(signature)

"__" ________________ 20_

I have read the instructions:

_____________________________ (initials, surname)

(signature)

"__" ________________ 20_

JOB DESCRIPTION OF DEVELOPMENT DIRECTOR

1. General Provisions

1.1. This job description defines the functional responsibilities, rights and
responsibility of the Deputy Director for Development [Name of the organization in the genitive case] (hereinafter referred to as the Company).
1.2. The Deputy Director for Development is appointed to the position and dismissed from the position in the manner established by the current labor legislation by order
1.3. Deputy Director for Development reports directly to
1.4. The Deputy Director for Development belongs to the category of managers and is subordinate to:
— ;
— ;
- A;
— ;
— .
1.5. A person with a higher education degree is appointed to the position of Deputy Director for Development
professional (economics or engineering-economics) education and work experience in management positions of at least 5 years.
1.6. The Deputy Director for Development in his activities is guided by:
— legislative and regulatory documents addressing issues of social and
economic development of enterprises, labor and social development issues;
— methodological materials concerning relevant issues;
— labor regulations;
- orders and instructions of the director of the enterprise;
- this job description.
1.7. The Deputy Development Director should know:
— legislative and regulatory legal acts, methodological materials relating to
issues of socio-economic development of enterprises, legal support for enterprise activities, document flow and rule-making;
— goals, development strategy and business plan of the enterprise;
— profiles, specialization and features of the enterprise structure;
— a methodology for planning and forecasting the enterprise’s needs for personnel and equipment
and other resources;
— labor legislation;
— economics, sociology and psychology of work;
— modern theories of personnel management and motivation;
— fundamentals of production technology, economics and organization of production;
— means of computer technology, communications and communications;
— rules and regulations of labor protection.
1.8. During the absence of the Deputy Director for Development (vacation, illness, etc.), his
duties are performed by a person appointed in accordance with the established procedure. This person acquires the corresponding rights and is responsible for the proper performance of the duties assigned to him.

2. Functional responsibilities of the Deputy Director for Development

The Deputy Director for Development is required to perform the following job functions:
2.1. Organize systematic work to develop enterprise development plans
(business plans), accumulate and analyze proposals from all services of the enterprise to improve the activities of the enterprise, implement development plans (business plans) of the enterprise and monitor the implementation of development plans (business plans).
2.2. Coordinate the activities of all subordinate departments in their implementation
main functions.
2.3. Develop, in cooperation with other departments of the enterprise, proposals and
programs for organizing production and economic activities based on the widespread use of the latest equipment and technology, progressive forms of management and labor organization, scientifically based standards of material, financial and labor costs, studying market conditions and best practices (domestic and foreign) in order to fully improve the technical level and quality of products (services), economic efficiency of production, rational use of production reserves and economical use of all types of resources.
2.4. Manage the implementation of work on comprehensive information protection at the enterprise,
ensuring the effective use of all available organizational, engineering and technical measures in order to protect information constituting state secrets and commercial secrets of the enterprise.
2.5. Consult heads of related services on issues related to the development
long-term plans, preparation of feasibility studies, etc.
2.6. Systematically improve your skills and ensure advancement
qualifications of personnel of subordinate departments and services.
2.7. Manage the training of subordinates, create conditions for them to advance
qualifications, professional growth, business career and job development
promotions in accordance with personal merit and level of qualifications.
2.8. Monitor compliance of subordinates with labor safety and equipment rules
safety, industrial sanitation and fire protection.
2.9. Use granted rights to subordinates to encourage them
(bringing to responsibility).
2.10. Create conditions for the implementation and proper functioning of advanced
business planning technologies, their subsequent improvement and optimization.
2.11. Manage the distribution of tasks, ensuring they are completed in a timely, rhythmic and
uniform distribution to subordinate departments of the forms of documents necessary to support activities, as well as internal organizational, regulatory and regulatory documents on business development issues.
2.12. Study, generalize and apply advanced technologies in practical activities
domestic and foreign experience in business development planning.
2.13. Consider proposals to ensure ergonomic working conditions,
rationalization of jobs and submit them to the head of the Company for decision-making.
2.14. Timely and fully process and submit reporting and other documentation to officials with appropriate authority.
If necessary, the Deputy Director for Development may be involved in
performing their duties overtime, by decision of the head of the Company, in the manner prescribed by labor legislation.

