Tourism enterprise strategy. Characteristics of marketing strategies of a tourist enterprise

The concept of product strategy in tourism

In order for a tourism and hospitality enterprise to successfully exist on the market, a well-developed and well-thought-out product strategy is necessary. Despite the fact that the final “product” of the tourism industry is a service, the principles of building a product strategy are also applicable to companies from the tourism and hospitality industry.

Definition 1

A product strategy is a set of marketing decisions and actions that are aimed at creating products or services with specified properties that are able to meet the needs of tourists, providing a travel company with a certain place in the tourism market.

The main objectives of the product strategy are, first of all, the study of the life cycle of a tourist product, setting company goals that are consistent with the possible market potentials and enterprise resources, optimizing the structure of the range of products and services offered, developing and implementing new products. All tasks are aimed at ensuring the competitive advantage of the tourist enterprise, which allows maximizing the efficiency of the enterprise and increasing profitability.

Product strategy development process

In tourism marketing, the development of a new tourism product is a process that includes several stages: the development of the main product, the development of an accompanying product, the definition and formation of an additional product and a product in an expanded interpretation.

Main (base) product- these are the main components of the tourist product, which the tourist actually acquires.

Example 1

The main aspects of the main product of a hotel enterprise may look like this:

• safety of the place of residence;
• hotel infrastructure development;
• comfort and cleanliness of the room;
• professionalism and courtesy of the staff.

The base level of the tourism product must be constantly monitored to ensure the consistency of its quality. Control is carried out through feedback from guests (for example, questionnaires, random testing, interviews). Feedback from guests helps to understand the expectations and preferences of tourists, the main benefits and characteristics of the tourism product.

Accompanying product are the goods and services that consumers need to use the main product.

Example 2

For example, a luxury hotel offers not only rooms, but also 24-hour room service, a restaurant, taxi services, concierge services, and others.

An additional product gives the main product additional value and provides an opportunity to distinguish this product from competitors' products.

Example 3

For example, in a hotel, additional products can be a gym, a swimming pool, a spa center, a conference room that attract tourists.

The concept of a product in an expanded sense

The product in an expanded sense includes the atmosphere, the pleasantness of communication between guests and service personnel, their place in the process of work and communication between customers. In other words, the extended interpretation of the tourism product contains what is offered to the client and how it is offered.

Example 4

In Russian hotels, not so long ago, the Guest relations direction appeared, which is aimed at building relationships with guests, identifying their needs and preferences, and solving emerging problems.

In the event that a travel company does not have its own product strategy, this can lead to the company's instability in the tourism market, loss of competitiveness and commercial benefits of the tourism product.

tourism company assortment policy

To be successful in the market, a detailed and well-thought-out product strategy is required. Strategic product decisions are dominant within the overall marketing strategy of a tourism enterprise. This is due to the fact that the tourist product is an effective means of influencing the market, the main concern of the enterprise and a source of profit. In addition, it is a central element of the marketing mix. Price, sales, communications are based on the features of the product. In this regard, the American marketer S. Madjaro quite rightly noted: "If the product is not able to satisfy the buyer and his needs, then no additional costs and efforts associated with the use of other marketing elements will be able to improve the position of the enterprise in the market."

The importance of working with a product for the economic growth and security of a tourism enterprise especially increases in market conditions. New or improved products, positively perceived by consumers, provide the tourism enterprise with a certain advantage over competitors for some time. This reduces the intensity of price competition that is associated with the sale of traditional products.

Product strategy is the development of directions for optimizing the product range and determining the range of products that is most preferable for successful operation in the market and ensuring the efficiency of the tourism enterprise as a whole.

The absence of a product strategy leads to the instability of the supply structure due to the impact of random or transient current factors, loss of control over the competitiveness and commercial effectiveness of products. The current marketing decisions taken in such cases are often based solely on intuition, and not on a sober calculation that takes into account the long-term interests of the tourist enterprise.

On the contrary, a well-thought-out product strategy not only allows you to optimize the process of updating the tourist offer, but also serves as a kind of direction indicator for the company's management, capable of correcting current decisions.

The product strategy is developed for the future and provides for the solution of fundamental tasks related to:

* optimization of the structure of the proposed products in general, including in terms of their belonging to different stages of the life cycle;

* Development and implementation of new products on the market.

In marketing, the development of a new tourist product has the features of a holistic process in which a number of stages are distinguished.

The main stages of development of a tourist product

Search for ideas

Selection of ideas

Product concept development and validation

Development of a marketing strategy

Marketing Opportunity Analysis

Tourism product development

Testing the product in market conditions

The development of a new tourism product begins with the search for ideas for a novelty. It should be conducted systematically, and not on a case-by-case basis. Otherwise, the firm may find dozens of ideas, but most of them will not fit in terms of the specifics of its activities. The firm must clearly define which products and which markets to focus on. It should clearly articulate what exactly the company is trying to achieve with the help of new products: receipt of large amounts of cash, dominance within a certain market share, or some other goals.

The development of a product concept and its verification is an important moment in the work of a tourism enterprise. It is important to make a clear distinction between the idea of ​​a product and its intent.

A product idea is a general idea of ​​a possible product that a firm would like to offer to the market.

The concept of a product is a well-developed version of the idea, expressed in terms that are meaningful to the consumer.

The selection of a suitable idea is carried out both by analyzing it in terms of profitability for the travel company and the presence of a corresponding need on the part of consumers, and by ascertaining the opinion of target market customers about the proposed alternatives. Based on the results of a customer survey, one can judge the prospects for the development of various options for a future product and the volume of possible sales.

It should be borne in mind that the preference for a tourism product is created not only by a high level of service at a minimum market price, but also by the individual nature of the offer, its own appearance of this tourism product, an appearance that cannot be repeated, imitated elsewhere by competitors.

After selecting the best idea for a tourism product, they begin to develop a marketing strategy. It should give a clear idea of ​​the specific measures to bring the new product to market.

First of all, the marketing strategy should contain a detailed analysis of the target market, identify specific groups of customers interested in purchasing this service. An analysis of the target market is necessary not only to determine the expected sales volumes and profits in the near future, but also to study the prospects for the development of this type of service. In addition, the strategy should contain the calculation of the proposed price of the product, the structure, costs and the share of marketing expenses in them.

