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Файл:Basics of entrepreneurship in the motor transport industry. Study guide
.pdf
Ministry of Science and Higher Education of the Russian Federation
Yuri Gagarin State Technical University of Saratov
Yu.A. Miroshnichenko, S.A. Gusev,
V.N. Sokolov, E.I. Kobiashvili
BASICS OF ENTREPRENEURSHIP
IN THE MOTOR TRANSPORT INDUSTRY
Study guide
for students in the course «Basics of entrepreneurship
in the motor transport industry»,
for students studying in the direction 23.04.01
(Master's degree) «Technology of transport processes»,
profile «Organization of transportation and management
of road transport» and 23.04.03 (Master's degree) «Operation
of transport and technological machinesи and complexes»,
profile «Expertise and technology of services in transport»
Saratov 2025
УДК 339.138
ББК 65.290
М 64
Reviewers:
Department of Cars, Naberezhnye Chelny Institute
of Kazan Federal University
(Head of Department, Dr. Sci. Tech., Professor
R.F. Kalimullin)
PhD (Economics), Associate Professor,
Deputy General Director of JSC Mezhgorodtrans
E.V. Feklin
Approved
by the Editorial and Publishing Council of
Yuri Gagarin State Technical University of Saratov
М 64 Basics of entrepreneurship in the motor transport industry:
study guide / Yu.A. Miroshnichenko, S.A. Gusev, V.N. Sokolov,
E.I. Kobiashvili. – Saratov: SSTU, 2025. – 164 p.
ISBN 978-5-7433-3685-2
The study guides consider the features and industry specifics of the motor
transport and motor car service market, the organization of marketing activities,
the regulatory framework for the transportation of goods and passengers, leasing
operations and their application, and taxation of small businesses in road
transport. It considers regulation methods, competition and competitiveness,
service diversification, and pricing and advertising in motor transport activities.
For students in the course of «Basics of entrepreneurship in the motor
transport industry», for students studying in the direction 23.04.01 (Master's
program) «Technology of transport processes», profile «Organization of
transportation and management of road transport» and 23.04.03 (Master's
program) «Operation of transport and technological machines and complexes»,
profile «Expertise and technologies of service in transport».
УДК 339.138
ББК 65.290
© Yuri Gagarin State Technical
University of Saratov, 2025
© Miroshnichenko Yu.A., Gusev S.A.,
ISBN 978-5-7433-3685-2 Sokolov V.N., Kobiashvili E.I., 2025
2
CONTENTS
Introduction .......................................................................................................... 5
1. Theoretical aspects of developing business operations ................................ 6
1.1. Concept of business and entrepreneurship ................................................. 6
1.2. Personality traits of entrepreneurs .............................................................. 7
2. Small and medium-sized businesses in the economy of the country.
Intermediary entrepreneurship in the field of motor
transport services ........................................................................................... 12
2.1. Small entrepreneurship ............................................................................. 12
2.2. Intermediary entrepreneurship in the field of providing
transport services ..................................................................................... 16
2.3. Freight forwarding services ...................................................................... 17
3. Organizational and legal forms of enterprises in the motor
transport industry .......................................................................................... 33
3.1. Main types of business partnerships and companies,
and principles of their organization ......................................................... 33
3.2. Classification of road transport enterprises .............................................. 37
4. Market of road transport services, market of motor
car services and their importance ................................................................ 41
4.1. Formation of the market of motor transport and motor car services ........ 41
4.2. Competition and competitiveness in the market of motor
car transport and motor car services ........................................................ 46
5. Organizing marketing activities in road transport .................................... 61
5.1. Marketing research in the motor car transport services market ............... 61
5.2. Pricing and advertising in the motor transport industry
and its impact on the success of a motor transport enterprise ................. 68
5.2.1. The essence, objectives, and role of pricing strategies ...................... 68
5.2.2. Marketing pricing strategies .............................................................. 69
5.2.3. Pricing methods ................................................................................. 72
5.2.4. Pricing methods for the provision of transport services .................... 76
5.2.5. Marketing strategies for motor transport enterprises ......................... 77
5.2.6. Analysis of advertising activities of a transport company................. 79
5.3. Business plan of a motor transport enterprise........................................... 85
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6. Legal and regulatory support of cargo and passenger transportation .... 92
6.1. Regulatory framework for entrepreneurial activities in road transport .... 92
6.2. Methods of regulating motor transport activities ..................................... 94
7. Leasing operations and their application in motor transport ................. 100
7.1. The essence of leasing and the efficiency of its application
in motor transport .................................................................................. 100
7.2. International leasing of cars and equipment ........................................... 106
8. Taxation of small business entities in road transport .............................. 111
9. A project and a project team ...................................................................... 118
9.1. Concept of a project and a project team ................................................. 118
9.2. Five stages of the project life cycle ........................................................ 120
9.3. Classical approach to project management ............................................ 122
9.4. Rules for preparing and holding meetings ............................................. 131
9.5. Basic methods of evaluating candidates when
forming a project team........................................................................... 133
9.6. Distribution of responsibility .................................................................. 142
9.7. Project team development stages ............................................................ 145
9.8. Basic team management tools ................................................................ 149
9.9. The main reasons for project failure ....................................................... 155
Conclusion ........................................................................................................ 157
List of references .............................................................................................. 158
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INTRODUCTION
The study guide has been prepared in accordance with the current federal
state educational standard of higher education for training in the field of
entrepreneurship. Particular attention is paid to the practical focus of the
proposed material, taking into account the high dynamics of changes in the
situation on the motor transport services market, the development of transport
technologies in business, which, in turn, determines the relevance of using
a particular edition in the educational process.
