities.

I believe that increasing the competitiveness of the university is currently a priority. It is the university that effectively uses the marketing of educational services that will be able to use its capabilities to a greater extent to improve competitive advantages in the educational services market, as well as maintain a leading position. Educational activities will be successful if the university focuses directly on the potential consumer: a student whose goal is to obtain a quality education and realize himself in society, and an employer who wants to hire a qualified specialist who has professional knowledge for his further development.

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Municipal educational institution "Romanovskaya Secondary School"

Shamilova Svetlana Alekseevna

Primary school teacher

21 years of experience

Article for the COR - Project

SUBJECT: Competitiveness

educational institution

in modern conditions.

One of the economic prerequisites for a democratic society is the decentralization of economic decision-making. Free competition is synonymous with freedom of choice, freedom of entrepreneurship, freedom of entry into the market - 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 shortage in the number of educational institutions has already been largely overcome. The first place for parents today is no longer the 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 behavior strategy of domestic schools in a completely new way, because in a 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 do not change, however, the essence of competition itself. As a phenomenon, it is not new, but the variety of its manifestations requires constant study, including assessments of dynamics or intensity.

Object of studyThis work is a study of ways to increase the competitiveness of the municipal educational institution "Romanovskaya Secondary School".

Target

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

Information baseserved:

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

Articles by specialists 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 - will help solve complex socio-economic problems in conditions of fierce competition.

Competition – economic conditions for the sale of goods under which competition for markets arises in order to obtain profit and other benefits.

The following types of competition are distinguished:

- species competition, taking place on the market of the product of the same name or its varieties;

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

- inter-industry competition, arising in the market for goods and services in various industries;

- monopolistic competition, taking place in a market with a large number of sellers and buyers with a significant variety of goods sold at different prices;

- unfair competition, whose participants violate accepted rules and norms of competition;

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

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

limited, on the one hand, by the market of pure monopoly, and on the other, by monopolistic competition. Its feature is maximizing profits by raising prices. However, the pricing strategy only works in the short term, since strong competition forces sellers to reduce prices. The small number of commodity producers present in this market is due to the strict conditions for penetration into it, which are dictated by industrial enterprises with a high concentration of production;

- functional competition, taking place in the market for goods that satisfy consumer demand;

- price competitioncarried out by reducing prices;

- pure competition– a market situation when a large number of commodity producers sell similar goods.

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

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 better opportunities for marketing their products, satisfying the diverse needs of customers. There is always intense competition between producers on the world market. The concept of competition is so ambiguous that it is not covered by any universal definition. This is both a way of managing and a way of existence of capital when one capital competes with other capital. Competition acts as a spontaneous regulator of social production. The consequence of competition is, on the one hand, the aggravation of production and market relations, and on the other, an increase in the efficiency of economic activity.

Competition refers to uncontrollable factors that affect the activities of an organization and which cannot be controlled by the organization. Competition is rivalry between participants in a market economy for the best conditions for the 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 on the economic situation and confrontation with other contenders for the greatest income.

Let's consider the factors (criteria) that separately determine the competitiveness of an organization. When developing an organization's (company's) strategy, based on an analysis of the industry and competition, the 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 capabilities;
innovative opportunities;
financial resources;
costs compared to competitors;
customer service.

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

Regulatory and legal framework for protecting competition in the Russian Federation

Competition, having emerged along with the market, goes through a difficult path of 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 state protection and the fight against monopolism was realized, the formation of a regulatory framework for competition and restrictions on monopolistic activities in the economy took place.

1.2.1. Law of the RSFSR "On Competition and Restriction of Monopolistic Activities in Product Markets"

(edited 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 Limitation of Monopolistic Activities in Commodity Markets” // SZ RF, 1998 , No. 19, Art. 2066.)

1.2.2. Federal Law "On the 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” // Social Protection of the Russian Federation, 1999, No. 26, Art. 3174.)

The Law solves the problem of its relationship with other legislative acts regulating similar market relations, highlighting those to which it does not apply at all or is applied 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 limiting competition.

(as amended by Federal Law No. 109-FZ dated July 18, 1995)

These Fundamentals establish guarantees for the implementation of workers' rights 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 field of economic activity and departmental subordination. Aimed at creating working conditions that meet the requirements of preserving the life and health of an employee during and in connection with work.

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 on the market.

CHARACTERISTICS OF MOU "Romanovskaya Secondary School"

Municipal educational institution "Romanovskaya secondary school" was opened in 1983.

