Regardless of whether a man is married or leads a wild life, he always appreciates the women around him. Such is nature - he loves with his eyes. You have probably heard, being in men's companies, phrases like: “Here is our new employee, nothing like that, a solid seven”, “Vanka’s wife, of course, is a top three” ...

In contact with

Odnoklassniki

You can guess roughly what is meant, but the attractiveness scale from 1 to 10 has a certain meaning. Note that every man has his own ideals and ideas of beauty. For one it is “by 9”, for the other it is “by 4”.

depositphotos

They say that this scale came from pikapers (men who are interested in the quantitative indicator of women lured into bed), and among normal men it has a softer decoding. Our editors decided to tell what is meant by these points. You should not be offended by men for this, because women also evaluate representatives of the opposite sex. But more about that another time.

Beauty assessment

1 TO 3 - UGLY

It means a woman who has either serious physical defects or serious mental disorders. Such women are characterized by excess weight, skin problems, sparse hair and bad teeth. This may be due to genetics or be the result of injuries and health problems, excessive smoking and alcohol consumption.

But we'll fix it. If the appearance cannot be corrected in any way without serious investments and plastic surgery, you need to work on your character and personality. Such women also have many successful marriages, because a man should not only see the label, but also feel spiritual comfort.

depositphotos

4 - SIMPLE

According to men, such a woman cannot be called ugly, but also beautiful or cute too. She has a simple appearance without any prominent features. However, if such a girl is quite smart and interesting, she may well become the conqueror of men's hearts. You just need to work on your presentation and style. Perhaps one detail is missing to reach a new level.

depositphotos

5 - AVERAGE

This is a woman who looks like everyone else. For example, he wears the same haircut and clothes as most, does not really bother with style and the manifestation of individuality. She may have good body and face, but she does not stand out from the crowd. But at proper care for herself, she can have good success with men. It’s not a shame to seduce such a woman, but there’s nothing to boast about either.

depositphotos

6 - GOOD, CUTE

From point of view natural beauty These women are not written beauties. But they know how to highlight their virtues, which captivates men. Smiling, pretty, she knows what a man wants to see and hear. He himself understands that there is better, but it's nice to spend time with her. Such women are usually flexible and desire a long-term relationship. Very often, men who led a wild life and changed beauties one after another marry such unpretentious, but lovely women.

depositphotos

7 - CUTE

These are girls with good natural data. Under certain circumstances, they can look beautiful or even hot. We can say that these are women whose bodies men rate as an eight, and their face as a six. With good makeup and nice dress These women can turn a man's head. Representatives of the stronger sex are greedy for their charms and are not averse to showing off such a thing in front of their friends.

depositphotos

8 - REALLY BEAUTIFUL

This is the woman that most men like. She has a certain charm, you want to look at her, it's nice to look at her. But she doesn't put much effort into it. In other words, these are women who, in addition to regular facial features and a good figure, also have a zest that captivates men so much. They always have a lot of fans, which further fuels the desire of men to meet.

depositphotos

9 - BRILLIANTLY BEAUTIFUL

This is a woman with bright external data, which even without makeup stands out among other representatives of the fair sex. They are often referred to as sexy. There are many famous women among them: Monica Bellucci, Ornella Muti, Angelina Jolie ... Men admire such beauty and they are not at all concerned about the inner content of these young ladies, their past and outlook on life. They desire to possess them, dream about them and commit thoughtless acts.

But there is a downside to this beauty. Very often, such women are unhappy, although they bathe in the attention of gentlemen. After all, they are regarded simply as a label, completely without listening to their desires.

When making a decision to acquire a company, the acquiring company evaluates not only information about tangible assets, but also many other factors.

A feature of the current competitive struggle in the IT sector is the shift in emphasis to the accumulation of intangible assets and the establishment of stable long-term contacts with customers. Often, when assessing the value of a company, intangible assets are also called intellectual capital. This term usually implies accumulated useful knowledge. Such a definition suggests that it is the presence of intellectual capital that can cause a discrepancy between the value of the company's assets reflected in the financial statements and its real market value. In recent decades, the share of intellectual capital in the total market value of firms has been growing.

