There are three groups of marketing strategies - development, "portfolio" and competitive. Each of them involves the use of a number of alternative options that provide the enterprise with different opportunities and are characterized by different costs and results.
Development strategies are models of enterprise management by choosing the types of its business activity. To develop alternative marketing development strategies, the “product-market” matrix proposed by I. Ansoff is widely used (Fig. 10.1).
Deep Market Penetration Strategy appropriate when the company is working with an already well-known product on existing market. It is effective when the market is growing or not yet saturated. The strategy is aimed at increasing sales volumes through intensive advertising, the use of various sales promotion tools, and attracting new customers.
Market development strategy involves entering new market segments with an existing product. Such a strategy implies significant investments for their development, is quite aggressive and involves a high level of competition for consumer preferences.
Product development strategy aims to increase sales through the development of modified or new products focused on traditional markets for the enterprise. This strategy can be implemented by optimizing the product range
Rice. 10.1. Alternative strategies for the development of tours, improving the attributes of products that are important for consumers, improving their quality, introducing new services to the market.
Diversification strategy involves expanding the scope of the enterprise. This manifests itself in offering new products for new markets. This strategy is often associated with implementation in industries that are not related to the previous activities of the tourism enterprise (for example, investment by a tour operator in the construction of hotels).
Diversification can manifest itself in a variety of forms. "Portfolio" strategies involve various options for distributing the limited resources of a tourism enterprise using the criteria for the attractiveness of market segments and the potential capabilities of each business unit (tourist products, production units, etc.).
The development of alternative "portfolio" strategies in practice is often carried out on the basis of matrices "market growth - market share" developed Boston Consulting Group(Boston consulting group- BCG). It allows a business to classify each of its products by:
- relative market share - the logarithm of the ratio of the sales volume of the company's product to the sales volume of the main competitor: low (0.1 - 1), high (1-10);
- sales growth rate: low (0-10%), high (10-
- 20%).
Each of the four quadrants of the matrix (Figure 10.2) describes essentially different situation, requiring a separate approach both in terms of the direction of investment and the development marketing strategy.
The real usefulness of the matrix lies in the fact that its use allows you to determine the position of the enterprise as part of a single portfolio, structure problems, generate promising marketing strategies, for example, such:
- "stars" - maintaining leadership,
- "milk cows" maximizing profit,
- "wild cats" - investment and electoral development,
- "dogs" - withdrawal from the market or little activity.
At the same time, the application of the matrix is limited, since it gives results only in relation to stable conditions and for a limited range of indicators.
Greater opportunities for developing marketing strategies are matrix "attractiveness of the market - the strategic position of the enterprise"(Fig. 10.3), developed by the company McKinsey. It allows you to make more differentiated marketing decisions on efficient use on-
Rice. 10.2.
the potential of the enterprise (income, production opportunities, financial position, sales efficiency, image in the market, corporate culture, leadership style, etc.) depending on various levels of market attractiveness (growth rates of market capacity, price levels, competition, barriers to entry into the market , legal restrictions, etc.).
Matrix based McKinsey The following marketing strategies can be developed:
attacking, assuming an active, aggressive position of the enterprise in order to conquer or expand its market share. The use of this strategy is advisable: if the market share is below the required minimum or has sharply decreased as a result of the actions of competitors; for faster
Rice. 10.3. Strategic marketing decisions in accordance with the matrix "attractiveness of the market - the strategic position of the enterprise" of the introduction of a new product to the market; when expanding the product range, the costs of which can only pay off with a significant volume of sales; when a real opportunity arises with a relatively low cost increase market share as a result of the loss of their positions by competitors;
- defensive aimed at maintaining the company's existing market share and holding its positions. It can be used: with a satisfactory position of the enterprise; in case of lack of funds to carry out an attacking strategy; in a situation where the company is afraid to implement an attacking strategy due to possible strong responses from competitors;
- retreat, which is, as a rule, forced, and not consciously chosen. It involves both a gradual reduction in market presence, and a complete curtailment of commercial operations.
Competitive strategies aim to ensure the competitive advantage of the enterprise in the market. They contribute to the retention by the enterprise of a certain market share (separate market segment) or its increase.
To manage the competitive position of the enterprise and develop appropriate marketing strategies, the following are used:
- overall competitive matrix;
- model of competitive forces;
- matrix competitive advantage.
General competitive matrix M. Porter determines that the competitive advantage of an enterprise in the market can be ensured in three main ways (Fig. 10.4).
Product Leadership Strategy is aimed at improving the product, giving more customer value, development after-sales service, the formation of an attractive image, etc. Increasing the value of the product for the consumer
Rice. 10.4. Alternative marketing strategies in accordance with the general competitive matrix of M. Porter leads to the fact that he is ready to pay a higher price for it. The combination of high utility and high price forms the "market power" of the tourism product. It protects the company from competitors, ensures the stability of the market position. The conditions for applying the strategy are an unsaturated market, weak competition and active behavior of the enterprise in the struggle for consumer preferences.
Price leadership strategy is based on the ability of the enterprise to reduce the costs of forming a tourist product (special attention is paid to the stability of investment, cost management, cost control, etc.). Most often, this strategy is applied in an unsaturated mature market, as well as in conditions where there are practically no opportunities for the development of a tourism product (for example, proven technologies for serving tourists).
Niche leadership strategy is associated with focusing a product or price advantage on a narrow segment of consumers, not covering the entire market. In addition, the specialized segment chosen by the enterprise should not attract much attention from stronger competitors. This strategy is most often used by small businesses.
Opportunities to achieve competitive advantages are also determined by the proposed by M. Porter competitive forces model(see 7.2). It allows, depending on the degree of market coverage planned by the enterprise, to use strategies of mass, differentiated and concentrated marketing.
Mass Marketing Strategy assumes that the company ignores the segmentation differences of consumers, focuses on their wide range. Attention is focused not on how the needs of individual consumer groups (market segments) differ, but on what these needs have in common. In order to satisfy them, a single marketing mix is being developed for the entire target market. Therefore, the strategy is associated with a standardized (or highly standardized) offer of products, characterized by low costs of their formation and marketing costs (no need for marketing research for market segmentation, development of advertising aimed at certain consumer groups).
The standardization of the product range and the entire marketing mix is the main success factor for enterprises that adhere to this strategy. Its disadvantages are that focusing on (or reducing) costs often leads to a failure to recognize changes in market conditions in a timely manner, and unpredictable changes in the macro environment (for example, changing consumer preferences) can negate price advantages over competitors. In the tourism industry, this strategy is very difficult to use: it is rarely possible to achieve that one product satisfies all (or a significant part) of consumers.
Differentiated Marketing Strategy provides a different offer for individual market segments. This requires differentiation of tourism products - actions aimed at giving them distinctive features relative to competitors' offerings. Differentiation factors can be the image of the enterprise, distinctive features of products, customer service organizations, etc.
Differentiation allows the tourist enterprise to satisfy the needs of various consumer groups, i.e. work on a sufficiently large number of segments. For each of them, an appropriate marketing mix is formed.
A differentiated marketing strategy is costly, but it enables an enterprise to strengthen its competitive position by protecting it with broad market coverage and deep penetration into each segment. Sufficient attention to marketing provides the enterprise with a stable position and reduces the susceptibility to failures in individual segments.
Concentrated Marketing Strategy assumes that the company deliberately focuses its efforts on one market segment and offers tourism services based on the needs of this particular group of buyers. To this end, in relation to the selected segment, a marketing mix is being developed.
Achieving competitive advantage in a specific segment is achieved either through low costs and prices or uniqueness of the offer; or through both together. This strategy is quite attractive for enterprises with limited resources (for example, small firms), when instead of focusing on a small share big market they prefer to concentrate their activities on a large share of one of the segments. The company provides a strong market position in the selected segment, as it has detailed information about the needs, requests, preferences of consumers and enjoys a good reputation with them. He manages to achieve certain savings in many areas of his activity due to the narrow specialization and focus of work (for example, a tourist enterprise does not organize group tours, but serves only individual tourists).
A concentrated marketing strategy is associated with a high level of risk - competitors may appear or the segment may not live up to expectations (for example, the formation of tours for shoppers). Therefore, a differentiated marketing strategy seems to be safer and more stable from the point of view of commercial prospects, assuming the work of a tourist enterprise simultaneously in several market segments.
Competitive Advantage Matrix provides that the strategy depends on the position occupied by the enterprise in the market (market leaders; pursuers of market leaders; enterprises avoiding direct competition) and the nature of its actions (Table 10.1).
Occupying a certain position in the market, tourism enterprises can pursue proactive (active) or passive strategies to ensure their competitive advantages.
"Market Capture" - the desire of the leader to increase the occupied market share through the introduction innovative technologies, new products, forms of sale, service organization, etc.
"Market expansion" - search for new consumers and areas of application and products offered to the market.
"Market Protection" - anticipatory actions that make a potential attack by competitors impossible or significantly weaken it.
"Interception" - reaction to the innovations of the pursuers to reduce the possible effectiveness.
"Front Attack"- use by the pursuer of the superiority achieved over the leader (product or price, as a rule, in a ratio of 3 to 1) to achieve competitive advantages.
Table 10.1
Alternative Marketing Strategies According to the Competitive Advantage Matrix
"flank attack"- using any weakness of the leader, finding a gap (most often, market needs unsatisfied with his product offer).
"Environment"- gradual accumulation of advantages over the leader by knowing his weaknesses, bypassing a competitor from different sides (from the front, flanks and rear).
"Following the Course"- minimizing the risk of the leader's response actions (for example, in pricing policy).
"Concentration of forces in advantageous areas"- the choice of market segments that do not attract the attention of stronger competitors.
"Bypass"- avoidance of functional competition, use of sales channels that are unattractive to competitors, etc.