The next stage in the development of a new tourism product is the analysis of marketing opportunities. They need to be analyzed in three main areas:

* analysis of market opportunities opened by the new product;

* analysis of the possibilities of a tourist enterprise;

correlation of existing prospects with the goals of the enterprise.

If the analysis of all these components of marketing opportunities was successful, you can proceed to the direct development of the product.

Development of a tourist product is a crucial step in creating a new proposal. At this stage, the product idea should be embodied in something more concrete. The most important thing is to achieve full compliance of the service with the characteristics inherent in its design. Only in this case, the new product will be met by customers in the way it was expected when the idea was formed.

When developing a new tourist product, it is necessary to be able to correctly complete the offer.

For target groups with similar needs, tourist goods and services are selected that are able to most fully solve the problem of their requirements for consumption on the spot. The right set of services in the "package" in terms of quantity creates clarity for the tourist even before the start of the trip itself and makes it easier for him to choose.

A comprehensive tourist offer may contain, for example:

* in the case of organizing a winter holiday - transport (airplane and bus) to the resort, hotel accommodation, meals, excursion services, lift pass, skiing lessons. In addition, the cost of tours, for example, to Austria, depends on which part of the country the resort chosen by the client is located. The basic principle is simple: the farther to the West, the more expensive;

* in the case of a holiday for the purpose of treatment - in addition to the basic tourist services, the initial examination of the patient in order to establish a diagnosis and subsequent appointment for procedures, daily medical care in accordance with the doctor's prescriptions, provision of medicines, free access to facilities for general health exercises, final examination and etc.;

* in the case of holidays in seaside resorts - participation in several excursions, in folklore and other events, receiving gifts - receiving a guidebook, souvenirs, a card with a view of the resort, etc.;

in the case of recreation of sports-oriented tourists - a subscription to the use of sports facilities and services of your choice.

Comprehensive service helps tourists to plan and organize rationally free time and focus on the price level that really operates on the market. This, of course, leads to an increase in the sale of the tourist product.

Testing a product in market conditions involves its experimental implementation. It can be combined with a promotional free (or reduced) cruise, bus trip, etc. The testing stage is important from the point of view of testing the quality of the tourist product, the need for it, the affordability of the price, etc. in practice.

In the case of positive results of the market test, the tourist enterprise makes the final decision to bring the tourist product to the market on a commercial basis.

Thus, the product strategy is the development of directions for optimizing the product range and determining the range of products that is most preferable for successful operation in the market and ensures the efficiency of the tourism enterprise as a whole.

Development of a tourist product is a crucial step in creating a new proposal. The most important thing is to achieve full compliance of the service with the characteristics inherent in its design.

In the case of positive results of the market test, the tourism enterprise makes the final decision to bring the tourism product to the market on a commercial basis.

From all that has been said, it should be noted that the assortment policy is one of the most important areas of marketing activity for each enterprise. Especially this direction is of particular importance in the current conditions, when the service from the consumer has increased requirements for quality and assortment, and all the economic indicators of the organization and the market share depend on the efficiency of the enterprise with the service.

The marketing complex is an operational activity, each component of which is the result of a deep economic analysis and scrupulous commercial calculations, often based on economic and mathematical methods. Add to this the important role of experience and marketing intuition, which in some situations is decisive. As you know, a tourist product is any service that satisfies the needs of tourists during travel and is subject to payment by them. The success of commercial activities in the tourism market is determined, first of all, by an attractive tourism product.

Also, a positive result is achieved by taking into account the individual preferences of different categories of consumers - segmentation. Positioning in the theory of strategic marketing is considered as the main strategy of the company. The "growth - market share" matrix (Boston Consulting Group) was created to analyze the relevance of the company's products, based on their position in the market relative to the growth of the market for these products and the market share occupied by the company selected for analysis.

To be successful in the market, a detailed and well-thought-out product strategy is required. This is due to the fact that the tourist product is an effective means of influencing the market, the main concern of the enterprise and a source of profit. In addition, it is a central element of the marketing mix.

Product is a product designed to meet needs. In the marketing system, the product is considered as set of useful properties most fully meeting the needs of the target group of consumers. A commodity can be a material good (product, object) or a type of activity (service). Value- the significance of the objects of the surrounding world for a person. There are three ways in which marketing creates value for consumers. The first is responding to existing needs. The second is related to the ability to identify hidden needs. the third is the active formation of new values ​​for consumers, using the achievements of technical, economic or social progress. Product marketing solutions include:

formation of an assortment of goods with a set of functional and emotional values ​​that meet the requirements of the market;

ensuring the competitiveness and profitability of the goods;

development of an effective brand policy;

search and implementation of ideas for goods "market novelty.

The practical value of a product for the consumer is determined by a set attributes(essential, integral properties of this item. According to Kotler's classification, the product is perceived by the consumer in three dimensions:

• 1. Product by design- a set of functional characteristics of the goods (properties of the washing machine to wash, wring out);
• 2. Product in real performance- appearance, material of manufacture, ergonomics, aesthetics (dimensions, weight and appearance of the washing machine);
• 3. Product with extension- guarantees, service, delivery (for example, subscription service for the repair of a washing machine at the consumer's home).

An important basis for product development management is the concept of "product life cycle". This cycle has several stages:

origin and implementation- period of appearance of the product on the market;

development and growth- the period of recognition and distribution of the product on the market;

maturity- the period of greatest stability in the sale of goods, market saturation;

aging, dying- a period of decline in sales, the disappearance of demand.

Depending on the various stages of the life cycle, in which sales and profits proceed differently, the enterprise also builds its market activity in different ways, counting on the fullest possible use of the features and advantages of a particular stage. The transition from one stage of the life cycle to another is usually explained by significant changes in sales and profit growth rates.

Under competitiveness understands the advantages of a product in the market, contributing to its successful sale in a competitive environment. This general concept is revealed through a system of indicators:

product quality- technical level (compliance with standards and regulations) and consumer utility (consumer properties of the product);

consumer costs- purchase price and operating costs during the life of the product.

Competitiveness is assessed on the basis of a comparison of "quality / price" indicators in relation to competing goods (as well as standards, samples).