Today, the method of assessing intellectual capital using the so-called strategic maps is becoming increasingly popular. Initially, strategic maps (SC) were developed as part of a balanced scorecard (BSC) for the strategic management of a company. BSC uses cause-and-effect relationships between strategic goals, reflecting their parameters and factors for obtaining planned results. The system is based on four components: financial, client, internal business processes and staff training and development. Their goals and objectives are reflected in financial and non-financial indicators. The latter can be considered the number of buyers, market share for any product, the number of certified specialists, etc.

SCs are designed to align a company's short-term goals with its long-term strategy within these four main business areas. SC characterize the company in the process of development - yesterday (financial aspect), today (the aspect of customer relations and the aspect of organizing internal business processes) and tomorrow (the aspect of training and development). In addition to organizing control over the achievement of established indicators, the dynamics of indicators that are important for the implementation of the company's strategy also play an important role. One of the key points is the choice of SC indicators to assess the company's position in the market. Usually, 15-20 indicators for each of the components are used for this.

A very important factor is the dynamics of the company's development. Therefore, in order to assess the attractiveness of a company for an investor, one should compare the main indicators characterizing tangible and intangible assets over the past two to three years. One of the most convenient tools for such a comparison is the SC. The dynamics of changes in their indicators indicates whether the development of the company is going in the right direction.

Financial aspect

An example of SC for the financial component is given in table 1.

Positions 7 and 8 are among the most important for an investor. The cash flow characterizes the receipt of funds to the settlement accounts of the company for the year, and the dynamics of its change should not differ significantly from the dynamics of sales. Otherwise, one should look to see if the entire increase in sales will be offset by an excessive increase in receivables or other assets.

This indicator is equally important for all groups of IT companies: system integrators, offshore programming firms, distributors. At the same time, the first two groups, due to the specifics of the business - contract deliveries - can relatively easily improve this indicator. It is necessary to speed up payments from customers for deliveries and work performed, to increase the share of advance payments. For distributors, the cash flow is determined by the amount of receivables, and, as a rule, significant changes (improvements) are much more difficult to achieve here.

Return on Equity and Assets: A distributor can improve these figures primarily by increasing net income, which is not at all easy, or by reducing equity and assets. If system integrators and programming firms have insignificant assets, then the distributor's assets are formed primarily by the balances Money in bank accounts and warehouse stocks. Less assets - better rate of return. Therefore, the simplest recommendation would be to make all obligatory payments by the time of the quarterly report, which will achieve a reduction in account balances. To reduce the size of assets, you should also reduce inventory by the end of the quarter.

The return on equity is calculated as net income divided by equity, where equity is the difference between a firm's total assets and its liabilities. In addition to the "own" capital of the company's shareholders, the calculations also take into account retained earnings of the current and previous periods. And if distribution companies have profits more or less evenly distributed over time, then integration and programming firms with long-term projects often receive most of their annual profits with one payment at the end of the year. And here it is important to carry out formal actions for the distribution of profits by the end of the current period, directing it to the payment of bonuses, training, the purchase of equipment, etc. Otherwise big size retained earnings will fall into equity and reduce the rate of return.
It should also be noted that the value of assets is used in assessing the value of the company, so such actions should be approached with caution.

Customer Relations

This SC (Table 2) includes the most important indicators of intangible assets. For example, the customer base may be a separate sale and purchase product. The share of sales to the ten largest buyers characterizes the stability of relations, the independence of the company from one or several largest customers, and the diversification of sales.