"Saving Positions"- maintaining consistency in market activities that do not attract the attention of competitors.
To ensure success in the competitive struggle, a tourism enterprise must be able to concentrate resources for effective marketing activities. In addition, the use of any opportunity to seize the initiative in order to achieve the set goals allows for the flexibility to choose an adequate marketing strategy, taking into account the actions of competitors.
Currently, in the course of their activities, tourism enterprises face many problems: high degree uncertainty of the market situation, seasonal instability of demand for the services provided, increased competition, political instability. Therefore, in order to constantly provide acceptable level competitiveness of the offered tourist services (tourist products), it is necessary to find ways and means to reduce the degree of uncertainty and risk, and, as a result, the tourist enterprise itself, including on the basis of the concentration of resources (financial, labor, material,
information, etc.) in the target market. Achieving this goal requires the formation and consistent implementation of the marketing strategy of the enterprise.
What is a "marketing strategy"? What does the term "strategy" mean?
The word "strategy" (gr. strategos) means "the art of the general". However, in modern Russian and foreign literature there are many definitions of strategy. So, in the 1960s. under the company's strategy was understood the definition of long-term goals for the development of the company, taking into account the limitations of its internal and external environment. It was during this period that the concept of corporate strategies was formed, the essence of which is to choose the optimal set of business types in the appropriate set of markets. In the 1970s subject accent strategic management shifted to the study of the competitive advantages of the company, which were defined by M. Porter in terms of market positioning. At the end of the XX century. the main task within the framework of strategic management is the search for sustainable competitive advantages and understanding the mechanism for their creation. The resource concept has become dominant, the idea of which is to recognize the internal organizational abilities and resources of the firm as the determining sources of its competitive advantages.
M. Porter defined strategy as a thoughtful choice of activities that provide the unique nature of the value being created; creation of a unique and advantageous position, providing for a certain set of activities.
M. X. Meskon, M. Albert give the following definition: strategy - a plan to implement the company's mission and achieve its goals.
G. Mintzberg defines the strategy through the model of five "P": plan, direction of development; principle of behavior; position, location of certain goods in specific markets; perspective, the main mode of operation of the organization; technique, a special maneuver, with the aim of deceiving, confusing, outwitting competitors.
Today, all scientific approaches to the definition of the concept of "strategy" can be combined into the following groups:
- strategy as a plan or program;
- market positioning strategy;
- a complex concept that includes various aspects of the implementation of the strategy.
The variety of definitions of the concept of "strategy" accordingly leads to different interpretations of the concept of "marketing strategy". Some of them are given in Table. 5.1. It should be borne in mind that the concepts of "marketing strategy" and "marketing strategy" are synonyms.
G. L. Bagiev defines the marketing strategy as the general program of the marketing activities of the enterprise in the target markets,
including the main directions of the company's marketing activities and the tools of the marketing mix (marketing mix), with the help of which they develop and implement marketing activities to achieve their goals. For each segment of the target market, a strategy for the product, price, distribution and marketing policy of the company is determined. The marketing strategy shows with which product, which markets, with what volume of products it is necessary to enter in order to achieve the set goals. Thus, the marketing strategy is the use by the company of its own potential and the achievement of success in its environment (market, macro-environment factors, etc.). It is the main way to achieve marketing goals, forming and concretizing the appropriate structure of the marketing mix |9, p. 189-190].
Domestic and foreign interpretations of the concept of "marketing strategy"
Table 5.1
|
Definition of "marketing strategy" |
|
|
V. V. Gerasimenko, A. V. Chernikov |
A set of long-term decisions about how to meet the needs of existing and potential clients company through the use of its internal resources and external capabilities |
|
G. Assel |
Marketing strategies involve: 1) the development of products that meet the needs of consumers; 2) product positioning for target segments; 3) development of an effective marketing mix |
|
F. Kotler |
Rational, logical construction, guided by which, the organizational unit expects to solve its marketing problems. It includes specific strategies for target markets, marketing mix and level of marketing spend. |
|
A. V. Alferov, A. G. Bezdudnaya |
Selection of the target market, competitive position and development of an effective program of marketing activities to reach and serve the selected market |2, p. 113] |
|
E. A. Utkin |
An integral part of the entire strategic management of an enterprise is a plan for its business activity. |
|
O. Walker Jr. |
Efficiently distributed and coordinated market resources and activities to fulfill the objectives of the firm in a particular product market |
|
S. E. Chernov |
A marketing strategy is developed for each target market with a definition of strategic goals for products, distribution channels, methods of promoting products, prices, other elements of the marketing mix, as well as marketing budget. |
The end of the table. 5.1
Therefore, the marketing strategy in a broad sense in relation to the enterprises of the tourism industry is:
- first, a means to an end;
- secondly, the general strategic direction of the tourism enterprise, with which all aspects of the marketing plan should be linked;
- thirdly, the set of decisions of the tourist enterprise regarding the choice of the target market and the tourist product (tour services) for this market;
- fourthly, the optimal management of the tourism product (tour service) and the optimal distribution of resources;
- fifthly, the combination of resources and skills of the tourism enterprise, on the one hand, and the risk opportunities emanating from environment, on the other hand, at which the main goals are achieved.
The founder of strategic marketing J.-J. Lambin believes that “From a marketing point of view, the customer does not so much need a product/service as he wants a solution to a problem that the product/service can provide. The solution can be obtained with the help of various technologies, which themselves are constantly changing.
The main problems solved in the process of substantiating, developing and implementing a marketing strategy for a tourism enterprise are shown in Fig. 5.1.
Rice. 5.1.
In accordance with this, in the process of substantiating, developing and implementing a marketing strategy in relation to tourism enterprises, the following three interrelated tasks should be solved:
- 1) development of a set of marketing activities (development of new types of food products (tourist services); creation of alliances, differentiation of market policy; diversification of production; overcoming barriers when entering the market, etc.);
- 2) adaptation of the activity of a tourist enterprise to changes in the external environment (taking into account cultural specifics in contacts with the public, the social situation in the country, the economic situation, changes in legislation, international politics, etc.);
Tourism development strategy in Russian Federation
as a key area of state regulation of tourism activities
Deputy Head of the Federal Agency for Tourism,
PhD in Law
It is known that methods state regulation different branches of life of the Russian state and society differ in the nature of the impact and the degree of independence provided to economic and other subjects of law.
One of the best ways of political and legal impact associated with the long-term socio-economic development of the Russian Federation are program and installation, which include targeted programs, thematic plans, concepts, as well as strategies for the development of economic sectors and spheres of life of our country.
In 2 years, only the Government of the Russian Federation approved such important documents as Order of the Government of the Russian Federation -r “On the Strategy for the Development of Marine Activities in the Russian Federation until 2030”, Order of the Government of the Russian Federation -r “On Approval of the Strategy for Activities in the Field of Hydrometeorology and Related Fields for the Period until 2030 (taking into account aspects of change climate change) (together with the "Action Plan for the first stage (2 years) of the implementation of the Strategy for activities in the field of hydrometeorology and related areas for the period up to 2030 (taking into account climate change aspects)", Order of the Government of the Russian Federation dated 01.01.2001 N 1039-r " On Approval of the Strategy for the Development of the Geological Industry of the Russian Federation until 2030”, Decree of the Government of the Russian Federation of 01.01.2001 N 1734-r “On the Transport Strategy of the Russian Federation” and a number of others.
The tourism sector as a priority sector of the economy also does not remain without program-target regulation. In accordance with Article 4 of the Federal Law-FZ "On the Fundamentals of Tourism Activities in the Russian Federation" (hereinafter referred to as the Law on Tourism Activities), among the main areas of state regulation of tourism activities are such as determining priority areas for the development of tourism in the Russian Federation and the development and implementation of federal, sectoral targeted and regional tourism development programs.
So, in the period of 2 years. In Russia, the Concept for the Development of Tourism was implemented, approved by the order of the Government of the Russian Federation dated 01.01.01. In 2008, the implementation of the Strategy for the development of tourism in the Russian Federation for the period up to 2015 began (approved by the Order of the Federal Tourism Agency "On approval of the Strategy for the development of tourism in the Russian Federation for the period up to 2015" and prepared in pursuance of the protocol decision of the meeting of the Government of the Russian Federation dated April 3, 2008 No. 13 and instructions of the Government of the Russian Federation dated May 6, 2008 No. SN-P44-2812).
At the moment, a new target program “Development of domestic and inbound tourism in the Russian Federation” is being prepared for approval (2 years (Decree of the Government of the Russian Federation dated 01.01. 2 years)".
It should be noted that in 2010 the software and installation tools of state regulation were filled with new content. In accordance with Decree of the Government of the Russian Federation of August 2, 2010 No. 588 "On Approval of the Procedure for the Development, Implementation and Evaluation of the Effectiveness of State Programs of the Russian Federation" as the main instruments of state policy that ensure the implementation of key state functions, the achievement of priorities and goals of state policy in the field of socio-economic development and security, the state programs of the Russian Federation come to the fore.
The Decree of the Government of the Russian Federation dated November 11, 2010 approved a list of state programs of the Russian Federation, among which is the program "Development of physical culture, sports, tourism and increasing the effectiveness of the implementation of youth policy." Integral part of this program will be a subprogram for the development of tourism (hereinafter also referred to as a program, a subprogram for the development of tourism). The development and approval of the program by the Russian Government should be completed in the first half of 2011.