The problem of new products in marketing activities is one of the key issues of success in the market. With a product that has "market novelty" the enterprise is moving forward, forming a new market, ahead of competitors, increasing its income. There is a system of criteria by which it is possible to determine the market novelty of certain goods. These are not only fundamentally new products that satisfy the need for new sports (windsurfing, hang gliding), or goods (services) that satisfy existing needs in a new way (video recorder, Internet). Market novelty is also a new package of an already known product (a new package of Tetra Pak milk), a new price compared to a competitor product. The use of new raw materials and technologies is also a sign of market novelty of goods.

The main stages of the development of a new product.

Stage 1. Search (generation) of new product ideas. Search areas:

modern spheres of life (hidden needs);

achievement of scientific and technological progress;

offers coming from consumers;

ideas of the firm's personnel;

copying or improving competitor products;

use of patents

Stage 2. Evaluation and selection of ideas. Filtering ideas for compatibility with company resources:

construction of evaluation matrices;

market testing;

opinions of managers and assessments of consumers.

Stage 3. Definition and verification of the concept of a new product. Description of products in terms that reflect its usefulness to the consumer:

checking the concept of the product;

market testing;

focus group.

Stage 4. Development of test samples of goods:

organization of work - creation of an interfunctional group;

provision of new functions - development of technical characteristics of a new product based on the deployment of a quality function;

* the sequence of work - a method of network planning for the release of new products.

Stage 5. Trial marketing, product testing:

conducting trial sales;

market testing;

store trial imitation.

Step 6. Estimating demand, sales, costs and profits:

demand assessment;

break even;

marginal profit.

Stage 7. Development of a marketing plan. Marketing mix of a new product for the target group.

Stage 8 . Success/Failure Evaluation . cognitive dissonance.

To address questions about how to start selling a new product, who can be counted on in the first place, how to develop sales with the involvement of new consumers and others, a classification of types of consumers by the speed of product approval is used.

Innovators. They act under the influence of their own intuition on new products. They have a fairly high socio-economic status. Use information from various sources. They represent a small group of consumers.

Early approval. Focus on their own intuition Are opinion leaders in other groups. Pay attention to the information contained in the media. Sensitivity to price changes is minimal.

Early majority. Focus on the behavior of early approvers. They have an above-average socioeconomic status. When receiving information, they actively use the opinion of leaders, the advice of sellers, and the media.

Late majority. Great importance is attached to the behavior of other groups in their perception of the new product. Their status is at the middle level. They prefer to see the product on the store shelves. The assessment of representatives of the same population group is important. Sensitive to price changes. The media are treated with restraint. Together with the early majority, they make up the main group of consumers in terms of number.

Conservatives. The focus is on established opinions. They have a low socio-economic status. They show some resistance to change.

When launching a new product on the market, the enterprise must take measures to reduce the time it takes for it to be approved by various consumer groups. For this, special attention is focused on the novelty of products, highlighting the benefits, ease of testing and verification, availability in the distribution network.

Commodity, trademark, trade mark- name, image, sign, symbol, drawing, or a combination thereof. The brand allows you to distinguish goods (services), as well as their manufacturers or sellers from competitors. Branded goods reinforce the value of products. They distinguish them from the mass of similar products, emphasize the benefits for consumers, and ensure the success of the sale. The value of branded products is constantly growing and is increasingly becoming one of the strategic resources enterprises. Branded products not only create added value for consumers, but also brand equity ( the value of future cash flows generated by trademarks), Finally, the brand (brand) is a kind of company management tool (attracting the best specialists, creating a good management team that shares common values). Brand policy management requires. - undertaking certain actions:

creating a brand (forming an idea and choosing a name);

promotion of the brand (development of a brand strategy, development of "market power of the brand", assessment of the value of the brand);

brand control and protection.

Building a brand, building a brand starts with finding ideas(promises, messages, messages). An idea, as a rule, is formed on the basis of a search for benefits, values, and consumer expectations. The second step in brand building is the translation of the idea. in commercial name. Here it is possible to use the method of borrowing and the method of composing new words.

The brand name must meet certain requirements. In particular, reflect the nature of the product, the quality of the product, not resemble another designation and appear as an independent image. Be concise, easy to pronounce and easy to remember. Brand promotion includes issues of defining the brand strategy of the company, ensuring the "market power" of the brand and assessing the value of the brand. Brand Strategies pursue the goal of highlighting goods or product groups according to their usefulness (value) for potential consumers. In practice, the following strategies can be developed:

product brand strategies (individual brands);

brand expansion strategies (corporate brands).

Product brand strategy assumes that the various products manufactured by the enterprise have their own individual brands. This strategy is based on the unique market positioning of individual products and reducing the overall risk of the company in the market. brand expansion strategy, firstly, it is connected with the formation of a (family) brand strategy - the same brand name is given for different variants of the same product line; secondly, one brand name is used for all products manufactured by the company

Brand value assessment. The value of a brand is an intangible asset of the enterprise, the "profit from loyalty" of consumers, the surplus over value in relation to non-branded goods. At the same time, the object of assessment is not the sign itself (picture, symbol rkt etc.), but the right to use it. Accordingly, the following methods are used.

Cost method. The main drawback is the discrepancy between actual costs and real value.

Market valuation (sales comparison method). This approach captures the competitiveness of the brand in real time.

Royalty method involves estimating the amount that a company would have to pay to a third party if it did not own its mark, but acquired the right to use it.

economic method evaluates the brand's net contribution to the business (weighted average earnings per revenue ratio).

Discounted cash flow method. Based on a direct forecast of future earnings generated by the brand.

Package represents the most important component of the product in the perception of the consumer. Its importance is constantly growing due to the growing interest of consumers in amenities, the increasing role of self-service, the expansion of branded products, and the development of technical capabilities. Packaging performs various functions related to the protection of goods, ease of storage and use, identification and awareness, promotion and advertising. Packaging design involves a number of decisions.

Definition concepts packaging, i.e. what importance to attach to one or another of its functions.

Design packaging (setting the size, shape, color, material, text of the packaging).