School address:

Leningrad region, Vsevolozhsk district, village. Romanovka, 24 Telephone/fax: 61-193, 61-192, 61-112.

Our achievements:

1 gold medalist

17 silver medalists

The main direction of the school's work:

The school implements the concept of variable learning, which allows for individualization of training and education, which helps improve academic performance and the quality of education.

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

OP values:

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

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

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

Creating conditions for self-realization of teachers.

Implementation of pre-profile training: elective courses - 9th grade.

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

Conclusion: Municipal educational institution "Romanovskaya Secondary School" is ready to accept all 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, increasing the School’s rating should be a natural result of the work to implement the overall development strategy. The school must become competitive.

COMPETITIVE ANALYSIS

Municipal educational institution "Romanovskaya Secondary School"

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

Identify your weaknesses and strengths.

Complete transformations on time.

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

As a result, the municipal educational institution “Romanovskaya Secondary School” will be able to choose the optimal competitive strategy and occupy an advantageous position in the industry (market) in order to attract students to its school, as well as take the right position to protect itself from competitors.

SWOT analysis

Possibilities (favorable environmental factors)		Powers (school benefits)
	Opportunity to educate all interested children		Clearly demonstrated competence
	Expanding the range of possible training programs		Adequate financial sources
	The complacency of competitors		Good understanding of parents
	Reducing barriers to entry into foreign markets		Reliable control
	Availability of resources		A clearly defined strategy
	Favorable demographic changes
	Relaxation of restrictive legislation
	Easing instability
Threats (reaction from the external environment)		Weaknesses (disadvantages of school)
	Declining number of students in school		Loss of some aspects of competence
	Per capita financing (money follows the student)		Unavailability of finance needed to change strategy
	Fierce competition		Market art below average
	Increasing requirements for the educational process		Lack of analysis of information on specialized education
	The educational institution will be only the main one		Weak promotion policy
	Reducing the number of jobs (staff reduction)
			Unreliable distribution network for students leaving school
			The low art of competition

Therefore, in order to increase the efficiency of the activities of the municipal educational institution “Romanovskaya Secondary School”, that is, to increase the number of students, it is necessary to develop measures to solve the following problems:

Improving the quality of education.
School personnel policy.
Development of additional education programs.
Medical equipment.
Work on the appearance of the school and surrounding areas.
Advertising campaign program.

To develop measures to increase 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 discussed in the questionnaire was:

Satisfaction with school.
Study conditions.
Relationships with teachers.
Raising the status of the school.

Conclusion : The questionnaire was filled out mainly by mothers (82%), aged between 30 and 40 years (74%), with 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. A fairly high percentage (71%) of parents would recommend the Romanovskaya Secondary School to their friends. High level of satisfaction with the school (from 70% to 86%). High degree of children's comfort at school (81%). But still, 97% of parents believe that the school should be updated.

After analyzing the data, let us graphically present parents’ satisfaction with the school.

Parents' satisfaction with school

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

Hold open days.
Reduce lesson cancellations and replace them with others.
Increase the staff of qualified specialists.
Improve children's nutrition, club work, labor lessons, handicrafts, excursion work.
Increase the professionalism of teachers, improve discipline, work more with parents.
Increase the responsibility of the teaching staff (in general) for children.
Increase discipline.
Have a school bus to transport children from remote villages.
Improve the quality of education.
Be more demanding of children’s appearance, introduce the subject “Ethics and Psychology of Family Life.”
Five-day school week (primary school).
Improve the school area.
Make sure that children go to school with pleasure.
Carrying out state policy with the aim of attracting young specialists to educational institutions, creating material and technical conditions at educational institutions, introducing a five-day school week (not at the expense of increasing the teaching load).
Provide security not only in the school building, but also on the school grounds.
Increase attention to students (especially from 5th grade).
Organization of sports sections.
Involve God-given teachers who know their subject at the highest level and know how to attract and entice children to work with children.

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

DEVELOPMENT OF MEASURES TO INCREASE COMPETITIVENESS OF MOU "Romanovskaya Secondary School"

In my opinion, the school motto 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 economic planning services over a short period, for example, the development of an annual production program, drawing up quarterly enterprise budgets, monitoring and adjusting the results obtained. It consists of developing, based on 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 developing planned tasks with organizing their implementation. The task of operational production planning is to organize uniform, rhythmic, mutually coordinated work of all production departments of the enterprise to achieve the best final production results.

In connection with the receipt of 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 its goals.