3. Rights of the Deputy Director for Development

The Deputy Director for Development has the right:
3.1. Make decisions in order to properly organize business development, ensure
daily activities of subordinate units - on all issues falling within his competence.
3.2. Submit to the head of the Company your proposals for encouraging (holding accountable) subordinate employees - in cases where your own powers for this are not enough.
3.3. Prepare and submit to the head of the Company your proposals for
improving work on business development planning, its additional personnel, logistics, etc.
3.4. Participate in the work of collegial management bodies when considering issues related to business development.

4. Responsibility and assessment of the activities of the Deputy Director for Development

4.1. The Deputy Director for Development bears administrative, disciplinary and material (and in some cases provided for by the legislation of the Russian Federation, criminal) responsibility for:
4.1.1. Failure to carry out or improperly carry out official instructions
immediate supervisor.
4.1.2. Failure to perform or improper performance of one’s job functions and assigned duties
tasks for him.
4.1.3. Illegal use of granted official powers, as well as
using them for personal purposes.
4.1.4. Inaccurate information about the status of the work assigned to him.
4.1.5. Failure to take measures to suppress identified violations of safety regulations,
fire safety and other rules that pose a threat to the activities of the enterprise and its
employees.
4.1.6. Failure to ensure compliance with labor discipline.
4.2. The assessment of the work of the Deputy Director for Development is carried out:
4.2.1. By the immediate supervisor - regularly, in the course of the employee’s daily performance of his labor functions.
4.2.2. Certification commission of the enterprise - periodically, but at least once every two years
based on documented performance results for the evaluation period.
4.3. The main criterion for assessing the work of the Deputy Director for Development is
quality, completeness and timeliness of his performance of the tasks provided for in these instructions.

5. Working conditions

5.1. The working hours of the Deputy Director for Development are determined in accordance with
internal labor regulations established in the Company.
5.2. Due to production needs, Deputy Director for Development
is required to go on business trips (including local ones).
5.3. Due to production needs, the Deputy Director for Development for
To perform his work functions, company vehicles may be provided.

6. Signature right

6.1. Deputy Director for Development to ensure his activities
is granted the right to sign organizational and administrative documents on issues included in his functional responsibilities.

The job description was developed in
According to____________________________
(name, number and date of document)

Head of structural
divisions
____________ ________________________
00.00.0000.
AGREED:

___________ _______________________
(signature) (surname, initials)
00.00.0000.

I have read the instructions:
__________ ________________________
(signature) (surname, initials)
00.00.0000.

Vera Eliseeva, Director of Organizational Development at Svyaznoy Bank

“Usually we are faced with a mixture of personnel, communication and organizational problems: people are placed incorrectly, there are system errors, and in addition, internal corporate communication is broken or not built.”

— Vera, director of organizational development and simply director of development - are they the same thing?

— No, development director is a different profession. This is the name given to someone who is looking for new customers, new markets, new products. My specialty is director of organizational development; This is a top manager involved in the organization or restructuring of the organization in which he works. More precisely, he deals with the structure of the organization. His concern is to competently and effectively fit the company’s employees with their functions and responsibilities into this structure. Therefore, most often the functions of the director of organizational development include both HR (working with personnel) and internal communications. The viability of the structure greatly depends on all this.

— What does it mean to “deal with the structure of the company”?

— This means conducting organizational building. There are several approaches to the process. The first one would seem to be the most logical, but extremely rare in practice: creating a new company right away with the correct structure - “from scratch”, according to a pre-thought-out plan.

— Just as in their time new capitals were built in a new place - St. Petersburg or Washington?

- Like that. Companies that are created correctly from the very beginning from the point of view of organizational development are most often companies owned by experienced businessmen. They don’t just buy up some assets, but, having already built one successful business, begin to build a new one according to a clear plan - taking into account their own previous mistakes and successes. This is not common in our market, but it does occur.

The second option is the most common: the business grew spontaneously for some time, gradually its owners bought a whole bunch of different assets - good, if in one market segment - and let's create a management company over it all...

— But directors of organizational development have a job...

- Not always. Not all company owners are concerned about whether their business is successfully built. Until they discover that the management company has grown to unimaginable sizes, and the business as a whole is losing control before our eyes, not a single piece of paper can be signed in the central office in less than a week, and it is completely unclear who is responsible for what.

— That is, complete amateur activity, and in the most difficult cases, self-medication?