Testing packaging. So, engineering tests make it possible to check the technical parameters of the packaging; dealer tests make it possible to determine the attitude of traders to packaging in the process of wounding and transporting goods; visual - perception of inscriptions, colors, forms of packaging; consumer - allow you to identify the reaction of consumers

Under after-sales service refers to a support system that allows the consumer to rationally operate the purchased product. There are pre-sales and after-sales services. The latter is considered as warranty and post-warranty. To pre-sales service include such activities as consulting, training, trial operation, transfer of documentation. Guarantee- an assurance from the manufacturer or trader that the product conforms to accepted quality standards. Therefore, warranty service is associated with the likelihood of defects, shortening the life of the product. Defects are repaired free of charge for a set period of time. Post-warranty service carried out for a fee at established rates and tariffs. The form of after-sales service is handling complaints consumers ("The customer is always right").

Coordinates: email [email protected] , [email protected]

Icq 170552870, phone 89168119086. www.wiseowl.ru

Introduction 2

1. Theoretical aspects of strategy development 3

1.1. The concept of strategy and strategic management 3

1.2. Types of strategies 4

1.3. Strategy development process 8

2. Strategic analysis of the travel company GLOBUS LLC 10

2.1. Study of the external environment of the organization 10

2.2. Research of the internal environment of the organization 12

2.3. Conclusion on the competitive position of the company, development and choice of strategy 14

Conclusion 19

References 21

Introduction

A modern tool for managing the development of an organization in the face of increasing changes in the external environment and the associated uncertainty is the methodology of strategic management. Practice shows that those organizations that carry out complex strategic planning and management work more successfully and make profits that are significantly higher than the industry average. Many experienced planners and just energetic people do not achieve the desired success due to the fact that they spread their forces trying to reach as many markets as possible, produce as many different products as possible and satisfy the needs of various customer groups. For success, a purposeful concentration of forces and a correctly chosen strategy are necessary. There is no single strategy for all organizations. Each organization is unique in its kind, and therefore the process of developing a strategy for each organization is different, because. depends on the position of the organization in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, the cultural environment, etc.

The purpose of the course work is a strategic analysis of the enterprise and the development of an enterprise development strategy.

Objectives of the course work:

reveal the concept of strategy and strategic management;

characterize the types of strategies;

explore the strategy development process;

4. conduct a strategic analysis of the enterprise;

5. develop an enterprise development strategy.

The object of study of the course work is the travel company GLOBUS LLC. The subject of the research is the tools of strategic management.

1. Theoretical aspects of strategy development

1.1. The concept of strategy and strategic management

It is rather difficult to give an unambiguous definition of the concept of strategy, since it is so multifaceted that with even a slight change in the angle of view on it, the picture changes quite significantly.

A strategy is a means to an end result.

The strategy unites all parts of the organization into a single whole.

The strategy covers all major aspects of the organization.

Strategy is the long-term plan of an organization.

The strategy ensures that all parts of the organization's plans are compatible.

The strategy provides answers to key questions about the nature of the organization:

What is our business today?

What should our business be like tomorrow?

What are our products, functions, markets?

What do we need to do to achieve our goals?

The strategy is the result of analyzing the strengths and weaknesses of the organization, as well as identifying opportunities and obstacles for its development.

Strategy is a pre-planned response of an organization to changes in the external environment.

An organization's strategy is a master plan of action that prioritizes strategic objectives, resources, and a sequence of steps to achieve strategic goals. The main task of the strategy is to transfer the organization from its present state to the future state desired by management.

Depending on the chosen object of strategic management, there are: corporate strategy - the strategy of the organization as a whole; business strategy - the strategy of a separate strategic unit of the organization; functional strategy - the strategy of the functional zone of management.

Strategic management is a process that determines the sequence of actions of an organization to develop and implement a strategy. It includes setting goals, developing a strategy, determining the necessary resources and maintaining relationships with the external environment that allow the organization to achieve its goals.

1.2. Types of strategies

Let's consider some of the most common, practice-tested and widely covered business development strategies in the literature. Usually these strategies are called basic, or reference. They reflect four different approaches to the growth of the firm and are associated with a change in the state of one or more elements:

• position of the firm within the industry;

technology.

2. Strategies for integrated growth

The second group of reference strategies includes such business strategies that are associated with the expansion of the company by adding new structures. These strategies are called integrated growth strategies. Usually, a firm can resort to implementing such strategies if it is in a strong business, cannot implement concentrated growth strategies, and at the same time, integrated growth does not contradict its long-term goals. A firm can pursue integrated growth both through acquisition of ownership and through expansion from within. In both cases, there is a change in the position of the firm within the industry.

There are two main types of integrated growth strategies:

the strategy of reverse vertical integration is aimed at the growth of the company through the acquisition or strengthening of control over suppliers. A firm can either create supply subsidiaries or acquire supply companies. Implementing a backward vertical integration strategy can give a firm very favorable results in terms of being less dependent on component price fluctuations and supplier requests. Moreover, supply as a cost center for a firm can become, in the case of reverse vertical integration, a revenue center;

the strategy of forward-going vertical integration is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end user, namely distribution and sales systems. This type of integration is very advantageous when intermediary services are greatly expanded or when the firm cannot find intermediaries with a quality level of work.

3. Diversified growth strategies

The third group of reference business development strategies are diversified growth strategies. These strategies are implemented when the firm can no longer develop in a given market with a given product within a given industry. The main factors determining the choice of a diversified growth strategy are formulated:

markets for the business being carried out are in a state of saturation or a decrease in demand for the product due to the fact that the product is at the stage of dying;

the current business gives an inflow of money that exceeds the needs, which can be profitably invested in other areas of the business;

a new business can generate synergies, for example, through better use of equipment, components, raw materials, etc.;

4. Reduction strategies

The fourth type of reference business development strategies are reduction strategies. They are implemented when the company needs to regroup forces after a long period of growth or in connection with the need to increase efficiency, when there are recessions and fundamental changes in the economy, such as, for example, structural adjustment, etc. In these cases, firms resort to the use of targeted and planned production reduction strategies. The implementation of these strategies is often not painless for the firm. However, it must be clearly understood that these are the same strategies for the development of the company as the growth strategies discussed, and under certain circumstances they cannot be avoided. Moreover, sometimes these are the only possible strategies for business renewal, since in the vast majority of cases renewal and growth are mutually exclusive business development processes.