“Plan of activities aimed at achieving the goals”

	Events	Goals
	Marketing activities of the director	- training children enjoying the market
	Innovative activities 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; Summary of final activities
	Profile 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 entity. and educational space
	Medical equipment	Availability of a pediatrician, neurologist, and dentist at the school
	Exterior view of the school and surrounding area	Aesthetic education;

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

Let's look at the events in more detail.

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

Step 1. Analysis of external

Step 2. SWOT analysis

Analysis of internal strengths and weaknesses

Analysis of external opportunities and threats

SWOT Based Strategies

Step 3. Assess and optimize school marketing

Marketing solutions in today's market conditions

Expenses on marketing, control and evaluation of their effectiveness

Step 4: Set Marketing Goals and Find Opportunities for Growth

Mastering new technologies

Step 5: Develop a Marketing Strategy

Assessing the attractiveness of an organization

Step 6: Developing a Marketing Mix

Development of new promising ideas based on existing ones

Development of innovative programs

Relations with higher education institutions

Promotion Policy: Integrated Approach

Assistance for applicants to universities

Step 7: Developing a Marketing Budget

Marketing Budget Definitions

Step 8. Drawing up and presentation of the final document

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

Strategic thinking and strategic planning skills

Knowledge necessary to study the market for in-demand professions and forecast demand

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

Innovative activities of the institution.

Basic parameters of innovative and non-innovative management

n.n.	Traditional management of the educational process (TMP)	Innovative pedagogical management
	Goal setting according to achieved results	Goal setting according to the forecasted future
	Fixed positions of UVP subjects	Reliance on the independence and initiative of all UVP subjects
	Management of air defense systems as a reaction to specific events that occur (usually with a delay)	UVP management as an active search for opportunities, taking into account the anticipation of the future
	Minimizing deviations from accepted schemes for organizing air supply systems; the desire for maximum unification of the main components of the UVP	Pluralism, multiplicity of logics for the development of UVP; the desire for pedagogical innovations, the search for new approaches to organizing educational programs
	The search for solutions to management problems is carried out consistently until the first positive solution	The search for solutions to management 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
	Optimizing UVP performance	Optimizing the performance potential of UVP

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

School personnel policy.

The educational qualifications of the teaching staff are high. The level of teaching staff allows us to ensure the right of every child to receive a quality education, taking into account the capabilities of their health status.

Profile of education.

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

Image - conducting an advertising campaign.

Advertising specialists design and produce advertising posters for the school. Their concept reflects the main activities of the school, such as recreation, sports, studying English and other foreign languages abroad. The next stage will be the radio broadcast of commercials created in the audio-video recording studio. Publications of the main events of the school in the press “Vsevolozhskie Vesti”, “Romanovsky Vestnik”. Constantly updating the school website on the Internet.

Additional education programs.

The content of additional education for children is comprehensive. In the reality around us, be it living or inanimate nature, a 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 a wide variety of individual interests.

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

artistic and aesthetic;
scientific and technical;
sports and technical;
ecological and biological;
physical education and health;
tourism and local history;
military-patriotic;
social and pedagogical;
cultural;
economic and legal.

By implementing the tasks of additional education, the school tries to resolve the existing contradiction between the need, on the one hand, to master the educational standard, and on the other, 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 education reform.

Cooperation with a kindergarten.

Creation of a unified educational and educational space for 15 years (from 2 years of the nursery group of the kindergarten to 17 years of the graduating class). Close cooperation between kindergarten teachers and school teachers. Conducting master classes. Create preparatory groups for future first-graders at the school.

Medical equipment (pediatrician, psychologist-neurologist, dentist)

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

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 condition

schoolchildren's health;

Reducing the overall morbidity of students;

Improving the health and medical and social rehabilitation of students,

preparing teenage girls for upcoming motherhood, boys for military service, fatherhood;

Increase in the professional level of activity of doctors responsible for

for the health of children and adolescents studying in educational

institutions;

Strengthening 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.

Exterior view of the school and surrounding area.

The area adjacent to the building is not cluttered, which makes it possible to admire the school building from all sides. Neat walking paths ring the school grounds, and neat, evenly trimmed lawns are pleasing to the eye. There are no trees that can be stripped of branches, foliage, or simply broken.

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

Thus, for a general education institution to become competitive, the director needs to make a lot of effort. Only if the director becomes a leader capable of organizing the process of improving a school institution, attracting school employees to it, and leading them to jointly implement management decisions to achieve their 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.
A school is an educational institution, which, if isolated from society, from its needs and orders, is subject to more intense degeneration. The school prepares people of the future generation and therefore must prepare them to build a new social organization of life that would help each person find himself in a complex system of social relations.