- Approximately. There is enough initiative in building a business. Therefore, when the owners of a company still think about the need to hire a professional and turn to me, for example, I “draw” three pictures for them: “as it is,” “as it should be,” and an apocalyptic one: what will happen if nothing is changed.

— So, the director of organizational development is practically an attending doctor?

— Rather, we are engaged in diagnostics. If a company is already a well-functioning, healthy organism, then the function of an organizational development specialist can be purely supportive. If something goes wrong, then the person who is engaged in organizational construction identifies the reason and either gives recommendations on how to fix it, or participates in the correction himself. Usually we are faced with a mixture of personnel, communication and organizational problems: people are placed incorrectly, there are system errors, and in addition, internal corporate communication is broken or not built.

When we are dealing with a newly created organization, it is clear: there is nothing yet to diagnose, and if the organization has already existed for some time, then just pick up a piece of paper on which the organizational structure of the company is drawn, look and say: “Good!” - or: “No good!” - impossible.

Just by looking at a formal structure, you cannot understand whether it is good or bad and whether you need to do something about it. This can only be understood by “going up a level” - we call this “helicopter view”, “helicopter view” - then we see not only how the company is structured internally, but also how this device relates to its strategy and with the external environment.

Does the proclaimed, declared, written strategy correspond to what we call “mission, vision, values”. The organizational structure should reflect the needs of the company today.

But any strategy may be ineffective if it does not reflect the vision of the future and the values ​​that actually guide the owners and top management of the company.

So, if its owner declares that he wants to build a business for many years, but he himself intends to end the current year with maximum profit and quickly sell the company, it is impossible to implement the stated strategy.

— So you shouldn’t believe a word or a paper?

- Not always. As well as the organization chart with the names of departments and positions. In one company where I happened to work, a certain person was listed in three positions: in the management structure - as a trader, stock trader, although he was the head of the depository department. (Regulatory authorities require that in this branch of business there must be a specialist with the appropriate certificate from the Federal Service for Financial Markets of Russia - and a person with such a certificate, no matter what he does in the company, in accordance with the entry in the work book, is the head of the depository department.) And on the business card he was listed as “vice president” - this is more significant in the eyes of the client...

— How does an organizational development specialist figure out how a company is structured and operates?

— Talks to people and finds out who is responsible for what and who does what every day. One of the important tasks of organization building is to eliminate duplication of functions. If three different departments are responsible for the same area of ​​work (in practice, what is more common is not complete duplication, but the intersection of the functions of several departments in some part of them) - sometimes it is worth gathering the bosses and agreeing on a clear delineation of responsibilities. It may be necessary to transfer some employees from one department to another. Or maybe fire him.

The task of organization building is to bring the structure of the company to maximum simplicity and transparency.

In a small company, an organizational development specialist is not needed - everyone already knows everyone, and you can see with the naked eye who is doing what.

One hundred and fifty employees is the limit of complete controllability, identified empirically (about this in Malcolm Gladwell’s book “The Tipping Point”). As soon as we go beyond this figure, we have to start building a hierarchy. This is most relevant for companies with thousands, tens and hundreds of thousands of employees.

— How long does organizational restructuring of such a company take?

— If you follow the evolutionary path - rebuilding the company gradually - it takes at least a year. It happens that the company’s management prefers to make a “revolution”: the enterprise or organization closes, everyone quits, a new organization is immediately opened, with the “correct” organizational structure, and one or another part of the just fired employees is re-recruited there. The revolutionary path is faster and easier for management, but more painful for employees and more dangerous for the company as a whole, since the issue of reputational risks arises.

It’s hard to say which option is cheaper. The “revolutionary” path means mass layoffs, which means massive payments to dismissed employees. Or courts, and as a result - the same payments. On the other hand, the evolutionary path - the gradual restructuring of the company - is always expensive. However, I vote for the evolutionary path. Because it’s difficult to expect good work from people who have gone through mass layoffs, who have lost confidence in the company’s management, who are “exhausted.”

— You compared the different structures of companies: there is a tree company - a living, growing organism. And there is a company-machine. Which model is better?

— The only opportunity to build a viable organization that can live and develop safely in conditions of high uncertainty is to make the business flexible, existing in harmony with the outside world. The company develops along with the environment. It is no coincidence that such a concept arose in Western management science - a “green company”: lively, flexible, free from rigid dogmas.

