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53THE ROLE OF CONSULTING IN THE MODERN MARKET ECONOMY
The article examines the trend in the development of the consulting services market and the influence of consulting companies in the global economy. The emergence of the first professional consultants and consulting firms. We are also talking about the emergence and development of consulting in Uzbekistan, which is in the process of economic reforms.
Keywords: KPMG, Uzbekistan, service, market economy, company, consultant,
firm.
INTRODUCTION
Consulting services have long been an essential element of supporting the functioning of infrastructure in a modern market economy. Rapidly and newly emerging developing economic centers in the Asian region are undermining the established structures of world trade. Another trend in the development of the consulting services market is that the range of services of consulting companies is increasing. Currently, it is almost impossible to find highly specialized companies that occupy certain niches. The merger of small consulting firms into large companies significantly affects the development of the global economy. In many cases, enterprises perceive these changes as a convenient opportunity to expand their business or a threat, to lose profits and leadership over their company, but they will not be able to avoid them, since this is inevitable today. On the other hand, the problems of business companies are also multifaceted - they need the help of specialists from different fields of activity, which means that it does not affect the unemployment of the country relatively.
MAIN PART
Currently, the consulting services market in European countries has significantly exceeded the growth rate of the consulting industry in recent years, the growth rate of the gross domestic product in 2016 was 1.6%, the increase compared to 2013 in 2016 was 6.9% [5].
Ernstand Young, Deloitte, KPMG, PwC these companies are the "big four" that have a significant share of the country's GDP. These companies were established many years ago. Audit and consulting are the two main areas of their activity. If we talk about consulting, they are engaged in almost all areas. These companies have great authority
Otabek Ganiyevich Nabijonov
Sh. A. Kholbutaeva
Tashkent State Transport University
ABSTRACT
5
UZBEKISTAN | www.caajsr.uz
and the strongest reputation in the world. The world's largest multinational corporations are clients of the "big Four". The high cost of services and an equally high degree of prestige of working in these companies are the result of their nobility. These companies also have the highest revenue in the consulting services market. The total revenue of the companies amounts to more than $ 100 billion annually. If we compare companies with each other in terms of revenue, then Deloitte and PwC have the largest volume. The revenue of EY and KPMG is 20-25% lower on average[3].
The activity of consulting services is distinguished by statistics into a separate industry, in which, for example, more than 700 thousand people are employed in the USA, and the annual turnover is 50-60 billion dollars. in countries with market economies, and not only in developed, but also in the so-called developing countries, no serious economic and managerial decision is complete without the use of consultants united in consulting firms: economists, lawyers, marketers, etc.
The first consultant can be called a shoe manufacturer Ch . Sampson, who passed on his experience to many other industrialists [1]. It was at this time that the concept of scientific production management appeared. A little later, the first firms appeared, providing consulting services on various issues, including production. The first professional consultants appeared, among which F. Taylor, A. D. Little, T. Pirin and G. Emerson [4]. Frederick Taylor is the founder of the theory of scientific management of the enterprise of professional consultants in the field of economics. The first management consulting firm was called "Business Research Service", it was formed in 1914 in Chicago, and in Europe in particular in England and Germany in the 20s. Although some types (legal services) of professional consulting arose earlier, and consulting services in the field of management appeared in the 19th century, with the development of economic sciences and the complexity of economic processes.
The 50-60s of the XX century saw a "boom" in consulting - at that time there was an accelerated post-war development of the economy, which greatly contributed to the strengthening of consulting as an important element of market infrastructure. Consulting services on the territory of the former USSR, as well as in the countries of Central and Eastern Europe began to appear in the late 80s. This is primarily due to the presence of a centralized economy in these countries, whereas consulting in the global concept is consulting by independent experts on market conditions in a market economy.
In 2001, the consulting services market was estimated at almost $90 billion with an annual growth potential of about 15-20 percent over the past few years. In the early 80s, approximately 18,000 consultants were employed in the management consulting industry, and today the number of specialists is about 700,000 people, excluding consultants dealing only with information technology and personnel management
issues. The volume of consulting services in 1993 was about $ 25 billion, in 1994 -about $ 34 billion, in 1995 - about $ 40 billion [1].
Currently, the Uzbek consulting services market is beginning to acquire maturity features and is approaching the global consulting market in terms of its characteristics. Professional business support in Uzbekistan is now provided mainly by private consulting firms, of which there are several hundred. The first consulting firms in Uzbekistan started their activities in 2000, but have been actively developing since the 2003's. Since then, a lot of private enterprises with various forms of ownership have appeared, legislation has repeatedly changed, Uzbek and foreign capitals are tightly intertwined, business technologies have stepped far ahead. Domestic enterprises, having exhausted the possibilities of solving problems of increasing competitiveness on their own, are increasingly turning to consultants in attempts to solve these problems. At the same time, there is a rethinking of the tasks and functions of consultants, who are required to make significant improvements aimed at improving the efficiency and competitiveness of the business. Consultants are increasingly being approached not only by organizations in crisis, but also by successful organizations seeking to become even more competitive and efficient.
In countries with market economies, inviting professionals is a prestigious indication that a firm has sufficient business culture to use the intellectual capital offered by the market in the field of management. An example of close cooperation On March 2, 2018, the head of Uzbekistan Shavkat Mirziyoyev met with the chairman of the Board of the German company "Mangold Consulting" Klaus Mangold. Now such German concerns and enterprises as MAN, Airbus, Knauf, Lemken, Claas are successfully operating in the market of our country. Promising investment projects are being worked out with Siemens, Bosch, Viessmann and others. In total, the volume of German investments in the economy of Uzbekistan reaches a billion dollars.[6]
In industrialized countries, process and expert process consulting is mainly carried out, whereas in Uzbekistan, expert and expert-training consulting has so far become the most widespread.
CONCLUSION
This is primarily due to the unpreparedness of Uzbek clients themselves for creative work with consultants, the desire of managers to get ready-made solutions. This situation often leads to negative consequences and dissatisfaction with the results of consulting projects, since, firstly, the client may not perceive ready-made solutions at all if they are not worked out together with him; secondly, some essential information cannot be obtained by the consultant outside the active dialogue with the client.
Uzbekistan is in the process of deep economic reforms. Compared to highly developed industrial countries, we need professional support more than others.
REFERENCES
1. Blinov, A. O. Managerial consulting : textbook for masters / A. O. Blinov, V. A. Dresvyannikov. - M. : Dashkov and Co., 2013. - 212 p.
2. Efremov V.S. Management consulting as a business. // www.bcg.ru
3. Global review of EY for 2016 [Electronic resource]. - Access mode: http://www.ey.com/gl/en/about-us/our-global-approach/global-review/global-review-2016-facts-and-figures
4. Saltykov, V. A. Improving the organization of management consulting : monograph / V. A. Saltykov. - M. : Academic publishing house LAPA LAMBERT, 2013. - 108 p.
5. Consulting industry// Consultancy.uk [Electronic resource] - Access mode: http://www.consultancy.uk/consulting-industry
6. https://ru.sputniknews-uz.com/politics