The figures in the table cannot be improved quickly and easily on the eve of the sale of the firm or at the end of the quarter. The number of buyers can grow significantly only in an unstructured market or in a young company. If an integrator or distributor has, as a rule, already formed a client base, then for a company engaged in offshore programming, the growth of this indicator should be significant. It should be noted that the number 10 itself is very conditional and is used with a sufficiently large number of clients. Often used indicator 20/80, which characterizes the volume of sales attributable to the share of 20% of the largest customers. It is believed that the more evenly distributed sales among buyers, the more stable the customer base. If the growth in the number of buyers plays a big role in the business, especially of young companies, then the growth of market share is important for large firms.

Perhaps the most important thing is that the UK clearly demonstrates the dynamics, the growth of indicators over the past two to three years. For distributors, the most significant indicator is the growth of market share for the most important products. For companies working with end users - integrators and programmers - the most significant growth of new customers and sales to one customer.

Aspect of business processes

Table 3 shows an example of a map that describes a firm's business processes. Business processes are the most specific feature of every company, and it is difficult to cover them comprehensively in one article or even a book.

Let's dwell on some general provisions. For a distribution company, the main indicator of the effectiveness of its business processes is the warehouse turnover, which includes the time for delivery of goods. The turnover is compared with the length of the vendor's credit line (in days), and if the turnover is less than the line, then it is usually concluded that the business in this company is generally well organized. Well, if the turnover, together with the average receivables, exceeds the vendor's credit line, which allows minimizing external borrowing, then it is believed that the business in this company is generally well organized.

For integrator and programming firms, indicators of the duration and labor intensity of projects are important, which characterize the stability and scale of the company's work.

Development aspect

The example of the SC of the development dimension (see Table 4) contains nine indicators. The most important for a distributor are investments in the development of new markets, both geographical and product, showing the process of business diversification. It is important that diversification leads to synergy, the unification of various business branches into a single information and financial space, where different divisions positively influence each other and from the addition of their assets, the total asset of the company is more than a simple arithmetic sum.

For integrators and programming firms, of course, the most important indicators are investments in training and certification of employees. An attractive item is also the indicator of research and development costs that large players can afford. The dynamics of development spending should be correlated with the dynamics of growth in the firm's sales volume.

The attractiveness of the company as an integral indicator and the main motive for buying it cannot be significantly increased by a short time pre-sale preparation. Only some financial indicators can be improved quickly, but the remaining 15-20 positions in each of the four SCs require targeted work both within the company and in the market. Recent publications and the practice of mergers and acquisitions show that the SC is a convenient tool that allows you to formalize the process of assessing attractiveness.

Table 1. SC: financial component

attractiveness the market is characterized by a set of indicators (indicators, metrics), according to which the company decides to work in this market. At the same time, the sales market is considered to be both the entire market within the commodity-geographical boundaries, and each segment of this market.

Attractiveness assessment is necessary when choosing a market/segment that the company intends to develop. At the same time, it produces comparative analysis several potentially interesting sales markets, from which the most attractive one is selected. The main problem of assessing attractiveness is the choice of indicators, both in name and quantity. Currently, there is no single approach that allows you to reliably and objectively choose the most suitable market for a given company. Therefore, in each specific case, attractiveness indicators are selected taking into account the following initial data:

A. The planning horizon of the company's activities in this market.

B. Type of market (industrial, consumer).

B. Planned scale of market activity.

D. Size of the company (for example, by turnover).

Formation of a strategic vision of development prospects

The market includes, first of all, the definition and evaluation of various factors related to its condition, changes in the general economic situation and the emergence of new competitors. Thus, we are talking on assessing the attractiveness of the sales market according to certain indicators, the most important in terms of making a decision on the formation of a sales system for the company. Based on Ozhegov's Explanatory Dictionary, "attractive is one that attracts, disposes to oneself, likes it." Hence, attractiveness the sales market is estimated by the company itself, i.e. From this point of view, it is quite a subjective characteristic. The same market environment will be attractive for one company and unattractive for another. A company can assess the attractiveness of a sales market positively if its indicators are equal to or exceed some of the “standard” values ​​set by the company itself. For example, P. Doyle defines an attractive market as "a market in which the average company consistently receives income in excess of the cost of capital (i.e. creates value for shareholders)" .