The state program will include federal target programs and subprograms containing, among other things, departmental target programs and individual activities of bodies state power(hereinafter - subprograms), as well as contain the following provisions:
a) passport of the state program;
b) a description of the current state of the tourism sector, the main indicators and analysis of social, financial, economic and other risks of the implementation of the state program;
c) priorities and goals of the state policy in the field of tourism, a description of the main goals and objectives of the state program, a forecast for the development of tourism and planned macroeconomic indicators based on the results of the implementation of the state program;
d) forecast of the final results of the state program, characterizing the target state (change in state) of the level and quality of life of the population, the social sphere, the economy, public security, state institutions, the degree of realization of other socially significant interests and needs in the relevant area;
e) the timing of the implementation of the state program as a whole, the control stages and the timing of their implementation, indicating intermediate indicators;
f) a list of the main activities of the state program indicating the timing of their implementation and expected results, as well as other information in accordance with the Order of the Ministry of Economic Development of Russia dated December 22, 2010 N 670 "On approval Guidelines on the development and implementation of state programs of the Russian Federation";
g) basic measures legal regulation in the field of tourism, aimed at achieving the goal and (or) final results of the state program, with the rationale for the main provisions and deadlines for the adoption of the necessary regulatory legal acts;
h) a list and brief description of federal targeted programs and subprograms;
i) a list of target indicators and indicators of the state program with a breakdown of the planned values for the years of its implementation, as well as information on the relationship of activities and the results of their implementation with the generalized target indicators of the state program;
j) substantiation of the composition and values of the relevant target indicators and indicators of the state program for the stages of its implementation and assessment of the influence of external factors and conditions on their achievement;
k) information on resource provision at the expense of the federal budget of the state program (with a breakdown by the main administrators of federal budget funds, federal target programs, main activities of subprograms, as well as by years of implementation of the state program);
l) a description of measures of state regulation and risk management in order to minimize their impact on the achievement of the goals of the state program;
m) methodology for evaluating the effectiveness of the state program and other provisions.
With this in mind, it is currently relevant to prepare not only a new state program (subprogram) of the Russian Federation for the development of tourism, but also the actualization of the current Strategy for the development of tourism in the Russian Federation for the period up to 2015. New Strategy development of tourism in the Russian Federation until 2020 (hereinafter referred to as the Tourism Strategy 2020) should be a logical continuation of previously adopted industry documents, taking into account current global trends in tourism and the current stage of development of the Russian tourism industry.
The provisions of the Tourism Strategy 2020, according to the author, should become the basis for a nationwide understanding of the place and role of tourism and the tourism industry in the socio-economic development of the Russian Federation, as well as determine priority areas for the development of tourism in the Russian Federation in the long term.
The Tourism Strategy 2020 can also be an effective tool for combining the efforts of the state and the business community to solve promising economic problems and achieve major socially significant results.
The tourism strategy 2020 should be prepared taking into account the strategic goal of the Russian Federation - achieving a level of economic and social development corresponding to the status of Russia as the leading world power of the 21st century, occupying leading positions in global economic competition and reliably ensuring national security and the exercise of the constitutional rights of citizens.
In preparing the document, the targets and priorities for the development of world tourism are also important. In order to increase international tourist arrivals, the world tourism community (UNWTO) has formulated long-term and short-term tasks and priorities facing countries in the field of tourism. So, in the long run, you need to:
· increasing the overall responsibility and role of coordination on the part of the governments of countries that rely on the development of tourism;
Ensuring security measures and timely provision of tourists with the necessary information;
· increasing the role of state policy in the field of tourism;
· Strengthening the role of public-private partnerships;
· the need for public investment in the development of tourism, primarily in the promotion of the tourist product and the development of tourism infrastructure.
The following aspects stand out as short-term priorities for the activities of the UNWTO and its member states:
the sustainability of tourism in terms of meeting the needs of environmental protection, socio-economic and cultural development;
market trends and forecasts for the short, medium and long-term periods;
management of tourist destinations and marketing methods, including the use of new information and communication technologies, the development of landmark points;
aspects of quality, safety and protection in tourism; the frequent threats to which tourism is exposed make it necessary to deal with these problems, which are of increasing concern to members and the general public;
the economic aspect of tourism, including its contribution to the creation of gross domestic product through the use of satellite accounts methodology in tourism both at the national and local levels, as well as the contribution of tourism to employment and the maintenance of the balance of payments;
domestic tourism, which has undoubtedly grown faster than international tourism and, in many developed countries, is more important for economic growth and job creation than inbound tourism;
employment in tourism, given the high labor intensity of tourism enterprises and the priority given by governments to the issue of job creation;
management in tourism, including the various levels of public administration and their relationship with the private sector and other participants in the tourism process, both at the level of national and local tourism destinations.
The tourism strategy 2020 may include, as an implementation, the following goals and objectives of the modern and future development of Russia:
creating favorable conditions for the development of the abilities of each person, improving the life, health and well-being of Russian citizens, as well as the quality of the social environment, including through the creation of new jobs, increasing the working capacity of the population, the spiritual and intellectual development of citizens;
ensuring the unity of the tourist space of the Russian Federation, freedom of movement of services, information and financial resources in the field of tourism. Improving the quality, volume and availability of tourism industry services for the population of the Russian Federation, its energy efficiency. The transition of the tourism industry to an innovative socially oriented type of economic development, its balanced spatial development, modernization and increasing competitiveness in the international tourism market;
improving the effectiveness of tourism security measures, protecting the rights and legitimate interests of tourists in Russia and abroad. Strengthening law and order in the tourism market, formation respectful attitude to the law for tourists, employees of organizations of the tourism industry, state and municipal employees in the tourism sector;
formation of a qualitatively new image of Russia as a country favorable for tourism;
rational use of the economic potentials of the constituent entities of the Russian Federation, the formation on their territories of the modern engineering, social, transport and other infrastructure necessary for the development of tourism, the diversification of the production specialization of single-industry towns and single-industry urban and rural settlements through the development of products and services of the tourism industry, the involvement of indigenous peoples of Russia in economically beneficial tourism activities for them;
stimulating the interest of citizens of the Russian Federation in the material and spiritual values of Russia, its traditions and norms of public life, the past, present and future, the formation of healthy lifestyle life, as well as patriotic consciousness as one of the factors of the unity of the nation.
ensuring an integrated approach to the conservation and rational use of cultural and historical heritage, the appearance of historical settlements, promoting the development of various types of cultural activities, including folk art crafts;
environmental protection, capitalization of the environmental advantages of the Russian Federation in the field of tourism (reserves of clean water and air, untouched natural landscapes, unique flora and fauna, etc.), ensuring the development of tourism based on the concept of sustainable development;
integration of the Russian tourism industry into the global tourism industry. Ensuring the promotion of Russian entrepreneurs to priority tourism markets through their effective positioning in the niches of international tourism.
The basis for the preparation of the Tourism Strategy 2020 are:
Constitution of the Russian Federation, which defines the Russian Federation as a social state whose policy is aimed at creating conditions that ensure a decent life and free development of a person (part 1 of article 7);
The Federal Constitutional Law “On the Government of the Russian Federation The Government of the Russian Federation, which establishes that the Government of the Russian Federation develops and implements measures to develop tourism (Article 16);
Federal Law "On the Fundamentals of Tourism Activities in the Russian Federation", which defines the principles, goals and priority areas of state regulation of tourism activities (Articles 3 and 4);
Addresses of the President of the Russian Federation to the Federal Assembly of the Russian Federation;
Decree of the Government of the Russian Federation -r "On approval of the main directions of activity of the Government of the Russian Federation for the period up to 2012 and the list of projects for their implementation";
Decree of the Government of the Russian Federation -r "On the Concept for the Long-Term Socio-Economic Development of the Russian Federation for the period up to 2020" (together with the "Concept for the Long-Term Socio-Economic Development of the Russian Federation for the Period up to 2020").
The success of the implementation of the Tourism Strategy 2020 will largely depend on taking into account, in its implementation, global trends, internal development barriers and long-term systemic challenges that Russian tourism, as well as the Russian economy as a whole, has faced in recent years.
The first challenge is the strengthening of global competition, covering not only the traditional markets for goods, capital, technology and work force, but also the system of national management, innovation support, human development.
The second challenge is the expected new wave of technological change, which will increase the role of innovation in socioeconomic development and reduce the impact of many traditional growth factors.
The third challenge is an increase in the role human capital as the main factor of economic development.
The fourth challenge is the exhaustion of the potential of the raw materials export model of economic development, based on the forced increase in fuel and raw materials exports, the production of goods for domestic consumption due to the additional loading of production capacities in conditions of low cost. production factors- labor, fuel, electricity and others.
Structure suggestions
Tourism Development Strategies in the Russian Federation
for the period up to 2020
Introduction.
I. Current state and global trends in the development of tourism in the world
1.1. The state of tourism development in the world (characteristics of the main tourist flows, the main sending and receiving markets, the volume of revenues received by states from tourism, leaders in international tourism, the role and place of Russia in international tourism, the global financial and economic crisis and its consequences for the development of tourism).
1.2. The place and role of tourism in the socio-economic development of states and regions of the world. Mutual influence of tourism development and related spheres of economic and other activities.
1.3. Main trends and modern challenges for the development of tourism in the world.
II. Analysis of the current state and problems of tourism development in the Russian Federation
2.1. General characteristics of the main types (species) Russian tourism(domestic tourism, inbound tourism, outbound tourism, social and amateur tourism, environmental, cultural, educational, rural, skiing, cruise, etc.); analysis of competitive advantages, disadvantages, opportunities and threats (risks) of Russian tourism.
2.2. The state of the tourism industry, tourism resources and infrastructure in the Russian Federation:
tour operators and travel agents, guides-interpreters, guides, accommodation facilities, means of transport; means of entertainment, objects of sanatorium treatment and recreation, etc.);
types and classification of types of tourist resources (objects of cultural heritage, specially protected natural areas (natural complexes), etc.);
tourism infrastructure (social, engineering, transport, information, etc.);
2.3. State regulation of tourism activities and state policy in the field of tourism. Stages and results of tourism development in the Russian Federation ().