Marketing is a living connection 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 planning activities of the school, there cannot but 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 assessed positively.

Thus, competitiveness is the totality of the school’s capabilities. The competition factor is of a coercive nature, forcing schools, under the threat of being forced out of the market, to constantly engage in the system of quality of education and upbringing and, in general, the competitiveness of the educational institution.

LIST OF REFERENCES USED

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

Shamilova Svetlana Alekseevna

Project name

“Competitiveness of a general education institution in modern conditions”

What life situations and academic subjects is this project related to?

Today, not a single 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 to be solved

The school must produce what is in demand, that is, fulfill the social and economic order of society. In the analytical and planning activities of the school, there cannot but 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 assessed positively.

Why is it important to discuss and solve this problem together and, above all, with the students’ parents?

Only parents have the right to decide which school their child will attend. To develop measures to increase 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 discussed in the questionnaire was:

Satisfaction with school.
Quality of the educational process.
Study conditions.
Relationships with teachers.
Raising 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 is the development of measures to increase the competitiveness of the municipal educational institution "Romanovskaya Secondary School".

Project results

The words “Let everyone find themselves here!” express a common desire to ensure that the talent of every student is revealed at school and the creative potential of every teacher is realized.

Target group

Administrative worker

What will participation in the project give to its participants?

In connection with receiving free public education on the principle of per capita financing, the 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 its goals.

What you need to be able to do and know to achieve your goals

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

Consider general theoretical issues of competition, legislative and regulatory acts on issues of competition regulation;

Conduct an analysis of the competitiveness of the municipal educational institution "Romanovskaya Secondary School";

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

Concepts, models, projects of the socio-cultural environment of the territory. Edited by S.A. Lisitsyn, S.V. Tarasov: S-P. LOIRO, 2005-244p.
Z.G. Naidenova, N.I. Samsonov “Informatization as a leading civilizational factor in the development of an innovative regional education system. St. Petersburg: LOIRO, 2007. – 175 p.
L.B. Kutsenko-Barskova “Workshop on the examination of innovative activities in educational institutions. St. Petersburg: LOIRO, 2006.
Profile training in Len. region: experience, models, technologies, programs. (Bulletin of LOIRO No. 1 2008)
Under. ed. S.V. Tarasova “Scientific and methodological materials of innovative projects of educational institutions - participants of Leningrad. region competition “School of the Year – 2008” St. Petersburg: Publishing house. “First class” 2008 -159s.
“On the way to creating an innovative school model” V.N. Volkova, I.I. Kvashnin, L.B. Kutsenko-Barskova St. Petersburg. 2006
“Managing a modern school: monitoring the educational process” Z.G. Tsareva, T.I. Alieva St. Petersburg: LOIRO, 2007.

On what issues do we interact with students’ parents?

territorial proximity;
the personality of the first teacher;
level of students' preparation;
school equipment;
catering;
leisure activities;
prestige of the school.

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

Forms of work with parents:

parent meetings– parent education school, once every quarter;
school-wide parent meetings- school work report, twice a year;
parent conferences– discussion of pressing problems;
individual consultations– overcoming parental concerns;
conversations – to prevent conflict situations;
parent readings– parents not only listen to teachers’ lectures, but also study literature on the problem and participate in its discussion;
parent evenings– a celebration 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 reminders).
Creative meetingswhen children show their parents their achievements and skills.
Parental educationon problems of education in the family and school; informing about student achievements (including through the school website, blog).

Possible questions for joint discussion and resolution with parents

Learning motivation.
Satisfaction with school.
Quality of the educational process.
Study conditions.
Relationships with teachers.
Raising the status of the school.

What are the ways and means to expand community members

Expansion by including new members from among school administrators, parents, additional education teachers, meeting and collaborating 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
Google Spreadsheets www.gmail.com	Entering diagnostic data.
Profiles in Google www.gmail.com	To conduct surveys.
Google Calendar www.gmail.com	Displaying project milestones.
Collaborate on Google Docs	Summary of different points of view.
Vicky	Presentation of student work results and achievements.
Blogs	Exchange opinions and present your 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, video blog	Presentation of project results, current project portfolio
Photo services in Flickrhttp://Flickr.com , Pikasa, Fotodiahttp://www.fotodia.ru	For obtaining 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 Sunny Bunny was justified; - the economic efficiency of the complex of marketing activities proposed for MBDOU Kindergarten No. 48 Sunny Bunny was assessed. Herself...

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

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