Our business is now going through stages that in the West, especially in the UK, went through fifteen years ago. Today, books on management written in America or Britain in the early 1990s are translated, published and read as a revelation (and then not by everyone, but only by the most “advanced” managers). I would, of course, like to learn from the experience of others and immediately find myself “in a bright future.” But it seems that we won’t be able to jump over some stages - we are forced to go through everything ourselves.

Here's an example: in the West, the most advanced large companies are now diversifying, decentralizing, and disaggregating. And we continue to increase centralization. The most advanced of “their” companies (the British ones in the forefront) have already guessed: it is impossible and unnecessary to do everything exactly the same in the taiga and in the desert, in the tundra and in the jungle - and now they are moving away from universal standardization, while we are still just looking at it from bottom to top, as if we were looking at something almost unattainable and great, waiting for us ahead...

Interviewed by Alexandra Latsis

The success of the enterprise largely depends on how professionally the development director performs his duties. Therefore, candidates for this position have high requirements, which may differ in different companies.

Requirements for a candidate:

• higher education (legal or economic);
• 3-5 years of experience in management;
• knowledge of market economics, activities, theory and practice of management, marketing, micro- and macroeconomics, business administration, finance.
• ability to draw up an enterprise development plan;

The development director must be fluent in economic modeling methods and modern company management systems, as well as have an understanding of the basics of production technology, administration, sociology and psychology.

Development Director: job description

The responsibilities of this specialist include determining the general concept of the company's development. The development director must justify the goals of the enterprise, develop an effective development plan and strategy, and also analyze the possibilities of financial support. After the projects are approved by management, the employee must prepare all the documents necessary to implement the plan, as well as familiarize the colleagues involved in the project with the innovations. development also means that he will appoint people responsible for carrying out certain tasks and coordinate the implementation of the plan. He also needs to set budgeting priorities and evaluate all significant commercial and production processes.

For each development project, it is necessary to draw up financial and economic indicators at each stage of the project as a basis.

Based on the data obtained, the development director must prepare projects for modernizing the enterprise and developing new areas of business.

The specialist also develops methods for responding to non-standard and crisis situations.

Rights of the development director

The employee has the right to receive complete information, incl. commercial, about the company’s performance indicators. Upon request, he can receive all the information and all the documents he needs for his work. Management must provide him with all the necessary technical means.

An employee has the right to issue orders related to the development of the enterprise, as well as to endorse and sign documents within his competence.

The development director can familiarize himself with the criteria by which the quality of his work is determined, as well as with the documents defining his responsibilities and rights.

In general, the responsibilities assigned to a person holding this position vary from company to company. Some enterprises hire several specialists, each of whom is responsible for their own path:

• marketing and sales;
• development of new territories and directions, development and research;
• organizational development and management.

Business promotion is associated with a universal position of a specialist who activates various company reserves based on research and analysis, as well as the application of new updating techniques. Essentially, this is a manager who belongs to the top echelon. Accordingly, the position involves the formation of a very significant list of responsibilities. The main task of this specialist is to bring the company or organization to higher positions, form a unique image, and create prospects for obtaining more significant turnover. Often the position is combined with the need to take actions aimed at increasing profits. This means that the direction of activity will be related to the expansion of the client base. In other cases, the main growth parameter will be the expansion of geographic coverage.

In certain companies, this position is combined with the need to carry out a number of works aimed at automating the activities of the enterprise, uninterrupted execution of orders, and the introduction of innovative techniques in order to bring the enterprise to a new level of growth opportunities. It is quite obvious that the development director actually takes over partial management of the enterprise. Accordingly, the choice of a specialist of this level must be incredibly thorough and detailed. Not every specialist, even with higher education, will be able to complete the tasks assigned to him. The selection for a responsible position is carried out on the basis of those requirements that are initially formed through instructions. It is in this document that the manager indicates all the requirements and wishes for the applicant.

The job format instructions are drawn up for each position separately, and if in certain cases, you can simply use template samples of this document, then in the case of hiring a business development director, you should devote a significant amount of time to specifically indicate what the qualification requirements the plan must be followed, as well as what qualities and skills the specialist should be endowed with.

Using template versions of a document, you can get accurate information about the structure, as well as what data is important. The document is divided into specific sections, each section describing a specific area of ​​activity of a specialist. The specialist receives the document against signature and after that actually receives accurate information about what responsibilities are assigned to him at this particular enterprise.