Current results of the implementation of state program documents in the field of tourism of federal target programs (Concept for the development of tourism, Strategy for the development of tourism, etc.). Legal regulation, ensuring the safety of tourism, promotion of tourism, formation and maintenance of a register of tour operators, targeted programs, classification of objects of the tourism industry, international cooperation, personnel and scientific support, public-private partnerships, tourist and recreational special economic zones, etc.
Problems of intersectoral (interdepartmental) coordination of issues of state regulation of tourism activities. Organizational structure of state regulation bodies in the field of tourism in the Russian Federation.
2.4. Interregional, regional and local aspects of tourism development. Separation of powers of federal and regional authorities. The rights of local authorities in the field of tourism. Peculiarities of tourism development in single-industry towns and depressed municipalities. Problems of tourism development with the participation of indigenous peoples of Russia.
III. Strategic guidelines, main parameters and goals for the development of tourism in the Russian Federation and their compliance with long-term guidelines and goals of the socio-economic development of the Russian Federation
3.1. Predictive qualitative and quantitative parameters development of tourism in the Russian Federation for the period up to 2020 (inertial and innovative scenarios for the development of tourism).
3.2. The main target landmarks (general social, general economic, general tourism; landmarks by types of services in the field of tourism).
The strategic goal of the socio-economic development of the Russian Federation is to achieve a level of economic and social development corresponding to the status of Russia as the leading world power of the 21st century, occupying leading positions in global economic competition and reliably ensuring national security and the exercise of the constitutional rights of citizens. In 2 years, Russia should enter the top five countries in terms of gross domestic product (purchasing power parity) (The concept of long-term socio-economic development of the Russian Federation).
3.3. Tourism development goals, including taking into account their compliance with the long-term goals of the socio-economic development of the Russian Federation.
3.3.1. Creating favorable conditions for the development of the abilities of each person, improving the life and well-being of Russian citizens, as well as the quality of the social environment, including through the creation of new jobs, improving the health and working capacity of the population, and the spiritual and intellectual development of citizens.
3.3.2. Ensuring the unity of the tourist space of the Russian Federation, freedom of movement of services, information and financial resources in the field of tourism. Improving the quality, volume and availability of tourism industry services for the population of the Russian Federation. The transition of the tourism industry to an innovative socially oriented type of economic development, its balanced spatial development, modernization and increasing competitiveness in the international tourism market.
3.3.3. Increasing the effectiveness of tourism security measures, strengthening law and order in the tourism market, protecting the rights and legitimate interests of tourists in Russia and abroad. Formation of a respectful attitude to the law among tourists, employees of organizations of the tourism industry, state and municipal employees.
3.3.4. Rational use of the economic potentials of the constituent entities of the Russian Federation, formation on their territories of modern engineering, social, transport and other infrastructure necessary for the development of tourism, diversification of the production specialization of single-industry towns and single-industry urban and rural settlements through the development of products and services of the tourism industry, the involvement of the indigenous peoples of Russia in economically beneficial tourism activities for them.
3.3.5. Formation of a qualitatively new image of Russia as a country favorable for tourism.
3.3.6. Stimulating the interest of citizens of the Russian Federation in the material and spiritual values of Russia, its traditions and norms of public life, the past, present and future, the formation of a healthy lifestyle among the population, as well as the patriotic consciousness of Russian citizens as one of the factors of unity of the nation.
3.3.7. Ensuring an integrated approach to the conservation and rational use of cultural and historical heritage, the appearance of historical settlements, promoting the development of various types of cultural activities, including folk art crafts;
3.3.8. Environmental protection, capitalization of the environmental advantages of the Russian Federation in the field of tourism (reserves of clean water and air, untouched natural landscapes, unique flora and fauna, etc.), ensuring the development of tourism based on the concept of sustainable development;
3.3.9. Integration of the Russian tourism industry into the global tourism industry. Ensuring the promotion of Russian entrepreneurs to priority tourism markets through their effective positioning in the niches of the international market.
IV. The main directions of tourism development in the Russian Federation, mechanisms for the implementation of the Strategy
4.1. Improving state policy, regulatory legal regulation, providing public services, management of state property and implementation of law enforcement functions in the field of tourism (legislation, register of tour operators, protection of the rights and legitimate interests of tourists, etc.)
4.2. Governmental support tourism and creation of favorable conditions for the development of the tourism industry
implementation of public-private partnerships, federal and regional tourism development programs, concession agreements, special economic zones and tourist clusters, innovative tourism activities; subsidizing the interest rate of loans for the creation, reconstruction or modernization of priority objects of the tourism industry, promoting its energy efficiency;
support for the development of tourism in single-industry towns and in depressed regions, the development of tourism in regions of compact residence of indigenous peoples of Russia;
support for social tourism, including the allocation of budget allocations to subsidize air transportation for residents of the Far East, as well as other social significant services in the field of tourism;
development and support of priority types of tourism (cultural, educational, ecological, cruise, agricultural);
encouragement of achievements in tourism (government, departmental, regional and local awards);
4.3. Promotion of tourism and formation of the image of Russia as a country favorable for tourism. Formation of a list of federal, regional and local tourism brands and their promotion in the domestic and international tourism market. Priority international tourist exhibitions and fairs. "Electronic Marketing", etc.
4.4. Improving the quality and safety of tourism:
creation of a risk management system in tourism, especially in emergency (crisis) situations of a natural, man-made, environmental and social nature. Improving the system of informing about the threat to the safety of tourists in the country (place) of temporary stay. Creation of a system for collecting, analyzing and summarizing accident statistics in the tourism industry. Regulations for the interaction of authorities in order to ensure the safety of tourism. Creation of specialized units of law enforcement agencies to ensure the safety of tourists;
technical regulation (development national standards, standards of organizations in the field of tourism), technical regulations affecting the activities of organizations in the tourism industry;
development of classification systems for objects of the tourism industry;
development human resources in tourism, education and research, qualification requirements to positions in the tourism industry, the formation of certification centers for personnel of organizations in the tourism industry.
4.5. Information support of tourism. The introduction of information and communication technologies (ICT) in the activities of state tourism regulation bodies, the promotion of the introduction of ICT in the activities of local governments and the activities of tourism industry organizations. Automated Tourist Information System. Development of the system of tourist information centers. Education and informing the population on the development of tourism in the Russian Federation.
4.6. Increasing the competitiveness of the national tourism industry competitiveness of entrepreneurial activity in the field of tourism. Self-regulation of tourism activities. Assisting Russian entrepreneurs to enter new international markets.
4.7. Ensuring the fulfillment of international obligations, expanding the spheres and forms of international cooperation of the Russian Federation, improving international treaties in the field of tourism. Simplification of formalities in the field of tourism. Participation in the activities of international governmental organizations (UNWTO, etc.). Organization of major international events (Olympics 2014, APEC Forum 2012, Universiade 2013, FIFA World Cup 2018).
4.8. Improving statistical observations in the field of tourism.
4.9. Inter-regional coordination, promotion of tourism development at the regional and local levels.
V. Assessment of the necessary resource support for the development of tourism in the Russian Federation. Financing the activities of the Strategy.
VI. Monitoring and control system for the implementation of the Strategy
VII. Applications
6.1. Target indicators for the implementation of the Strategy
6.2. Action plan for the implementation of the Strategy
6.3. Risk assessment
6.4. Federal target programs
See: Tikhomirov regimes of state regulation of the economy // Law and Economics. No.
From 1996 to 2003, the Decree of the Government of the Russian Federation dated 01.01.2001 N 177 "On the Federal Target Program" Tourism Development in the Russian Federation "was in force
See: Report of the UNWTO Secretary General to the UNWTO Executive Council. Seventy-ninth session Kish Island, Iran, 24-26 October 2010// www. world-tourism. org
See: Decree of the Government of the Russian Federation -r "On the Concept for the Long-Term Socio-Economic Development of the Russian Federation for the period up to 2020" (together with the "Concept for the Long-Term Socio-Economic Development of the Russian Federation for the Period up to 2020").
The company's strategy is a set of its main goals and the main ways to achieve them.
Accordingly, strategic planning is the process of determining the strategic goals of a travel agency (they can be both quantitative and qualitative, both have a material or economic expression, and not have one), as well as defining the stages of achieving the goals, in strict accordance with the organization's available resources. , or with those resources to which the firm may gain access in the near future.
Unlike tactical or operational planning, strategizing:
■ more subjective, since it is less determined by the factors of the internal and external environment actually surrounding the company's activities and to a greater extent depends on the intuition, work experience and professional knowledge of the manager;
■ more risky, since not even the most professional manager in tourism can predict with maximum accuracy the emergence or development dynamics of one or another exogenous factor;
■ less accurately estimated because it cannot be expressed in concrete results.
Features of strategic planning in tour operating:
■ focus on the medium and long term;
■ focus on solving key goals that determine the environment or the tour operator himself, on the achievement of which his living and / or progress depends;
■ organizational linkage of the intended goals with the volume and structure of the available capabilities or resources of the tour operator, or those that may appear in the near future;
■ the need to take into account in strategic planning numerous external factors that have both a positive and negative impact on it and to develop measures necessary to neutralize negatively influencing factors or increase the effectiveness and strength of the impact of positive circumstances;
■ planning is adaptive, that is, it can change under the influence of certain factors of the external and internal environment.
The importance of strategic planning in tour operating is explained by the fact that the presence of a strategy and strict adherence to the strategic plan allow:
■ not to satisfy the tour operator's own commercial ambitions with a momentary benefit (even if the size of this benefit exceeded the wildest expectations), but to continue to follow the fundamental goals and objectives;
■ be as prepared as possible for the emergence of foreseen negative trends in the tourism market (for example, the emergence of new competitors, a decrease in demand, etc.);
■ analysis of studies of the external and internal environment of the company;
■ setting the desired guidelines and directions for the tour operator (the so-called vision and mission of the tour operator, as well as a set of its strategic goals and objectives);
■ strategic analysis(comparison of the identified goals and objectives of the tour operator with the results of the study of factors of the internal and external environment, the definition of gaps between them);
■ defining a strategy (optimal at this stage is the formation of a modifiable, or so-called adaptive strategy);
■ the final strategic plan of activity (adequate to the conditions of the external and internal environment and linked to the real and potential capabilities of the tour operator).