There are four types of targeted business reduction strategies:

liquidation strategy represents an extreme case of a reduction strategy and is carried out when the firm cannot conduct further business;

harvesting strategy involves abandoning the long-term view of the business in favor of maximizing revenue in the short term. This strategy is applied to an unpromising business that cannot be sold profitably, but can generate income during the "harvest". This strategy involves reducing procurement costs, labor costs and maximizing revenue from the sale of the existing product and the continuing decline in production. The "harvest" strategy is designed to ensure that, with the gradual reduction of this business to zero, to achieve maximum total income during the period of reduction;

reduction strategy is that the firm closes or sells one of its divisions or businesses in order to effect a long-term change in the boundaries of business. Often this strategy is implemented by diversified firms when one of the industries does not fit well with others. This strategy is also implemented when it is necessary to obtain funds for the development of more promising or the start of new ones that are more in line with the long-term goals of the company's businesses. There are other situations that require the implementation of a reduction strategy;

cost reduction strategy is quite close to a reduction strategy, since its main idea is to look for opportunities to reduce costs and carry out appropriate measures to reduce costs. However, this strategy has certain distinctive features, which consist in the fact that it is more focused on the elimination of rather small sources of costs, and also that its implementation is of the nature of temporary or short-term measures. The implementation of this strategy is associated with a reduction in production costs, an increase in productivity, a reduction in hiring and even layoffs of personnel, the cessation of production of unprofitable goods and the closure of unprofitable facilities. We can assume that the cost reduction strategy turns into a reduction strategy when divisions or, in a sufficiently large amount, fixed assets begin to be sold.

In real practice, a firm can simultaneously implement several strategies. This is especially true for multi-industry companies. The firm can also pursue a certain sequence in the implementation of strategies. Regarding the first and second cases, the firm is said to be pursuing a combined strategy.

1.3. The procedure for developing a strategy

Strategy development is one of the main functions of management. Among all the things a manager does, there are few that affect the well-being of the company to such a large extent as developing a long-term strategy, developing competitive and effective strategic actions and business approaches, and executing the strategy in such a way as to achieve the intended results. Indeed, a successful strategy and skillful implementation are exactly the signs of perfect management that should be trusted.

The task of a manager to create and implement strategy in an entrepreneurial organization consists of five interrelated parts:

Determination of the type of commercial activity and the formation of strategic directions for its development - i.e. it is necessary to identify goals and long-term development prospects.

Turning common goals into specific areas of work.

Skillful implementation of the chosen plan to achieve the desired performance.

Effective implementation of the chosen strategy.

Evaluation of the work done, analysis of the market situation, making adjustments to the long-term main lines of business, goals, strategy or its implementation in the light of experience gained, changed conditions, new ideas or new opportunities.

Each of the five tasks of strategic management requires constant analysis and decision: whether to continue working in a given direction or make changes. The manager cannot afford to be distracted from strategic tasks. In the process of strategic management, nothing is final and all preliminary actions undergo changes depending on the transformation of the environment or the emergence of new opportunities that can improve the strategy. Strategic management is a process that is in constant motion. Changing the situation both inside the organization and outside it, or all together, requires appropriate adjustments in the strategy, so the strategic management process is a closed cycle.

2. Strategic analysis of the travel company GLOBUS LLC

2.1. Research of the external environment of the organization

Tourism is a non-productive sphere of the economy that effectively satisfies the recreational needs of the population in the form of services provided through the tourism industry system, which includes tourist accommodation enterprises: hotels, motels, campsites, etc.; catering, communications, transport, currency exchange offices, travel companies; advertising and information, scientific, design, cultural, entertainment and medical institutions and enterprises.

Tourism has political, educational, cultural, social, biological and economic significance.

The political significance of tourism, especially international tourism, lies in the mutual rapprochement, exchange of opinions and views between residents of different countries and continents. Tourism can contribute to the establishment of communication between peoples, laying the foundation for peaceful cooperation, and can serve as one of the ways to strengthen peace. Foreign tourism is the best form of knowledge of a country and its inhabitants. Often, the idea of ​​a given country, obtained from books, radio, cinema, television, does not correspond to reality. Therefore, direct contact by traveling to this country can change misconceptions and prejudices.

The educational value of tourism is to increase the awareness of excursion participants who visit various regions of the country and observe the manifestations of public life, get acquainted with achievements in the field of economy and culture.

The cultural significance of tourism is to enrich personal culture by getting to know new cities, people, their customs and achievements in art, architecture, theatrical life, literature, music, historical monuments, as well as improving one's knowledge. foreign languages.

The social significance of tourism is expressed in the growth of solidarity, comradeship and mutual goodwill of the participants of the tourist trip, independence, conscientiousness, a sense of discipline and in the development of self-control and willpower in any circumstances, in the right attitude towards nature, the population encountered, etc. P.

The biological significance of tourism is to restore physical strength and moral rest, stay in beneficial climatic conditions. And as a result of this - good health, increased working capacity and a desire to work, which in turn contributes to the growth of labor productivity and improved health.

Especially important for the state is the economic value of tourism. Tourism acts not only as a service provider, but also primarily as a consumer of individual service elements. It is in this dual role that the economic significance of tourism lies.

Tourism at the beginning of the 21st century has become one of the leading areas of socio-economic activity in most states, and the tourism industry has become an integral element of consumer models and social behavior of a significant part of the population. At the same time, the Russian Federation, despite its high tourism potential, still occupies an insignificant place in the world market in terms of tourism income. It accounts for about 1 percent of the world tourist flow. The main task of development tourism in Russian Federation is the formation of a modern marketing promotion strategy tourist product in domestic and international markets.

The main segments of the tourism services market are traditionally corporate tourism, individual tourism and mass tourism. Now such new categories as ecological and extreme tourism are becoming more and more popular, as well as the sector of youth and student tourism is developing steadily.

The main competitive factors in this market are:

range of services provided;

the quality of the services offered.

At the same time, different factors prevail for different groups of consumers. The price factor is the main one for middle-income consumers. The quality of service is more important for high-income consumers who need, above all, an increased level of service.

2.2. Research of the internal environment of the organization

OOO GLOBUS

The company is a regular participant of major Moscow and regional exhibitions MITT, Otdykh and others. And every year the volume of sales increases.

Fig.1. Organizational structure of GLOBUS LLC

Functions of the tourism manager of GLOBUS LLC:

1. Offers the client the available choice of options for recreation, gives recommendations and advice on choosing vacation spots, advises the client on the features of the socio-demographic and climatic conditions of the vacation spot.