Naturally, when describing the duties of a specialist, the manager relies on the needs of his specific company. In some companies, a specialist in this format takes on part of the management. At other enterprises, only the obligation is formed to create the company’s image and carry out a kind of promotion. Based on this, we can say that the list of requirements, as well as obligations and functions, can be extremely different.

Position requirements

Since the position is extremely responsible, and it is also essential for the entire development of the company, the list of requirements is very large. As a rule, managers want to get the best specialist who could actually offer prospects for the ideal development of the company. We suggest that you familiarize yourself with a number of standard requirements that are recommended to be specified in the job format instructions:

• Having a higher education. At the same time, we will immediately say that advantages are given to those specialists who have diplomas in the field of management, as well as management. A desire to hire a specialist with additional legal education or education in the field of advertising is often indicated. All requirements relating to education must be stated clearly and precisely;
• Most often, in a large company, only those specialists who have at least three years of experience, preferably in the field of management, are hired for a specialist position in this format. But the issue of length of service is determined individually by each manager. For example, a small company can hire a specialist even without experience;
• It is necessary to indicate that the specialist must have significant managerial qualities. Must be able to correctly set goals and objectives for other employees, skillfully motivate, and select a specialist of the required skill level;
• Since each enterprise has its own area of ​​activity, it is recommended that the requirements indicate the presence of knowledge in a clearly defined area. For example, knowledge of the restaurant industry, metallurgy, etc.;
• The specialist must be confident in using a personal computer, as well as be able to use a variety of software that is used in office work;
• In certain companies that interact with foreign organizations, requirements may be established that relate to additional knowledge of a foreign language. But these requirements are not mandatory, since in many enterprises cooperation takes place only within the borders of the country.

The formation of requirements must be very detailed and attentive. You must understand that these requirements form the specifics of choosing a candidate for a responsible position, which means that you will be able to specify not only the main points about education and experience, but also describe in detail all the additional requirements that you will need.

Functions of the Business Development Director

After employment, a specialist himself must study in detail the instructions for his position, since it is there that the main goals and objectives of his professional activity are determined. It is recommended to indicate the following functions for this specialty:

• The specialist organizes the necessary actions to increase the company’s relevance in the market. In the process of such actions, options for target aspects can be used, the process of setting new goals for external development is carried out, an image of the uniqueness and individuality of the company itself, as well as goods or services, is created;
• An employee involved in business development is required to independently carry out a kind of analysis of the company’s position at the current time in order to choose ways to promote it. In the process of studying such data, the employee has the right to request the necessary documentation for departments and divisions. At the same time, management must reflect such powers in the instructions;
• In his professional activity, a development specialist must analyze the structure of an advertising company, trying to select those options for cooperation that can become the basis for high-quality and cost-effective advertising for the company;
• Also, a business development specialist is required to carry out research work studying the nuances of competitors’ activities. This creates a real opportunity to competently select methods and strategies for the development of the company as a whole. We should not forget that in parallel with assessing the characteristics of competitors’ activities, the specialist analyzes and studies the target audience;
• The specialist also takes on the most important function of developing the development strategy of the company as a whole. This strategy is based on research work, as well as on the basic policy of the enterprise;
• Also, the director of this format in certain companies draws up various types of documents. In addition, an obligation is formed that determines the need for systematic provision of reporting documentation directly to management.

Based on everything said above, it follows that the list of functions is significant, but at the same time it is determined exclusively individually, depending on what specific requirements are established for the position in a clearly defined enterprise. Essentially, you just need to use the recommended list to create a basic description of the functions and from that information you can create a more extensive list of obligations. This, in essence, creates clear conditions for the specialist to work in your company and defines his obligations as a manager.

When forming instructions, you will need to identify those features that will later be transformed into responsibilities. The description must be clear and detailed; ambiguity in the interpretation of the described responsibilities can lead to the formation of numerous controversial situations. Therefore, the template is used solely as an example for drawing up instructions. The basic information should be generated independently, taking into account your needs for the qualifications and professional skills of the position in question.