The strategies adopted by the tour operator can be classified depending on the area or type of activity of the firm in which they are developed and used. So, we can distinguish:
■ general strategies;
■ marketing strategies;
■ competitive strategies;
■ pricing strategies;
■ corporate strategies;
■ tourism product management strategies.
General strategies are universal for the entire tourism organization, determine its future and prospects, form the strategies of functional units and divisions of the tour operator. Of course, only representatives of the top management of the tour operator accept these strategies for quite a long time (at least 1 year).
Conventionally, all adopted general strategies can be divided into strategies of stability, growth, reversal and liquidation.
The stability strategy consists in focusing the tour operator's efforts on existing business lines and maintaining them. That is, in other words, the meaning of this strategy is not to lose everything that the tour operator has won on the market during the entire period of its activity (the volume of tourist departures, a positive reputation, market share, etc.). This strategy is applicable only to tour operators that have managed to achieve some success in the tourism market, either over a long period of operation, or as a result of large-scale and aggressive short-term penetration into the tourism market of the region. On the one hand, a stability-oriented strategy requires a focus on problems in the current activities of the tour operator (the so-called flank analysis), which seem invisible during rapid growth, preparation to repel possible attacks from competitors, makes it necessary to carefully monitor the slightest changes in market conditions, on the other hand, the strategy stability does not mean expanding the degree of influence of the tour operator, capturing new markets, although the tour operator may have the necessary capabilities and professionalism for this.
A growth strategy, on the other hand, is primarily focused on growing the organization and increasing its market power. The growth of the organization is carried out by expanding the range of tours, entering new tourist markets by increasing the number of agencies, joining the tour operator with other travel companies (acquisition or merger), etc. The growth strategy is focused on obtaining certain material benefits (profit, influence, role in the market) in the future, is the greatest incentive for the owners of the enterprise and its employees, however, it requires maximum prudence, intuitiveness and professionalism, and must be adaptive to any changes in the tour operating environment. In addition, often the growth strategies of a tour operator are quite expensive and therefore risky.
The reversal strategy is used by experienced and mature tour operators, whose performance is steadily declining, but has not yet reached a critical value. That is, managers have an alternative to liquidating the tour operator. In this case, it is necessary to abandon inefficient business lines (for example, refusal to work with a specific direction or segment of the tourism market), introduce cost-saving measures (for example, reduce the number of employees, advertising, change a rented office), reevaluate the mission and strategic goals of the tour operator. The need to understand the reasons for the decline in the productivity of tour operators and the effectiveness of its activities remains important.
Finally, the liquidation strategy is focused on the exit of the tour operator of the market, curtailing it commercial activities. The reasons for following such a strategy may be a crisis situation in the tourism market (for example, measures tightening state control over the tourism business, falling living standards, increased competition, etc.), the decision of the founders and owners of the tour operator about the need to wind down the business, the requirements of partners or government authorities (for example, by a court decision or as a result of the bankruptcy of a tour operator). The liquidation strategy can be both fast, that is, implying an immediate closure and exit from the market, or slow, focused on working until the last client. In any case, the liquidation strategy does not have positive features, since it indicates the recognition by the management of the tour operator of their own impotence in the competition and the inability to adequately respond to changes in the external environment of the tourism market.
Marketing strategies reflect the goals and behavior of the tour operator in the tourism market, determine its tour, pricing and advertising policy, define its market niche, and are the initial stage of consumer identification of the tour operator with one or another type of tours or tourist destinations. An analysis of the behavior of tour operators in the market allows us to judge the three most common marketing strategies in the tourism market: cost minimization, differentiation and focusing.
The cost minimization strategy consists in the constant striving of the tour operator to reduce selling prices for their own tours by reducing their cost and profit share. The main goal of this strategy is to identify the tour operator in the market as the organizer of the most affordable trips in one direction or another. The commercial interests of the tour operator itself in this case are not achieved at the expense of high share profit in each sold tour, but by achieving high sales volumes in the market.
In practice, the strategy of minimizing costs is used on popular destinations by tour operators with a certain experience and a solid agent network, which allow them to provide large volumes of tourist shipments with constant regularity. In addition, in order to follow this strategy, the tour operator needs to enter into risky relationships with tourism service providers (for example, organize its own charter flights, rent a hotel or purchase large blocks of places in it, etc.), in order to be able to reduce the cost tourism products, which requires the tour operator to have certain financial and market opportunities. The cost minimization strategy involves the struggle not only to minimize the selling prices of suppliers, but also to reduce the variable and fixed costs of the tour operator's activities. For companies that minimize their own costs, it is unacceptable to have expensive rented offices, a huge staff, and aggressive advertising. It is better for such tour operators to have an inconspicuous office, focused not on receiving potential tourists directly, but on representatives of other travel agencies; instead of large scale advertising campaigns more logical to participate in professional exhibitions, expanding its own agent network, etc.
Managers of tour operators pursuing a cost minimization strategy need to maintain permanent cost records. own work and do everything possible to reduce them, switch to less expensive work technologies (for example, abandon the fax in favor of electronic booking systems), create a reliable and efficient organizational structure of the tour operator that can cope with large flows of tourists. In addition, it is necessary to maintain strict control over the quality of the tours sold, which can undoubtedly drop sharply with an increase in the volume of work.
The cost minimization strategy, despite its apparent win-win, has a number of significant drawbacks. First of all, it is less flexible and may not always meet the real needs of the tourism market. Cheaper tours are gradually leading to complete change composition of potential customers of the tour operator - having big income and frequent travelers are turning away from cheaper tour operator services, believing that cheaper services lead to lower quality, and giving way to a larger but less frequent traveler segment of poorer consumers. This is the so-called "shallow pocket trap". Often, an increase in the number of customers does not lead to an increase in shipments due to the fact that the poorer "new" customers travel less often than the richer "old". The cost minimization strategy always has a negative impact on the drop in the quality of tourist service, since it is focused on the growth in the number of departures. With the growth of the tourist flow, the individualization of traveler service is practically not respected, and group vacations are always of lower quality than individual or family vacations (for example, less comfort of a charter flight than a flight with regular airlines or the need to wait for hours for one's own accommodation at a hotel, etc.).
The differentiation strategy is based on the search for an individual niche or such a position of the tour operator in the market that would identify it as a producer of unique and competitive tourism services. For example, a tour operator engaged only in club holidays: or organizing cruises on the rivers of Ukraine, etc. This strategy is optimal for small tour operators with a fairly rich experience in the regional tourism market. The managers of such travel agencies are given to determine what type of tours will be in demand by the market in an amount that allows the comfortable functioning of the tour operator, and diligently strive to win the strongest positions in a particular direction or type of tours. The differentiation strategy does not require large investments in its implementation, is less expensive in its implementation, but is the shortest way to achieve the cherished consumer identification of a given tour operator with the direction or type of tours it specializes in selling. On the other hand, the differentiation strategy makes the tour operator highly dependent on the direction - any drop in demand for holidays in a particular country or resort can be disastrous for a specialist tour operator. In addition, differentiation in itself may turn out to be short-lived, since the emergence and introduction of new technologies for working with tourism service providers (which is most relevant in our age of international communications), as well as the possibility of imitation or duplication of a tourism product, can significantly undermine the strong position of the tour operator in terms of or any other direction or type of tours.
The focusing strategy consists in concentrating the tour operator's marketing efforts on one of the segments of the tourism market, on a special group of buyers. Following such a strategy, the tour operator designs, plans, promotes, pricing and organizes only those tours that best meet the needs of a particular segment or segments. Such a strategy is followed by the majority of small and not having significant market or financial opportunities for tour operators in today's tourism market. This strategy does not require significant efforts, limiting the advertising campaign and other marketing activities only to the boundaries of one segment (which significantly reduces the cost of this strategy in comparison with others), creates a feeling of “belonging” to a particular tour operator among consumers. Although, on the other hand, this strategy may lead to an increase in the dependence of the tour operator on its own consumers. Any change in the segment (for example, a decrease in its purchasing power or the emergence of factors limiting the propensity to travel for a particular class of people, a change in the size of the segment, the dissolution of the segment, etc.) can also be disastrous for the tour operator.
Competition strategies, as the name implies, determine the style of behavior of the tour operator in its relations with competitors in the tourism market. There are four main types of competitive strategies in the market: the strategy of the leader, the pursuer, the flank attack and guerrilla war.
The leader is a tour operator with a large market share, he must always defend his leading position, keep the defense, retain the first positions. For each offer or action of the tour operator's competitors, the leader must respond with two or more new developments, anticipate further attacks by competitors, be the first in the market to develop new tours and destinations, constantly improve the quality of the proposed trips, and reduce costs. The indisputable advantages of such a competitive strategy are large profits, a huge market share, the possibility of development of the organization and innovation in its work. The disadvantages of this type of behavior in relations with competitors are high starting barriers (before implementing the leader’s strategy, you must already have a significant market share, great experience work on it and solid financial savings), being in constant tension and significant costs for monitoring the competitive environment, the possibility of significant losses in the event of the loss of even an insignificant part of the tourism market (multiplier effect due to the large volumes of the operator's work).
Pursuers in the tourism market are attacking the leader, his weak points. Moreover, the main principles of their strategy is an attack on a separate, small area of the leader's possessions (for one segment, for one product), the pursuers do not compete with the leaders in those positions in which he stands firmly. The positive features of the strategy of the pursuers are the opportunity looming before them to become a leader in a specific profile of work in the tourist market, obtaining significant (in comparison with subsequent strategies) profits, and the need to compete only with the leader.