3. Provides guides, maps, diagrams, plans of the area.

4. Concludes a contract for the provision of tourist services.

5. Organizes interaction with transport companies, hotels.

7. Prepares necessary travel documents.

The main economic performance indicators of GLOBUS LLC for 2004-2006. are presented in table 1.

Table 1

Economic indicators of LLC "GLOBUS" for 2004-2006.

Thus, despite some improvement in the economic indicators of GLOBUS LLC for 2004-2006, the decrease in labor productivity attracts attention. This is partly due to the fact that the company's development strategy has not been defined, employees do not know what to strive for.

2.3. Conclusion about the competitive position of the company, development and choice of strategy

Next, we will assess the competitiveness of GLOBUS LLC. The strongest competitors of GLOBUS LLC are Akris LLC and Skatt CJSC. These firms were selected among the rest, because their share in the Moscow market is approximately the same as OOO GLOBUS. In addition, these firms work in the same areas as GLOBUS LLC. The expert group included independent experts in the field of tourism market research. They were asked to rate the company's position in the market according to the proposed criteria.

Comparative characteristics of GLOBUS LLC competitors are presented in Table 2.

table 2

Comparative characteristics of competitors LLC "GLOBUS"

The data of Table 2 allow us to conclude that the company GLOBUS LLC ranks second among competitors, since almost all indicators of the competitiveness of the analyzed company are located in the middle of the rating scale.

reputation in the market;

the breadth of the range of services;

the uniqueness of the tours.

Based on the results of the analysis, the management of GLOBUS LLC is recommended to develop a package of measures aimed at increasing the comparative competitiveness of the company.

Table 3 presents the SWOT analysis of GLOBUS LLC.

Table 3

SWOT - analysis of LLC "GLOBUS"

1) Strategy for deeper market penetration.

experience, competencies;

the presence of stable relationships;

many potential consumers;

Restrictions:

highly competitive environment;

2) Diversification strategy

The following factors favor this strategy:

innovative approach to business;

qualified personnel.

Restrictions:

lack of experience in a new business area;

attraction of additional resources;

entry into a new market;

risk of loss from incompetence.

Comparing the opportunities and threats in the implementation of these options, the strategy of deep market penetration seems to be the most preferable. Positive factors enabling the implementation of this strategy have already taken shape in the company. Experience in this business is 6 years. The presence of many potential consumers on the market allows expanding the circle of the company's customers. Restrictions can be neutralized in the following way: constantly monitor the state of prices in the industry, develop competitive advantages, that is, complete the task of creating a unique service.

Today, travel agencies sell almost the same product, fill the same charters, the same hotel base on mass destinations. This is understandable: it is profitable to work on a stream, selling standard tours - a minimum of investment, a maximum of efficiency. Individual tourism is more expensive, respectively, brings more income per unit of sales, but also requires large costs from the agency itself - both temporary and material. But the client himself often does not want an original vacation, choosing mass destinations. Thus, the promotion of individual, unusual tourism remains in a vicious circle: no demand - no supply, no supply - no demand. It is still dangerous to focus exclusively on individual tourism in retail due to the non-obviousness of the circle of solvent customers.

The long-term development strategy of the company should be aimed primarily at creating the image of GLOBUS LLC as a high-level company. The main goal of such a strategy is to attract new customers and partners, including potential investors. The main accents in the advertising campaign of GLOBUS LLC should be chosen in such a way as to consolidate the positive image of the company - modern and dynamic, which will ensure the quality of services provided and flexible rates for tours, meeting the wishes of the client.

As a rule, a potential consumer, responding to an advertising appeal from a travel agency, visits its office in order to finally decide on the choice of a tour on the spot. But often, without receiving satisfactory information or due attention from the staff, he leaves the travel agency without choosing a suitable trip for himself. Therefore, it is very important for a travel agency to organize the work of its staff in such a way that as many visitors as possible decide to make a purchase.

Incentives:

establishment of a progressive commission for the sale of tourist trips in excess of the established quota;

providing discounts from the advertised prices for group trips in case of increased sales, especially during the off-season period;

providing free service to employees of a retail company accompanying tourist groups on a trip;

presentation of representative gifts-souvenirs to representatives of retail travel agencies;

holding tourist exchanges, where the sale of tours is carried out on preferential terms (the right of "first hand", preemptive right, discounts from declared prices, etc.);

distribution of catalogs among potential partners;

organization of study (advertising and information) trips for employees of retail travel companies free of charge or with the provision of large discounts (75%) from the declared prices. During such trips, a program is organized for participants in promotional tours, including familiarization with the tourism industry, tourist attractions, and specialized advertising and information seminars are held.

Study tours have become the norm in today's tourism market. Here are some principles for organizing study tours for travel agents:

groups for such trips are formed not from directors, but from managers (employees of travel agencies) who directly sell the tourist product;

as a rule, already proven partners are invited to such trips;

such trips are organized in the off-season (before it starts);

the tour program includes familiarization with the material base of the reception and with all the main and additional services;

a standard group on such a trip is 15-20 people;

standard duration - 1 week;

participants of the trip pay only for the flight (do not confuse such tours with incentive ones, where all services are provided free of charge);

sales results are tracked in specific firms participating in the study tour.

Incentive measures are planned based on the overall marketing strategy and the selection of the most effective means. Like promotional activities, sales promotion activities are carried out on a calendar basis. These periods may be periods of active sale of tourist trips for the next year, periods coinciding with major tourist events.

Along with the implementation of sales promotion measures, their effectiveness should be constantly evaluated. For this, methods of surveying tourists, a comparative analysis of sales volume are used.

Conclusion

Summing up the course work, we can draw the following conclusions:

An organization's strategy is a master plan of action that prioritizes strategic objectives, resources, and a sequence of steps to achieve strategic goals. The main task of the strategy is to transfer the organization from its present state to the future state desired by management.

The development of the strategy was carried out for the travel company GLOBUS LLC.

OOO GLOBUS has been operating in the tourism market since 2001. In addition to group tours, the company pays great attention to organized school and adult groups, as well as servicing individual tourists. The company accepts foreign groups and provides quality service to corporate clients.