Basic list of specialist responsibilities

To fully understand the nuances of drafting a document, we recommend that you familiarize yourself with the standard list of responsibilities of a business development director:

• A number of obligations are formed that are directly related to the external development of the company or enterprise. The specialist undertakes to carry out appropriate work in the field of expanding areas of influence by opening new branches or offices;
• The need to assess the condition of the company in order to carry out modernization is established. Such actions are, first of all, aimed at reducing the level of costs for all production processes and increasing the level of profitability of the company or the enterprise as a whole;
• The employee studies various innovative implementations that can later be used at the enterprise for the purpose of effective development. Various options are being carried out to study the work and advertising strategies of competing companies and organizations;
• The process of creating a structure for popularizing the product, materials and the company itself as a whole is underway. To carry out such work, the development specialist bases his conclusions on research data that determines the current position of the company and its development prospects;
• The specialist, based on studying methods for increasing the level of popularity of enterprises, selects those that will be optimal for a particular case, the use of which helps to increase the level of relevance of the company and attracts the target audience;
• An analysis of advertising activities is carried out, which allows us to evaluate the effectiveness of certain methods that make goods or services popular and in demand;
• Professionals who conduct business development activities are often given the responsibility of reviewing and analyzing production methods. The purpose of such actions is the need to assess the efficiency of the company's production activities, and the opportunity to carry out actions that can change, modernize and improve production processes in order to significantly reduce generated costs;
• The specialist is engaged in activities aimed at finding clients to expand the level of sales, goods, materials or raw materials;
• An obligation is formed for preliminary study, as well as the formation of all the nuances of purchasing the raw materials that are necessary for production purposes. Moreover, the specialist is given the right to search for suppliers, as well as sign contracts;
• Actions are being taken to create reporting documentation. The documents include reporting data that was obtained as a result of research work on the possibility of popularizing and promoting the company. These reports are generated and transmitted to management, on the basis of which decisions are subsequently made to implement plans and projects, taking into account a clearly defined development strategy.

Document template

• The section called the general provision contains information on qualification requirements. This includes the need to indicate what kind of education a specialist should have, requirements for experience, a number of requirements for skills, professional qualities, etc. This section should also include information that relates to the issue of organizing the specialist’s activities. This is a question of subordination and a description of the nuances of filling a position. A list of requirements for the necessary knowledge of the legislative framework is also indicated;
• List of responsibilities that appeal to the position. The list of these requirements is described in sufficient detail above. We have already said that each manager has the right to carry out the process of selecting commitment options taking into account his individual needs, based on the characteristics of a clearly defined enterprise. At the same time, if there are no special requirements, you can simply use the list of responsibilities we provide. Try to compile the list in such a way that the description of responsibilities is sufficiently detailed and, most importantly, that the descriptions do not contain meaningful interpretations;
• Rights. The description of rights is an important factor in determining those actions that an employee can perform without additional approval from management. It is best to work out a full list of specialist credentials in advance so that no difficulties arise in this aspect in the future. As mandatory rights, we recommend specifying the right to request documents in the form of reports from various departments, the right to request from management the provision of material resources for the performance of professional duties. As well as the right to sign documentation without the need for approval from management. If a specialist at your enterprise is on the issue of independent actions, you will need to indicate the right to submit reports, projects and plans for consideration and approval by management;
• Responsibility of the specialist. After hiring, management, as a rule, not only familiarizes with the obligations but also indicates that the employee assumes a certain amount of responsibility. This may be responsibility formed for violation of the norms of the legislative framework, or it may be the formation of responsibility regarding the safety and proper disposal of the material assets of the enterprise. In principle, you can use an expanded description of responsibility depending on the specifics of your business. But do not forget that the legislator prohibits the use of liability in the form of financial penalties without a court decision.

Important points in drawing up instructions

In fact, you need to stick to the structure presented above. Since the position of a business development specialist is extremely diverse and at the same time responsible, in the process of drawing up the document it will be necessary to evaluate exactly those development priorities that are defined for the company at the current time. It is also important when creating a document to correctly describe your requirements. As you already understand, a business development specialist bears a significant number of responsibilities, which means that the choice of a specialist is based on the presence of certain qualification requirements and requests regarding individual qualities.

For example, certain enterprises conduct business with foreign organizations, in which case the specialist must have knowledge of foreign languages, as well as know all the nuances of customs issues. If the enterprise carries out a kind of division of responsibilities, then there is no need to burden the development specialist with requirements regarding the conduct of advertising campaigns. When drawing up wording, you should try to avoid meaningful descriptions; everything should be clear, understandable and concise. When introducing special conditions into instructions, a detailed description of them should be provided. We also recommend watching an interesting video related to this profession.