Tour operators who choose a flank attack as a competitive strategy do not participate in direct competition with leaders or pursuers, but are in a permanent search for unfilled niches and uncovered segments of the tourism market, on which they concentrate their further work. On the one hand, such a strategy testifies to the great creative and working potential and capabilities of the company (it adapts to the conditions of work with any possible segment and group of consumers), on the other hand, it indicates the cowardice of management seeking to avoid direct competition for a specific market segment. A flank attack is good when the opportunity to find an uncovered segment or niche in the tourism market is high (the tourism market is not developed, not saturated), it enables its followers not to conduct direct counterattacks of competitors and spend more money on promoting their tours. However, the negative consequences of choosing a flanking strategy may be the initially narrow scope of the operator's activity (since he will choose to work only with segments that are not covered by other competitors), the need to be content with unpromising or low-capacity consumer groups and types of tours (since a segment or niche is still not covered by anyone). were covered, then, most likely, other operators were not sure of the prospects and profitability of working with them), the need to strictly calculate the moves and be careful in their activities so as not to demonstrate to competitors the capabilities of their segment or market niche in order to avoid possible further attacks by opponents.
Finally, the strategy of guerrilla warfare can be characterized by the phrase "quietly do your own thing." Guerrilla firms find a market segment that they can really protect and defend, work with a product that is in high demand, strive to appear inconspicuous, without ambitions for leadership, even if things are going well (failure to do this may attract the attention of a leader in a guerrilla operator, which is hard to resist.) Usually, newly minted tour operators, who do not have significant experience in the regional market and large financial opportunities, start with a strategy of just such a partisan behavior. Therefore, partisan operators are typically small in size, simple organizational structure management, flexibility, mobility, but at the same time - a small market share, a strong dependence on its conjuncture and the impossibility of influencing the consumer and market processes.
The pricing strategies that determine the pricing policy of the tour operator in the market have already been described in Chapter 3, we can only list them and briefly characterize them.
The strategy of high prices or "cream skimming" is common among well-known and experienced tour operators who deliberately set high prices for tours that have no analogues in the market or have the highest competitive advantages. The only condition that makes this strategy logical is the demand for a new development of the tour operator in the market. Unless a novelty tour has its own buyer (for example, an unpopular destination), this strategy turns out to be ineffective and, most likely, the tour operator will have to abandon it. For this reason, the high price strategy is mainly applied to novelty tours in popular and well-known destinations among a wide range of consumers. To make-up artist, summer holiday in Antalya has become a favorite kind of indulgent tours in Luhansk and almost every significant tour operator deals or has dealt with this Turkish resort. The policy of high prices for new tours, for example, to Bodrum or Kusadasi, less popular, but also Turkish resorts, will be fully justified. The consumer is aware of the tourism potential of Turkey, but wants more variety and alternatives to the boring Antalya, so we can agree that tours to Bodrum will be in demand in the market and the strategy of high prices will justify itself. On the other hand, it would not always be logical to sell fundamentally new tours to little-known countries or destinations - the consumer will not be able to adequately respond to a high price, because he does not imagine what level of comfort awaits him during a holiday on an unknown coast. So, the policy of high prices for tours, for example, to Tunisia, is likely to be a failure and will not justify itself. It would be more logical to “roll up” a new direction, attracting tourists with low prices, and then, when, for example, Hammamet becomes popular among the population of Antalya, offer Suss at higher prices. The strategy of high prices, in addition to the need for strict compliance with the needs of potential tourists, has another significant drawback - its own fragility. Considering state of the art communication means and the rate of development of competition in the tourism market, it is logical to assume that after a very short time, the tour novelty will cease to be such, it will be offered by competitors, which will undoubtedly force the tour operator pursuing a strategy of high prices to abandon the continuation of this strategy and significantly reduce prices in an attempt not to lose control of their market niche.
The strategy of rapid market penetration is characterized by the establishment of minimum prices for the tourist product, accompanied by aggressive advertising. This strategy is one of the most expensive and risky, since high advertising costs are compensated only when the tour operator achieves significant sales volumes. A rapid market penetration strategy is best suited for newly opening tour operators with significant financial and market opportunities, as well as an experienced and qualified workforce. Tour operators who have been operating in the market for a long time also resort to rapid penetration, planning to “reshape” the regional market, capture a new niche in it, and attract more agents and consumers.
The slow market penetration strategy is also based on setting minimum prices, but without accompanying it with an aggressive advertising campaign. This strategy is optimal for experienced tour operators who have been operating on the market for more than one year and have an efficient agency network. If the consumer does not know anything about the new pricing policy of such a tour operator (due to the lack of advertising messages), agents instantly become informed about this (through exhibitions, rumors, direct mailings). Although in the case of a complete lack of advertising activity of the tour operator, even agents may not find out about the price reduction for travel packages, which again will make the chosen pricing strategy ineffective.
The market capturing strategy is characterized by initially setting low prices and rapidly penetrating the market, followed by price increases. The logic of this strategy is based only on the psychological characteristics of consumers, who can quickly get used to what the tour operator sells. tourist services at the lowest prices in the regional market, and in the future to ignore the advertising messages of competitors promising the same services for less money. The main thing in carrying out such a strategy is not to make a mistake with the choice of the moment of price increase. In the past time of “low prices”, consumers should make sure that the offers of the tour operator are really the cheapest on the market. Only in this case, an increase in the price of tourism services will not cause a drop in demand and loss of customers.
Corporate strategies, as well as general ones, are considered at the level of top management and determine the behavior of the tour operator in its relations with other areas of commercial activity (which may or may not have features in common with tour operating). We can distinguish a diversification strategy (related, unrelated and international), a capital withdrawal strategy and a restructuring strategy.
The diversification strategy involves the inclusion of new business areas in the tour operator through the acquisition of other organizations, the creation of organizations, the creation joint ventures. The consequence of the diversification strategy may be synergistic effects (leading to an increase in the efficiency of the system due to the interaction of subsystems and elements), which are manifested in the reduction of integral corporate costs and arise in connection with the multifunctional use of resources and reserves. In strategic management, synergistic effects are called strategic matches, which are defined as similar cost items in cost structures. various organizations included in the conglomerate with the original tour operator. In strategic planning, the following correspondences are distinguished:
■ marketing (unity of clientele, geographical territories, distribution channels, advertising efforts, suppliers, trademarks etc.);
■ production (unified production capacity- office, information, personnel, office equipment);
■ managerial (single systems of management, training, managers).
The connected diversification strategy assumes the existence of significant strategic correspondences between the business areas of its members (related diversified organizations are called concerns). For example, a tour operator acquires a tour desk or car rental office, organizing guest services in their own city. In this case, there is both marketing (single distribution channels, the ability to use the tour operator's trademark), and production (you can provide these services directly from the tour operator's office), and managerial compliance.
Another type of diversification strategy is disconnected diversification (such organizations are called conglomerates), whose business areas are in weak strategic correspondence with each other. For example, a tour operator will acquire a real estate agency or a marriage agency. The main advantage of the disconnected diversification strategy is based on reducing the risk for the conglomerate (which is based on the tour operator) as a whole, which is due to the fact that different industries can simultaneously be in different phases of industry life cycles. Declines in some are offset by rises in others. For example, the "dead" summer and winter seasons for real estate activities are peak for tourism, autumn and spring, on the contrary. As practice shows, in an unstable economy, it is conglomerate formations that have the maximum degree of survival.
The strategy of international diversification (or, as it is called today, globalization) is to include in a single management portfolio enterprises located in the territories of different states and offering identical services, but adapted to the local consumer. For example, a tour operator can open foreign branches or representative offices, buy foreign hotels, vehicles, etc.
The capital withdrawal strategy is used in cases where changes in the external or internal environment lead to the fact that the previously attractive direction of the tour operator's commercial activity ceases to generate the required profit and the only right decision is to stop this type of activity. Here, several alternatives are possible - to sell the most unattractive component of the business, to liquidate it, to wait for bankruptcy.
The strategy of changing the course and restructuring, depending on the reasons for this strategy, may have the following manifestations:
■ focus on restoring profitability in unprofitable business areas;
■ implementing a harvesting strategy in weak areas and directing the released resources to prosperous areas;
■ introduction of a savings regime in all areas;
■ change of individual managers corporate level. The restructuring strategy involves the implementation of radical changes in the portfolio, that is, the elimination of some areas from it and the inclusion of others through the purchase, sale of business areas and entry into new industries. It is logical to resort to this strategy in tour operating when:
■ diagnosis of the current strategy shows that the corporation based on the tour operator does not have good long-term prospects due to the presence in the portfolio of a significant number of slowly developing, fading and non-competitive business areas;
■ hard times have come for key business areas;
■ new technologies and products have appeared and a complete restructuring of the portfolio is needed in order to take a more leading position in the industry.
Tourism product management strategies are based on the concept of its life cycle. According to the concept of the life cycle of a product (including a tourist product), any product goes through a number of stages in its development - introduction, growth, maturity and decline. The conclusions from this concept are the following statements that:
■ the life of a tourist product on the market is limited;
■ the level of costs and, consequently, the profit of the tour operator from the sale of a certain tour package changes dramatically at each stage of the life cycle of the tour product;
■ Each stage of a tour's life cycle requires a different approach to marketing, finance, sales and human resources strategy.
Schematically, the tour life cycle curve can be depicted as follows:
The introduction stage is a period of slow increase in sales, which coincides in time with the moment the tour enters the market and the beginning of attracting and winning customers. This stage is characterized by the maximum amount of costs associated with an aggressive advertising campaign and the costs of the tour operator for planning and developing the tour, and at the same time - the minimum sales volume (the tour is little known in the market and those who want to purchase it are clearly not enough to satisfy the commercial interests of the tour operator). Therefore, the initial phases of the growth stage can be unprofitable.