The mission of GLOBUS LLC is to promote the development of the Russian tourism market by providing quality tourism services at affordable prices that meet international standards.

It was revealed that the weakest sides in the activities of the company LLC "GLOBUS" in comparison with competitors are:

reputation in the market;

the breadth of the range of services;

labor productivity, staff motivation;

the uniqueness of the tours.

To improve the position of GLOBUS LLC in the tourism market, two alternative marketing strategies were chosen:

1) deep market penetration;

2) diversification.

Comparing the opportunities and threats in the implementation of these options, the strategy of deep market penetration seems to be the most preferable. Positive factors enabling the implementation of this strategy have already taken shape in the company.

To implement this strategy, it was proposed:

1) The long-term development strategy of the company should be aimed primarily at creating the image of GLOBUS LLC as a high-level company. The main goal of such a strategy is to attract new customers and partners, including potential investors. The main accents in the advertising campaign of GLOBUS LLC should be chosen in such a way as to consolidate the positive image of the company - modern and dynamic, which will ensure the quality of services provided and flexible rates for tours, meeting the wishes of the client.

2) conduct staff training;

3) follow the developed sales promotion system aimed at consumers (tourists) and retail travel agents.

In general, it can be noted that in the absence of a strategic vision or a plan for the development of a company for a strategic perspective, without strategic goals, without defining its mission in business, it is impossible not only to develop in the long term, but also to effectively solve current problems.

Bibliography

Ansoff I. Strategic management. - M.: Economics, 1989. - 647p.

Ansoff I. New corporate strategy. - St. Petersburg: Peter Kom, 2003. - 422 p.

Bagiev G.L. etc. Marketing: A textbook for universities - M .: Economics, 2003. - 703 p.

Bolshakov A.S., Mikhailov B.I. Modern management: theory and practice. - St. Petersburg: Peter, 2002. - 341 p.

Bowman K. Fundamentals of strategic management / Per. from English. M.: UNITI, 2003. - 456 p.

Vikhansky O.S. Strategic management. - M.: Gardarika, 2004. - 569s.

Wissema H. ​​Strategic management and entrepreneurship. - M.: Infra - M, 2002. - 347 p.

Volkov Yu.F. Introduction to the hotel and tourism business. - Rostov-on-Don. - 2004. - 352p.

Gulyaev V. Organization of tourism activities: Proc. allowance. – M.: Knowledge, 2005. – 312 p.

Kaplan R., Norton D. A strategy-oriented organization. - M .: Olympus Business, 2004. - 278s.

Lebedev O.T. Fundamentals of management. - St. Petersburg: Publishing house "MiM", 2002. - 318 p.

Markova V.D., Kuznetsova S.A. Strategic management. Lecture course. - Moscow-Novosibirsk, INFRA-M - Siberian Agreement, 2001. - 345 p.

Popov S.A. Strategic management. - M .: Delo, 2003. - 345s.

Porter M. Competitive strategy. - M .: Alpina Business book, 2005. - 301s.

Saprunov V. Tourism: Evolution, structure, marketing. - M.: Os-89, 2002. - 160 p.

Strategic Management / Ed. Porshneva A.G., Rumyantseva Z.P., Salomatina N.A. - Novosibirsk: publishing house of NGTU, 2002. - 69p.

Thompson A.A., Strickland AJ. Strategic management. The Art of Strategy Development and Implementation: A Textbook. - M.: Banks and stock exchanges, UNITI, 2005. - 387 p.

firms. Process development strategies includes Fig. 1. Fig. 1. Process development strategies ...

1. Description of activity tourist firms

   Coursework >> Physical culture and sports

   And the position of consumers To the technologies used in tourist firm can be attributed development new, yet unexplored... parameters of the culture of the organization and make changes. Development strategies service firms(in perspective for 5 years): 1.New...

2. Activity analysis tourist agency and its improvement

   Abstract >> Physical culture and sports

   On the first customer tour. 1.2 General principles development strategies tourist firms Development strategies tourism organization begins with the definition of the main ...

3. Determinants strategy tourist firms

   Abstract >> Management

   Set goals. Before developing strategies managers of the organization should represent ... be reflected in the developed strategies tourist organizations. Demographic factors... groups firm should be taken into account when developing strategic decisions...

A marketing strategy is a conditional, global plan of "behavior" to achieve the goals of the enterprise and marketing goals. Strategy is the art of leadership; a general plan for conducting this work, based on the prevailing reality at this stage of development. Marketing planning has the following tasks:

1. Analyze the situation within the enterprise and the environment.

2. Select a market.

3. Determine the size of the market coverage.

4. Develop basic principles of behavior in relation to market participants.

5. Identify key points in the use of marketing tools

Also, the development of a marketing policy is carried out using marketing analysis and includes three stages:

1. Setting goals.

2. Development of a marketing strategy.

3. Determination of the use of marketing tools

Global strategies - growth strategies, competitive strategies, coverage strategies. Local strategies - price, communication, marketing, commodity strategies.

A marketing strategy is usually built according to the following scheme: choosing the duration of the marketing period (short-term, medium-term, long-term planning); setting marketing goals - final (strategic) and intermediate (tactical); development of measures aimed at achieving intermediate and final goals; development of a control (monitoring) system for the implementation of strategic plans.

To manage the potential of the enterprise, its behavior in the market, the choice of a competitive position, you can use the capabilities of strategic models and matrices. Portfolio strategies allow you to make decisions on the management of various areas of the enterprise in terms of their place and role in meeting market needs. In the most general form, they are based on a combination of assessments of marketing opportunities (growth in demand, market attractiveness) and the internal potential of the enterprise or its business units (strategic position, market share).

Marketing strategies of an organization can be of different types. They can be classified according to various criteria. All possible marketing strategies are divided into four main groups: concentrated growth strategies, integrated growth strategies, diversified growth strategies and reduction strategies. Let's consider them in more detail.

1. Strategies for concentrated (intensive) growth include strategies related to changing the product and / or market and not affecting other elements. This strategy is relevant when the company has not yet fully exhausted the opportunities associated with its products in existing markets, and can strengthen its position. At the same time, the company is considering entering new markets.

Within the framework of concentrated growth strategies, we can distinguish:

Market penetration strategies;

Market Development Strategies;

Product development strategies.