The features and industry specifics of the motor transport and car service
market, the organization of marketing activities, regulatory framework for the
transportation of goods and passengers, leasing operations and their application,
taxation of small businesses in motor transport are considered.
The methods of regulation, competition and competitiveness,
diversification of services, pricing and advertising in motor transport operations
are considered [1].
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1. THEORETICAL ASPECTS OF DEVELOPING
BUSINESS OPERATIONS
1.1. Concept of business and entrepreneurship
The term «business» has many definitions. Let's consider some of them.
Business is a relationship between market participants regarding their
joint activities aimed at making a profit (or other forms of income) from the use
of capital.
Business is an initiative economic activity carried out at the expense of
own or borrowed funds at one's own risk and responsibility, setting the main
goals of generating income and developing one's own business.
Business is always an institutionalized type of human activity that can
only be carried out within the framework of one of the forms of economic
activity established by law.
Business as a capitalist relationship is characterized by:
● the presence of startup capital invested in a particular business;
● the targeted nature of the investment of the startup capital is making
a profit (income) on the invested capital;
● establishment of certain relationships with other market participants
regarding the use of capital (both startup and subsequent).
Economic relationships that individuals enter into when doing business
are so complex and multifaceted that they do not allow for a clear definition of
the boundaries of this activity. Therefore, entrepreneurship is defined as a legal
concept.
Business entities (businessmen) can be sole owners of capital who are
free to act on the market – individuals, as well as owners and proprietors of
enterprises acting as legal entities.
In countries with a market economy, hundreds of thousands of people,
individually or in groups, risking their own capital, open new enterprises every
year. The concept of «business» is often unlawfully confused with the concepts
of «entrepreneurship» and «commerce» (Fig. 1.1).
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Fig. 1.1. Difference of terms «entrepreneurship» and «commerce»
Business is any type of activity in the sphere of public production that
brings income or other personal benefits. But economic activity can be carried
out in the sphere of material and non-material production. Therefore, it is more
correct to divide business into entrepreneurship (economic activity in the
sphere of material production) and commerce (economic activity in the nonmaterial sphere). The result of entrepreneurship is material values (goods), and
commercial activity is non-material values (services).
Business can be carried out in three main forms:
● individual or private entrepreneurship;
● partnership;
● corporation (joint-stock company).
1.2. Personality traits of entrepreneurs
One of the central problems of entrepreneurship psychology is the issue of
what psychological traits a modern entrepreneur's personality should have.
Personality is understood as a system of interconnected, stable, socially
significant personal traits that allow a person to actively learn and transform the
world. Some of these traits are innate (natural), some are acquired (social). The
main traits (elements) of personality are focus, abilities, psychological
temperament, and character. In general, personality traits depend on the individual
characteristics of people, a person's position in the network, the specifics of the
environment, a person's gender, and the peculiarities of mental states.
An entrepreneur is a person engaged in any activity based on market
relationships for personal gain and acting in accordance with the intended goal
in the interests of achieving the main goal, i.e. profit maximization. Therefore,
the personality of an entrepreneur should be distinguished by a certain focus,
specific abilities, energetic temperament, and strong character. The personality
of an entrepreneur should be manifested in actions expressing the subjective
reaction of people to the general situation and the actions of others. Thus, each
quality of the entrepreneur's personality should be considered.
Personality focus is understood as its property that ensures a stable
orientation of a person’s behavior, his motives, and goals, regardless of the
specific situation.
There are three types of focus that are present to varying degrees in most
people: interaction, task, and self-focus. Interaction focus means that the most
important thing for a person in the work process is communication and
cooperation with other people. Task focus means that the most important thing
for a person is achieving a goal, and it doesn’t matter whether it’s their own or
someone else’s. Self-focus is manifested in people’s desire to primarily solve
their own problems, achieve personal well-being and success.
For a modern entrepreneur, the task focus, which is otherwise called
business focus, is especially important. Thanks to the task focus, the
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entrepreneur conscientiously fulfills his duties, strives for primacy and
leadership for the sake of the business, and is demanding of himself and others.
However, two other types of focus in the entrepreneur’s personality play a far
more significant role.
Thanks to them, entrepreneurs actively cooperate with others, are flexible
in relationships, and know exactly what they want to get from communication
and cooperation.
Abilities are considered as a set of personal traits necessary for
performing a particular type of activity; a tendency towards it, allowing one to
achieve success.
Abilities are divided into physical, mental and intellectual. Physical
abilities are divided into mechanical (strength abilities, endurance) and motorcoordination (dexterity, speed of movement).