The growth stage is a period of rapid recognition by consumers of the real value of the tour. This is the so-called “test time”, when an increasing number of consumers take the proposed trip for the first time and create their own impression of this type of travel. The tour operator's growth stage costs remain quite high, due to the continued aggressive advertising campaign, although the popularity of the tour brings tangible profits and satisfies the commercial interests of the tour operator.
The maturity stage is marked by a slowdown in sales growth, the market stabilizes, and a certain circle of fans of this type of travel is formed. Profit at this stage is maximized by maximizing sales and reducing costs (there is no need for aggressive advertising of an already known tourist destination).
Finally, the logical end of the tour life cycle is the decline stage, which appears as a result of the obsolescence of the tourist product (the tour does not meet the changing preferences of consumers) and the activity of competitors.
Any tourist operator is interested in the shortest possible growth stage and in the longest possible maturity and decline stages (this is in the best interests of its commercial interests, allowing you to get more profit from the sale of a particular tourism product). Thus, the "ideal" and "pessimistic" life cycles of a tourism product can be depicted as follows:
In tourism practice, however, the life cycles of a tourism product, consisting of a strict sequence of the listed phases, do not occur. Often, the life cycles of tours are somewhat modified, which is explained both by the peculiarity of tours as a type of product, and by the specifics of the strategic management of a tourism product at each stage of its life cycle.
Quite often in tourism there are life cycles of tours, consisting of the following alternation of stages: introduction - growth - fall - maturity - decline; implementation - growth - maturity - growth - maturity - decline; implementation - growth - maturity - decline - growth - maturity - decline.
The life cycle "introduction - growth - decline - maturity - decline" can be schematically depicted as the following curve:
The emergence of such a life cycle of the tour is explained by the excessive growth of its popularity in the market, the maximum return of the “test time”, when a large number of consumers decide to go on the proposed fundamentally new journey, however, upon returning from the trip, not every participant becomes a fan of the new direction and goes on this trip again. That is, the repeated number of trips, indicating the stabilization of the tourism market, will be slightly lower than the level of trips in the “test time”.
The "comb" life cycle of a tour product is as follows:
The emergence of such a life cycle of the tour product is explained by the constant anticipation of the onset of the recession stage by managers and the fight against it by modifying the tour or modifying its price. For example, the tour has reached the stage of its own maturity, but the manager, having decided not to wait for the stage of decline and decrease in his own profit, decides to diversify the hotel base
or the quantity and quality of excursion programs, changes the duration of the tour, etc. (that is, modifies the tour). The modification of the tour unexpectedly increased the popularity of this tour, attracted new customers, which is specific to the growth stage.
In the event that the manager decides to modify the tour in order to avoid the onset of the recession stage, not preventively, but immediately after the onset of the recession, the tour life cycle curve has the following form:
This is the so-called recycle curve, which appears in the case of a non-preventive modification of the tour (that is, already after the onset of the symptoms of the decline stage).
The following regularities of the life cycle of a tourist product can be distinguished:
■ the period of introduction and growth of the cycle of a tourist product is reduced if the development of a new tour and its promotion to the market do not require significant financial investments and costs, and the agent network is in every possible way interested in distributing and implementing a novelty tour. The use of trademarks (brands) can significantly reduce and increase the efficiency of the stages of introduction and growth of a tourist product;
■ the period of maturity of the tourism product will last as long as the company holds a leading position in the competition, until the preferences and needs of potential buyers of the tourism product change;
■ The recession period will be more rapid the more the tastes and needs of customers are subject to change, the less popular this or that tourist destination or type of tours, and the greater the level of competition in the market.
The concept of the life cycle of a tourist product therefore needs a separate and more detailed consideration, since the strategy of the tour operator's behavior in the market changes depending on what stage of its life cycle a particular tourist product is at.
At the stage of introducing the tour to the market, the management of the tour operator has to solve a number of basic tasks related to technological (establishing partnerships and schemes for working with suppliers, attracting new agents, training staff, purchasing or manufacturing promotional products, etc.), sales and marketing ( consumers' reluctance to change their own leisure preferences) problems. The main goals of the tour operator's strategy at the stage of introducing a new tour are informing consumers (about the competitive advantages of their own tour), persuading buyers and agents, creating a positive image of a new tour, etc.
At the growth stage of the tour life cycle, the tour operator needs to think about how to occupy the maximum size of the market niche before the onset of the maturity stage (which is characterized by stabilization). For the implementation of a strong capture of a certain market niche, strategies are used:
■ quality improvement;
■ expanding the range and modifying the tour (covering as many market segments as possible);
■ expansion of agency networks (access to as many regional markets as possible);
■ price cuts.
At the stage of maturity, the manager of the tour operator must take all possible measures to extend this phase (since it is the maturity phase that optimally satisfies the commercial interests of the tour operator) in time and prevent the onset of the recession stage. To do this, three main strategies are applied - market modification, product modification and marketing modification.
The market modification strategy can be focused, firstly, on increasing the intensity of consumption of a particular tour by regular customers (“old” consumers), which is achieved by promoting the idea of a multi-seasonal holiday (for example, Egypt is not only a winter, but also a summer destination), about new for the purpose of traveling to popular resorts (for example, Italy - not only seaside holidays, but also successful shopping), as well as holding events that stimulate more frequent trips of regular customers (for example, a system of discounts and benefits, a bonus program for frequent travelers, etc.). d.).
Secondly, market modification can be focused on attracting new customers who have not previously used the services of a tour operator. This strategy is implemented by gaining the trust of potential customers, advertising the obvious competitive advantages of a particular tour or destination, entering new tourism markets (by expanding agency networks).
Tour modification as a strategy consists in changing the quality content of the tour package, which can prolong the maturity stage by attracting new customers or increasing trips among regular ones. Modification of the tour can be contained in improving the quality of the tour, improving its properties (for example, additional services on the trip, expanding the hotel base, using various Vehicle when organizing trips, etc.).
Marketing modification consists in changing the terms of trade of a tourist product. This strategy is carried out by changing the price of the tourist product, expanding the distribution network, conducting advertising campaigns and sales promotion activities.
Finally, at the recession stage, the tour operator's management needs to make the two most important decisions: to anticipate the recession as the logical end of the life cycle of the tourism product and to determine its behavior after the onset of the recession stage.
Foreseeing a recession is a rather complicated process that requires not only knowledge, skills and intuition from top managers of a tour operator, but also constant monitoring of the state of the market situation in the region. The manager must, long before the effects of a downturn (that is, a decrease in market share and a decrease in the profitability of the business), identify the symptoms of its approach. If the manager identifies the symptoms of an approaching recession, he can be prepared for its negative consequences in advance and change the company's behavior in order to maximize its alignment with the strategic goals of the tour operator. On the other hand, the lack of recession foresight can lead to the fact that strategic decisions will be made after the obvious negative consequences of the onset of stagnation, and such precious time in this case will be irretrievably lost.
The main symptoms of the approaching decline in the tourism product are:
■ increased competition in the regional market. When almost all leading tour operators offer identical tours or destinations on the same market, it is worth considering that the market is saturated with this tour, and even if at the moment the demand for a tour product remains at a high level, it is likely that this tour will enter its recession stage; transition to price competition. If competing tour operators are fighting for a client by changing selling prices, it is no longer possible to attract a tourist with the quality of the tour itself. The consumer chooses a specific tourist destination or type of tour, not because he wants to go there, but because he wants to save money on vacation. This is the so-called "artificial demand", which does not reflect the desires and needs of the client, but, above all, his modest financial capabilities. It is obvious that as soon as tours become cheaper - the offers of other tour operators, a huge number of customers will change their places of rest, which will immediately lead to the onset of a recession stage. For example, holidays in Turkey often remain uncontested for middle and economy class customers, not because of the general love of consumers for Turkish resorts, but because of the unrivaled low cost. However, if tour operators, as a result of competition, sharply reduce prices for holidays (for example, in Croatia or Tunisia), a poor client who has long dreamed of visiting these countries will change the tour operator; I deepening range of competing tour operators. If a large number of tour modifications are simultaneously offered on the tourist market, this is another symptom of its moral obsolescence. The logic of this conclusion is that tour operators, modifying the tourist product, try to attract tourists not by the tourist destination or type of tour itself, but by the variety of basic or additional services offered during the holiday. For example, at the moment, tour operators simultaneously offer more than 300 hotels on the Turkish coast, although 7-9 years ago their range was limited to a dozen options (not specific hotels were offered, but their categories). This fact proves that tourists to Antalya are attracted not so much by recreational resources as by the service and level of hosts. hotel enterprises. Consequently, the proposed and very popular holiday tours to Turkey, currently at the peak of their maturity, will soon move into the final phase of their life cycle (and the latest problems with loading boards even during peak seasons are a vivid confirmation of this);
■ growth of expenses for the promotion of the tour product. In the event that a tour operator finds that it is becoming more and more expensive to maintain the previous sales volumes in terms of the cost of promoting a tour, it makes sense to talk about another symptom of an approaching recession.
If the tour operator's management fails to act after they discover the symptoms of an approaching recession, there may be much more significant negative consequences for the travel company, which are signs of a recession that has already begun. Examples of such signs can be: a decrease in sales, a sharp decrease in the effectiveness of advertising, a growing inefficiency of modifications, a transition to dumping "wars" between tour operators.
There are two main strategies for tour operating at the stage of decline in the life cycle of a tourism product: the strategy of "harvesting" and quickly leaving the market.