When analyzing the attractiveness of the market, one should also keep in mind one important circumstance, namely: attractiveness can and should be assessed both for the market as a whole (with an undifferentiated marketing strategy) and its segments (with differentiated or concentrated marketing strategies). Therefore, assessing the attractiveness of the market as a whole, it is necessary to make an analysis of those consumer segments to which the company's marketing efforts are directed.

Factors of attractiveness of the market or its segments can be divided into two groups:

• a) factors that do not change over time (for example, territory) or change so slowly that in some period of time they can be considered constant (natural resources, climatic conditions, etc.);
• b) variable factors that are subject to change over time. Some of them are changing slowly but at a noticeable pace, such as transport, technical, scientific and innovative infrastructure, social, political and environmental conditions, consumer behavior, their income, shopping habits, etc. Other factors can change quite quickly or abruptly (local legislation, local government policy, competitive environment, seasonality of demand, etc.).

To select the most attractive sales market, a comparative analysis of several potentially interesting markets or segments is carried out. The larger the company, the more attention is paid to it by the macro environment. Despite the fact that various aspects related to the attractiveness of markets, industries and the market environment are generally considered in the works of many researchers (D. Aaker, G.L. Bagiev, D.I. Barkan, I.K. Belyaevsky, J. Wind, T.P. Danko, P. Doyle, J. Day, F. Kotler, J.-J. Lambin, J. O'Shaughnessy, etc.), there is still no single methodology for their assessment. The problem is that there are too many factors on which the attractiveness of the market depends and this requires the collection of a large amount of information in order to make an appropriate decision. In table. 2.6 the indicators of attractiveness of the market offered by some researchers are resulted.

Market Attractiveness Indicators

Table 2.6

J. Day approaches the analysis of factors that determine market attractiveness in terms of their impact on profits (Table 2.7).

Factors affecting the market attractiveness

Table 2.7

A review of approaches related to assessing the attractiveness of the sales market shows that almost all researchers distinguish that

some indicators, such as characteristics of intermediaries, characteristics of competition, entry barriers and risks. In table. 2.8 summarizes the indicators that it is advisable to consider in terms of market attractiveness for a supplier of goods or products.

Sales market attractiveness indicators

Table 2.8

Selected in the table. 2.8 indicators allow you to objectively assess the attractiveness of the sales market. It is worth noting such an important factor as the required amount of investment for the development of the market, which is attractive for the company in terms of its indicators. Therefore, before entering a new market, you need to have answers to the following questions:

• How much capital is needed to secure the required market share?
• when will the costs pay off?
• When is the first profit possible?
• Who will give the capital and when will it be necessary to return it to the borrower?

• Dictionary Ozhegov: http://www.ozhegov.ru
• Doyle P. Value Based Marketing / P. Doyle: Per. from English. - St. Petersburg: Peter, 2001. S. 214.
• Day J. Strategic Marketing / J. Day: Per. from English. - M.: EKSMO-Press, 2002. S. 207.

MINISTERIAL ASSESSMENT

In the annual rating of Russian regions for the development of tourism, compiled by the Ministry of Culture, the regions of the Far Eastern Federal District occupy a very modest position. At the end of 2017, only Primorsky Krai showed a good result, taking 23rd place and falling into the group “Regions with relatively high rates tourism development". In the Khabarovsk Territory, the indicators of the development of the tourism industry were assessed by the experts of the Ministry of Culture as average - 47th place. Next to him in 49th place is the Republic of Sakha (Yakutia). The same group of regions with average indicators included Sakhalin Region (54th place), Amur Region (62nd place), Kamchatka Territory (63rd place), Magadan Region (74th place). The Jewish Autonomous Region (83rd place) and the Chukotka Autonomous Okrug turned out to be outsiders - they took the last 85th place in the rating.