A market penetration strategy aims to increase sales by introducing existing products into new markets. Here, both new territorial markets and new segments in the same regional market (for example, the supply of industrial goods to the consumer market) are considered as new markets.

As part of the market development strategy, firms try to increase the sales of existing products in existing markets, which will ultimately contribute to the development of production.

The product development strategy is aimed at increasing sales by developing improved or new products that will be sold in the market already mastered by the company. This strategy may include changing the characteristics of the product, expanding the product range, updating the product line, improving product quality, etc.

Advantages: relative protection from competition, work experience, income stability.

Disadvantages: the difficulty of conquering the segment, the need to maintain constant contact with the client.

2. Strategies for integration growth. Integration is the association of economic entities. Integration growth strategies involve expanding the firm by adding new structures. Typically, these strategies are used by firms that are at a high level of business development and do not have the ability to implement concentrated growth strategies.

Types: vertical, horizontal.

The strategy of regressive integration is aimed at developing the company through the acquisition of suppliers or strengthening control over them, through the creation of subsidiaries that carry out the supply. By implementing this strategy, the firm reduces dependence on suppliers and price fluctuations.

The progressive integration strategy is expressed in the development of the company through the acquisition or strengthening of control over the structures located between the company and end users, i.e., over distribution and sales systems (warehouses, transportation, retail network). The strategy is beneficial when intermediary services are too extensive or the firm cannot find intermediaries with a quality level of work.

The horizontal integration strategy is based on the firm's actions to take over or place under tighter control of competitors' enterprises in the firm's market. Often the main reason for horizontal diversification is the geographical expansion of markets. In this case, companies that produce the same type of products, but act in different regional markets, are united.

Problems that arise with vertical integration: the appearance of a strong position; mutual dependence, which, in case of any difficulty, can put the next link at a disadvantage.

Pluses of integration: costs, control, emergence of stability.

3. Strategies for diversified growth. These strategies are implemented when the firm can no longer develop in a given market with a given product within a given industry. The main factors determining the choice of a diversified growth strategy are formulated:

The markets for the business being carried out are in a state of saturation or a reduction in demand for the product due to the fact that the product is at the stage of dying;

The current business provides an inflow of money that exceeds the needs, which can be profitably invested in other areas

A new business can generate synergies, for example, through better use of equipment, components, raw materials;

Antitrust regulation does not allow further expansion of business within the industry;

Tax losses can be reduced;

Access to world markets can be facilitated;

New qualified employees can be attracted or the potential of existing managers can be better used.

The main strategies for diversified growth are as follows:

The strategy of centered diversification is based on finding and using additional opportunities for the production of new products that are contained in the existing business. That is, the existing production remains at the center of the business, and the new one arises based on the opportunities that are contained in the developed market, the technology used, or in other strengths of the firm's functioning. Such capabilities, for example, may be the capabilities of the specialized distribution system used;

A horizontal diversification strategy involves looking for growth opportunities in an existing market through new products that require a new technology that is different from the one being used. With this strategy, the firm should focus on the production of such technologically unrelated products that would use the already existing capabilities of the firm, for example, in the field of supply. Since the new product must be oriented to the consumer of the main product, it must be related in its qualities to the already produced product. An important condition for the implementation of this strategy is a preliminary assessment by the company of its own competence in the production of a new product;

The strategy of conglomerate diversification is that the firm expands through the production of new products that are not technologically related to already produced products that are sold in new markets. This is one of the most difficult development strategies to implement, since its successful implementation depends on many factors, in particular, on the competence of the existing staff and especially managers, seasonality in the life of the market, the availability of the necessary amounts of money, etc.

Advantages: painless introduction to selected segments, the possibility of maneuvers.

Disadvantages: significant marketing costs, the presence of competitors in almost every segment, the difficulty of achieving a competitive advantage in any segment.

4. Reduction strategies. They are implemented when the company needs to regroup forces after a long period of growth or in connection with the need to increase efficiency, when there are recessions and fundamental changes in the economy, such as, for example, structural adjustment, etc. In these cases, firms resort to the use of targeted and planned production reduction strategies. The implementation of these strategies is often not painless for the company. However, it must be clearly understood that these are the same strategies for the development of the company as the growth strategies discussed, and under certain circumstances they cannot be avoided. Moreover, sometimes these are the only possible strategies for business renewal, since in the vast majority of cases renewal and growth are mutually exclusive business development processes.

There are four types of targeted business reduction strategies:

A liquidation strategy is an extreme case of a downsizing strategy and is carried out when the firm is unable to conduct further business;

The "harvest" strategy involves abandoning the long-term view of the business in favor of maximizing revenue in the short term. This strategy is applied to an unpromising business that cannot be sold profitably, but can generate income during the "harvest". This strategy involves reducing procurement costs, labor costs and maximizing revenue from the sale of the existing product and the continuing decline in production. The “harvest” strategy is designed to ensure that, with the gradual reduction of this business to zero, to achieve maximum total income during the period of reduction;

A downsizing strategy is when a firm closes or sells one of its divisions or businesses in order to effect a long-term change in business boundaries. Often this strategy is implemented by diversified firms when one of the industries does not fit well with others. This strategy is also implemented when it is necessary to obtain funds for the development of more promising or the start of new ones that are more in line with the long-term goals of the company's businesses. There are other situations that require the implementation of a reduction strategy;

The cost reduction strategy is quite close to the cost reduction strategy, since its main idea is to look for opportunities to reduce costs and carry out appropriate measures to reduce costs. However, this strategy has certain distinctive features, which consist in the fact that it is more focused on the elimination of rather small sources of costs, and also that its implementation is of the nature of temporary or short-term measures. The implementation of this strategy is associated with a reduction in production costs, an increase in productivity, a reduction in hiring and even layoffs of staff, the cessation of production of unprofitable goods and the closure of unprofitable facilities. We can assume that the cost reduction strategy turns into a reduction strategy when divisions or, in a sufficiently large amount, fixed assets begin to be sold. In real practice, a firm can simultaneously implement several strategies. The firm can also pursue a certain sequence in the implementation of strategies. Regarding the first and second cases, the firm is said to be pursuing a combined strategy.

Thus, an enterprise can develop and implement four main types of strategies: concentrated growth strategies, integrated growth strategies, diversified growth strategies, and reduction strategies.

Similar information.