The "harvest" strategy consists in continuing to trade in a tour that is at the stage of a decline in its life cycle until the sales almost cease (that is, until the complete disappearance of demand in the tourist market). The downsides of this strategy are the ever-increasing costs of the tour operator (increasing advertising and promotions are required to maintain demand), as well as a sharp increase in the risk of tour operating (especially if the tour operator organizes its own group trips), due to instability and an overall decrease in demand. Although, on the other hand, the “harvest” strategy can be very useful for tour operators whose competitors have decided to quickly leave the market with falling demand (for example, they refused to work with this tourist destination). In this case, the original tour operator may remain the only one in the tourism market, a kind of monopoly, which will even lead to an increase in sales. For example, tours to Antalya became morally obsolete and the demand for them began to decline significantly, despite all the efforts of competing tour operators. Previously, the tour operators that offered Antalya decided to abruptly leave the regional market, and the remaining one of them decided to continue trading in the Turkish Riviera “until the last client”, becoming a monopolist in the regional market. In this situation, the market share of the remaining tour operator has increased many times over and its sales will begin to grow (even despite the fact that tours to Anatalya have reached the stage of decline in their life cycle).
A quick exit strategy, on the other hand, implies a momentary refusal to continue trading tours that are in a recession stage. In this case, the tour operator gets the opportunity to quickly use the resources released as a result of the abandonment of part of the tourist destinations in other, more profitable and promising directions. tourism business. On the other hand, the rapid exit of the tour operator from the market may be a factor in the loss of additional profit that he could receive by remaining in the tourism market.
In conclusion, it can be noted that any tour operating strategy taken as the basis for market activity (regardless of which sphere of relations it regulates) must adequately meet not only the strategic goals of the tour operator as a whole (both the commercial interests of owners, the ambitions of managers, and the needs of staff ) and its real or potential capabilities, but also the conditions and dynamics of these conditions of the external and internal environment of tour operating. Only such a strategy is able to ensure the fulfillment of all the functions facing strategic planning in the company.
1.2 Specificity of marketing in tourism.
Tourism in its main characteristics does not have any fundamental differences from other forms of economic activity. Therefore, all the essential provisions of modern marketing can be fully applied in tourism.
At the same time, tourism has its own specifics that distinguish it not only from trade in goods, but also from other forms of trade in services. There is trade in both services and goods (according to experts, the share of services in tourism is 75%, goods - 25%), as well as the special nature of the consumption of tourist services and goods at the place of their production, moreover, in a certain situation .
In traditional production, which has a specific result of labor (goods in material form), the concept of marketing has a more specific content. In tourism, the result of activity is reduced to a tourist product. In fact, tourism product is any service that satisfies certain needs of tourists and is subject to payment by their side. Tourist services include hotel, transport, excursion, translation, household, communal, intermediary, etc.
Main tourism product is a comprehensive service, i.e. a standard set of services sold to tourists in one “package”, they are often called package tours abroad.
Tourism Marketing- the concept is complex and capacious, which is why it has not yet received an accurate and final formulation. There are many definitions, including:
Methods and techniques aimed at identifying and satisfying the needs of people caused by recreational motives - the cognitive aspect, recreation, entertainment, treatment, etc. - and the organization of travel agencies or associations that can rationally satisfy these needs;
Public and private activities of tourism enterprises, carried out according to international, national and regional plans in order to meet the needs of certain groups of tourists;
The system of trade and production activities, which aims to meet the individual needs of each consumer on the basis of identifying and studying consumer demand in order to maximize profits;
Market-oriented management aimed at achieving the goals of the enterprise of the goals of the enterprise by meeting the needs of tourists more effectively than competitors; marketing can be used both at the level of a separate travel company, and separately of travel concerns, holdings, including at the international level.
The World Tourism Organization identifies three main functions of marketing in tourism:
establishing contacts with clients aims to convince them that the proposed place of recreation and the services, attractions and expected benefits that exist there are fully consistent with what the clients themselves want to receive;
development involves the design of innovations that can provide new sales opportunities, in turn, such innovations must meet the needs and preferences of potential customers;
control provides for the analysis of the results of activities for the promotion of services on the market and the verification of the extent to which these results reflect a truly full and successful use of the opportunities available in the tourism sector.
A tourist product should be a good purchase. In this regard, marketing is a consistent action of tourism enterprises aimed at achieving such a goal. Therefore, the following definition of marketing is quite logical and reasonable.
Marketing in tourism is a system of continuous coordination of the offered services with the services that are in demand on the market and that the tourism enterprise is able to offer profitably and more efficiently than competitors do.
In relation to tourism, there are several components of the marketing mix:
Personnel, their qualifications and training;
Service delivery process;
Environment.
The tourism business is unique in the sense that the personnel of enterprises are part of the tourism product. Hospitality and friendliness is the main condition for everyone, and not just for direct customer service specialists. Marketing should be an integral part of the philosophy of the entire organization, and marketing functions should be performed by all employees. The key factor in the competitiveness of a tourist enterprise is the measures (activities) to mobilize the creative activity of the team.
An important factor in high-quality customer service is the environment – appearance buildings, office decoration, furniture, equipment, office equipment, etc. the atmosphere of the product offer (the physical environment) is perceived with the help of the senses (sight, hearing, smell, touch) and influences buying behavior in four ways:
can serve as a carrier of information for potential consumers;
can serve as a means of attracting the attention of customers;
can be a carrier of a certain effect (colors, sounds and properties of the surfaces of the objects surrounding the client affect his consciousness and encourage him to buy);
can create a certain mood.
To ensure the effectiveness of marketing management, the development of its auxiliary systems is required:
marketing information;
marketing organizations;
marketing control.
Marketing Information System ensures the receipt, systematization, evaluation and use of information characterizing the state of the external environment and the internal environment of the tourist enterprise. Without objective, relevant, sufficiently complete marketing information, it is impossible to make operational and strategic decisions.
Marketing organization system is aimed at creating an appropriate organizational structure of a tourist enterprise that ensures the implementation of marketing activities.
To constantly monitor the implementation of marketing strategies and programs, a marketing control system.
In practice, the technology for implementing the concept of marketing is very elastic. It can change both its structure and the place of individual stages depending on the characteristics of the enterprise, the degree of market development, the goals, objectives and market conditions. However, all these elements are closely interrelated. None of them can be excluded from the system without violating its integrity.
Chapter 2. Marketing strategies in the tourism and hospitality industry.
2.1 Strategic marketing in tourism enterprises.
1. Corporate marketing strategies in tourism. Hierarchy of marketing strategic decisions.
The most important goals of any company are: making a profit, ensuring constant growth in turnover and occupying a better competitive position in the market. In marketing, this means sales growth, market share increase, and consumer loyalty increase. It is at the highest level of company management that the foundations of a correct marketing policy are laid, since each specific marketing decision should be considered as a detail of the company's strategic decisions aimed at achieving corporate goals:
determination of the development of the main strategic zones of management
choice of directions for further growth
formation of competitive advantages.
These and other marketing decisions made by the top management of the company determine the development of specific products and markets, the entire system of marketing activities, their costs and effectiveness at subsequent stages. Strategic marketing decisions are a way of action to achieve marketing goals, which, in turn, follow from corporate-wide goals.
There are three levels of marketing decisions made by an enterprise:
corporate;
functional;
instrumental.
Corporate marketing decisions determine strategies for interacting with the market and matching the potential of the enterprise with its requirements. Marketing decisions at the corporate level determine how best to use the resources of the enterprise to meet the needs of the market. There are three groups of strategic marketing decisions at the corporate level.
Portfolio Strategies- allow you to effectively address the issues of managing various areas of the enterprise in terms of their place and role in meeting the needs of the market and investing in each of the areas.
Growth Strategies- provide an opportunity to answer the questions: in what direction should the company develop in order to better meet the requirements of the market? Are there enough internal resources for this or will it be necessary to go for external acquisitions of your activities?
Competitive Strategies- determine how it is possible to provide the enterprise with competitive advantages in the market in terms of greater attraction of potential consumers and what policy to choose in relation to competitors.
2. Marketing strategies for the development of tourism business.
Marketing practice considers a "portfolio" as a set of, as a rule, independent business units, strategic units of one company.
"Portfolio Analysis" allows you to present in a matrix form the results of a study of the areas of activity of the enterprise in order to determine their subsequent growth and increase the profitability of its strategic units. At the same time, production growth is determined by the development of demand and sales, which leads to a decrease in resource costs per unit of output.
"Portfolio Strategies" - ways of distributing limited resources between the business units of the enterprise using the criteria for the attractiveness of market segments and the potential of each business unit. Enterprise resource management based on the choice of economic areas of market activity is carried out using the BCG matrix and the McKinsey matrix.
3. Marketing strategies focused on the growth of the tourist company.
Enterprise growth- the manifestation of the types of its business activity, which can be based on three growth opportunities:
organic growth, i.e. intensive development at the expense of its own resources
acquisition of other enterprises or integrated development;
diversification - care in other areas of activity.
Growth strategies are models of enterprise management by choosing the types of its business activity, taking into account internal and external opportunities.
Growth is managed by:
Ansoff matrices
matrices of external acquisitions;
new BCG matrix.
Ansoff matrix. This matrix is a tool for classifying products and markets, depending on the degree of uncertainty about the prospects for the sale of products or the possibility of penetration of this product into a given market. It is known that it is much more difficult to sell a completely new product than a well-known product, and it is also easier to sell an existing range of goods to categories of consumers close to those who have already purchased them, than to develop new markets.
Each strategic quadrant defines the direction of the enterprise's marketing efforts: Marketing strategy concept and essence Abstract >> Marketing
Special marketing methods. Main stages of development marketing strategies and them sequence, ... socio-psychological peculiarities buyers and sellers, them motivation at... , Siberian regions tourism: formation and implementation on...
Marketing research in tourism (1)
Abstract >> Marketing... them interests. To features conducting such research in tourism include the following: the need for marketing... . List of references 1. Afanasiev M.P. Marketing: strategy and practice of the firm. M.: Finstatinform, 2005. 2. ...