Among all subjects of the Far East, Primorsky Krai is the most attractive region for both domestic and foreign tourists. According to the regional border department of the FSB of Russia, 518 thousand foreign citizens visited Primorye in 2017, which is 12 percent more than in 2016. Among them, the leading positions are occupied by citizens of China. 421 thousand people came to the region from this country. According to the candidate of economic sciences Nikolai Lipatin, such interest of the Chinese in the Primorsky Territory is caused, among other things, by the opportunity to play in the casino.

– Establishment of the Primorye gambling zone near Vladivostok in 2009 was the right decision. The strong growth of the Chinese economy has led to an increase in the welfare of the population, and now the Chinese are ready to spend the earned yuan on tourist trips, and given the love of the inhabitants of the Celestial Empire for gambling, the opening of the Tigre de Cristal casino in Muravyinaya Bay in 2015 came in handy, says Lipatin.

Director of the tourist information center of Primorsky Krai Daria Guseva says that the main visitors to the gambling zone from China are residents of the southern provinces.

- Wealthy tourists come to Primorye from the south of China and play in the casino. They also gladly book tours related to river rafting, fishing and travel in the taiga. In the general flow of tourists from China, they make up a smaller part. Most of the guests from the Celestial Empire are residents of the northern provinces who come to Vladivostok for 3-4 days to go shopping, try Russian cuisine and purchase various dietary supplements from marine flora and fauna,” says Daria Guseva.

Vladivostok is the main tourist attraction in Primorsky Krai. The efforts made by the federal authorities to reconstruct it in time for the APEC summit in 2012 yielded very good results. In 2015, National Geographic magazine included it in the top ten most beautiful sea cities in the world, and Forbes included it in the top ten Russian cities for recreation.

In addition to the capital of Primorye, tourists are attracted by the Safari Park, the National Park "Land of the Leopard", the Dragon Park, Mount Pidan, Petrov Island, Triozerye Bay and many other places that Primorsky Krai is so rich in.

EASTERN RING OF RUSSIA

In 2014, Rostourism is the tourist brand "Eastern Ring of Russia". Its goal is to unite sights and interesting events for tourists in 12 regions of the Far East and Transbaikalia. It is assumed that as a result of the project implementation, tourist and recreational clusters and supporting infrastructure will be formed.

Each of the subjects of this route presents its own unique tourist sites and attractions: for example, in Yakutia - these are the Lena Pillars, in the Amur Region - the Vostochny cosmodrome, in Kamchatka - the Valley of Geysers. In addition, the project involves linking tours to various events specific to each of the seasons. So, going along the Eastern Ring of Russia in winter, you can visit the festival of national cuisine "Buuzyn Bayar" in Buryatia, watch the ice sculpture competition "Ice Fantasy" in Khabarovsk, take part in the traditional dog sled race "Beringia" in Kamchatka. As conceived by the authors of the project, interregional routes should become the locomotive for the development of the industry within each of the regions.

However, the formation of this single tourist route is slow. Only in 2016, an agreement on the interaction of the parties on the implementation of the project between the Ministry of Culture of Russia, Rostourism and interested regions. In May 2018, at the fourth Pacific Tourism Forum, representatives of the constituent entities of the Eastern Ring of Russia noted that thanks to subsidized tickets and effective promotion, interest in the route had grown. However, its full potential is still far away.

According to Daria Guseva, now the Eastern Ring of Russia is of particular interest to Europeans. It is they who are happy to purchase tours along this route, and its presentation in Australia attracted tourists from this country as well.

BENEFITS AND CHALLENGES

Each of the regions of the Far Eastern Federal District has its own unique historical and cultural sites that are very attractive for tourists. However, it is not easy for the Far Eastern regions to provide an acceptable level of service and decent infrastructure. In addition, there are high transport costs.

“The development of domestic tourism is greatly hindered by high airfare,” says Nikolai Lipatin, Candidate of Economic Sciences. - The Far East and Siberia are poorly populated, and therefore they cannot provide a massive tourist flow within themselves. It is necessary to attract people from the densely populated European part of Russia, but it is cheaper for them to fly to Europe.