Mental abilities can be general (inherent to some extent in all people – to
work, think, feel), elementary private (which not all people have –
determination, persistence, criticality), and complex private (they can be
professional – applicable to individual types of activity and special – applicable
to a separate type of activity).
Special abilities, in turn, can be intersocial (oriented towards organizing
interactions between people, managing them), constructive (aimed at creating
specific objects in certain areas of activity: natural, technical, symbolic, artistic),
and analytical (they imply the tendency of their owner to search for the causes of
events, to understand their role, consequences, to formulate conclusions and
general recommendations).
Developed analytical and constructive abilities, coupled with a certain
level of education, form intellectual abilities.
According to their range, special abilities are classified into three levels:
giftedness (particularly successful activity in a certain area), talent (disposition
realized through the creation of something unusual), and genius (the highest
degree of giftedness, which has general historical significance).
The ability to automatically perform particular elements of the work
process is called skills. The more skills a person has, the less effort he expends,
the more rationally and rhythmically he works.
The famous Western psychologist J.P. Holland identified the following
personality types based on a combination of abilities:
1. Realistic – reflects a tendency to manipulate tools and mechanisms,
solve practical problems with specific results; initiative, independence, and
courage.
2. Investigative – its owner prefers to analyze and solve creative problems
of an abstract nature and formulate ideas; he is critical, independent, and open to
new things.
3. Artistic – inherent in emotional people, who are eccentric and lovers of
expressing themselves through artistic means.
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4. Social – specific for democratic people striving for teamwork and
networking, who provide assistance, teach, educate others, and establish
interpersonal relationships, lovers of philosophizing and public speaking.
5. Enterprising – characterizes energetic people striving for success and
material gain, who know how to influence others and achieve their own,
including through compromise, incapable of painstaking routine work.
6. Conventional – this is the type of an accountant and executor, who
prefers to obey the established order and leaders; he is balanced, pedantic,
careful, and responsible, who loves stability and material well-being.
Personality types according to J.P. Holland are clearly presented in Fig. 1.2.
Fig. 1.2. Personality type according to J.P. Holland [4]
A modern entrepreneur must have high intellectual, as well as special
intersocial and analytical abilities.
A human personality is manifested in behavior, which can be stable or
unstable in nature. The nature of behavior in unity with focus either on oneself
and inner world (introversion), or on others (extroversion) forms four types of
temperament, reflecting the dynamics of the personality: choleric, sanguine,
phlegmatic, or melancholic.
Extroverts are focused on the environment, sociable, and active. They
love risk, are usually good organizers and leaders in a team. Introverts are selfabsorbed, neat, cautious, pedantic, and have a higher level of intelligence.
Temperament is a set of mental properties of a person that determine the
form of behavior: emotionality, balance or imbalance, mobility or inertia,
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activity or passivity, strength of feelings. To a certain extent, it affects the
character, style of work, relationships with others.
So, let's consider all types of temperament separately. Cholerics are
poorly balanced, emotional, impatient, aggressive, non-provident, moderately
susceptible to influence. They have a positive attitude towards new things and
usually have an inflated self-esteem.
Sanguine people are hardworking, have a stable mood, loud and fluent
speech, a calm attitude to criticism, provident behavior in difficult situations,
somewhat inflated self-esteem, and weak susceptibility to influence from the
environment.
Phlegmatic people are very balanced, have a stable mood, weak and longlasting emotions, quiet and smooth speech, an indifferent attitude to criticism,
and a negative attitude to new things. They are cold-blooded in difficult
situations, realistically assess themselves, and are weakly influenced.
Melancholics are characterized by an unstable mood, quiet and uneven
speech, low patience and poor adaptation, strong and long-lasting emotions,
confusion in difficult situations, low self-esteem, and high susceptibility to other
people's influence.
In their «pure» form, temperaments are rarely found in reality. In some
they are expressed approximately equally, in others one may prevail over the
others.
Modern entrepreneurs should preferably have a choleric or sanguine
temperament and focus on others. However, introversion, melancholy, or
phlegmatic nature do not mean that a person is incapable of entrepreneurship,
since these types of temperament have such traits that help to cope with
difficulties in the modern world as the ability to monotonous activity, low
emotionality, high self-control, the ability to slowly but surely move towards a
set goal, and self-criticism.
Another important personality trait is character, that is, a set of relatively
constant, clearly expressed psychological traits, i.e. fixed attitudes.
Character is formed under the influence of natural factors (energy,
emotionality, primary and secondary nature), which impart constancy, and social
factors (life circumstances, working conditions), which impart variability.
Character is manifested in a person's moral and volitional traits, behavior,
and attitude toward others, their duties, and themselves.
Let's consider the components of character in more detail.
Emotionality reflects a person's subjective sensory reaction to external
and internal stimuli, the degree to which their mental state is susceptible to their
influence. It manifests itself in the form of experiencing a situation, its
significance, meaning, and can be high or low in intensity.
Externally, emotionality is manifested in positive emotions (they cause
the subject to desire to prolong the action of the corresponding stimulus) or
negative emotions (they cause the subject to desire to avoid the action of the
corresponding stimulus).
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