According to Olga Gurevich, Chairman of the Public Council for Tourism under the Governor of Primorsky Krai, a common problem for all Far Eastern regions is a poorly developed tourism infrastructure.

– The quality of the tourist product is strongly influenced by such factors as: bad roads, insufficient number of information signs and scoreboards, low level service,” says Gurevich. - In addition, there a big problem with frames. Unfortunately, we have not yet introduced a guide certification system, and therefore sometimes people come across who conduct excursions without knowing the subject at all. Of course, each region has its own specifics, but as the tourism industry develops, each of them will face similar problems. For example, Primorye attracts tourists primarily by the sea coast. Most popular beaches and recreation areas are located in small towns, the infrastructure of which is simply not designed for a large number of people. During the high tourist season in these coastal villages and their environs, there are four or even five times more tourists than local residents. Naturally, the medical services and the police of these settlements are simply not able to cope with such a flow. It comes to the fact that in the surrounding shops there is not enough elementary products, - says Olga Gurevich.

In her opinion, the problem is also that in the high seasons, prices in the Far East do not match the quality. Services are overpriced.

- Few people think about extending the tourist season. Most industry players are looking to get more money here and now,” notes Gurevich.

Another serious issue that affects not only the tourism industry, but also other areas of the Far East, is the low population density of the territories.

“No development is possible without people,” says sociologist Maxim Namdakov, “and the tourism sector is directly tied to the indigenous population. It is these people who supply the industries that provide tourism with personnel. Unfortunately, the Far East, Transbaikalia, Siberia are losing population. Of course, in each subject this process proceeds differently, but the general trend is exactly the same. Moreover, internal migration can also affect tourism. People from small settlements move to larger ones, and this, in turn, “exposes” tourist attractions located in the outback. The infrastructure suffers from this. The modern mass tourist loves not only beauty, but also comfort. Therefore, it is unlikely that he will go to admire the waterfalls and lakes, not being able to relax after a walk with all the amenities. And only the population permanently residing near the sights can provide them, - the sociologist notes.

The Far East has huge resources for the development of both domestic and inbound tourism, and state support measures, which are presented within the framework of the federal law "On the Free Port of Vladivostok", provide ample opportunities for the development of tourism in the territory of the Far Eastern Federal District, says Associate Professor of the Department of Service and Tourism of the School Economics and Management FEFU Irina Barashok.

- Considering the remoteness of the Far East region from the central regions of the country, the first thing I would like to note is the lack of information about the Far East. Recently, a forum of tour operators "Pacific Breeze" was held in Primorsky Krai, and its participants just noted that there is very little information on the Far East or it is "on duty". Therefore, it is necessary to organize fam-tours for Russian and foreign tour operators as often as possible so that they learn more about the Far Eastern Federal District and can independently assess the tourist resources of the region. To increase the information content about the region, the tourist industry, if possible, participate in the Tourist Business workshop, write more about the region to journalists by posting articles in such electronic publications, for example, as RATA-news, - says the expert.

To enhance tourist flows, it is important to develop transportation, increase the number of regular flights in Russia and international traffic, to solve the problem of quality service in the tourism market, pay attention to training personnel for the tourism industry, namely, mastering practical professional skills. One of the ways to solve this problem is the introduction of WorldSkills standards into the educational process.

"It is possible to increase the average length of stay in the region and motivate tourists to make repeated trips by diversifying tourist routes and expanding the network of interregional routes within the framework of the Eastern Ring of Russia project. To develop a new tourist route, you need to know the consumer of tourist services, understand what he wants to see. Therefore, the use of a marketing approach in the activities of travel agencies should become mandatory," the expert says. According to Irina Barashok, it is also necessary to develop unique events that could arouse interest among tourists. "The development of event tourism requires a new approach to its organization - the coordination of numerous co-executors and co-organizers. In addition, it is impossible to create an effective tourism event without financial, organizational, informational support from the executive branch," she sums up.