Sales channels in the hotel. Sales channels for hotel services. The essence of sales activities in the restaurant and hotel business and ways to improve its efficiency

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Description of the presentation CHANNELS OF DISTRIBUTION OF GOODS AND SERVICES TOURIST INDUSTRY by slides

1. The economic role of distribution channels The distribution network can be defined as a structure formed by partners participating in the process of competitive exchange, with the aim of providing goods and services at the disposal of individual consumers or industrial users. These partners are: manufacturers, resellers and end users-buyers. Any distribution channel performs a certain set of functions necessary for the exchange.

1. 1. Marketing functions - transportation: any actions to move goods from the place of their production to the place of consumption; - "division": any action to ensure the availability of goods in the quantity and form corresponding to the needs of users; - storage: any action to ensure the availability of goods at the time of purchase or use; - sorting: any action to create sets of specialized and / or complementary goods, adapted to consumption situations; - establishing contact: any action that facilitates access to large and remote groups of buyers; - informing: any action that increases knowledge of the market needs and conditions of competitive exchange.

1. 2. distributions - The flow of ownership: the transfer of ownership of goods from one organization to another. - Physical flow: the sequential physical movement of goods from the manufacturer through intermediaries to the final consumer. - Order flow: orders from buyers and resellers and directed to manufacturers. - Cash flow: various payments, invoices, commissions that move from the end user to the manufacturer and intermediaries. - Information flow: this flow spreads in two directions: market information moves towards the manufacturer; information about the offered goods on the initiative of the manufacturer and intermediaries is directed towards the market.

2. Rationale for the use of intermediaries The high level of costs constantly prompts enterprises to seek better marketing methods. At the same time, it is obvious that sales functions can be transferred, but they cannot be excluded. From the point of view of the firm, the transfer of these functions to intermediaries is justified to the extent that, due to their specialization, they are able to perform them more efficiently and at lower costs than the manufacturer itself. The privileged position of marketers (distributors) in relation to manufacturers is due to the five factors described below.

3. Number of levels of distribution channels Distribution channels can be characterized by a number of levels. The level of the distribution channel is understood as any level at which certain work is performed to deliver goods from the manufacturer to the final customer. Since both the producer and the end user do some work, they are part of every channel in the distribution system.

Channel 4 Channel 3 Channel 2 Channel

4. Tour operators and travel agents. Many specialized channels are available to travel and hospitality organizations. Consider the following marketing intermediaries in the hospitality and tourism industry

Travel wholesalers Travel wholesalers collect so-called travel packages that are in high demand in the leisure market. These packages usually include not only transportation and hotel accommodation, but also food, ground transportation, excursions and entertainment. To expand the package of services, wholesalers enter into contracts with airlines and hotels for a specified number of seats and rooms, receiving quantity discounts. The wholesaler also arranges transport services between the hotel and the airport.

Hotel representatives sell hotel rooms and hotel services in a specific market area. This method is effective for hotels that hire a representative and do not use their own vendors, it is especially effective for distant markets and cultural differences that make it difficult for an outsider to enter the market.

5. Marketing in the hospitality and tourism industry Transactional marketing is part of the broader concept of relationship marketing. Experienced marketers, marketers, constantly work to establish good relationships with valuable customers, distributors, dealers and suppliers. They create strong economic ties by guaranteeing the other party reasonable prices, promising and always delivering high quality goods and providing good service. Currently, marketing is increasingly abandoning the desire to squeeze the maximum profit from each individual transaction and increasingly tends to establish the most mutually beneficial and long-term relationships with consumers and business partners. The premise of this approach can be formulated as follows: Build good relationships and profitable deals will follow.

In the hospitality industry, relationship marketing is especially important in the following situations: Between hospitality industry organizations and their customers; Between hospitality industry organizations and their employees; Between hospitality retailers and market intermediaries Between hospitality retailers and key clients such as government and large corporations; Between retailers offering catering services and some of the organizations for which these establishments supply ready-made food products; Between retail structures offering different services in the hospitality industry. Between retailers offering hospitality and travel services and key suppliers; Between hospitality and travel industry businesses and their marketing agents, as well as banks and law firms.

6. Vertical Marketing Systems One of the most significant advances in channel building has replaced conventional marketing systems. A vertical marketing system (VMS) includes manufacturers, wholesalers and retailers acting as an integrated system. One channel member either controls others by contracting with them, or has such power that they all cooperate with him. Either a manufacturer or a wholesaler can operate an IUD. , or retailer The IUD was originally designed to manage channel behavioral systems and conflicts. Another great advantage of the IUD is the savings in size, power in closing deals, and elimination of duplication of services. The Navy began to dominate consumer marketing, serving 64% of the market.

7. Horizontal marketing systems Another type of distribution channel organization that brings together two or more companies at the same level of the distribution network in order to use new marketing opportunities. Companies that pool their capital, manufacturing capabilities and marketing resources will achieve better results than companies that operate independently.

For most markets, the distance between the manufacturer of hospitality products and services and the end users is such that effective supply and demand matching requires intermediaries. The need for a distribution network is due to the fact that the manufacturer is not able to assume all the responsibilities and functions arising from the requirements of free exchange in accordance with the expectations of potential consumers. Turning to intermediaries means for the firm the loss of control over certain elements of the commercialization process. Therefore, the choice of a distribution network for a company is a strategic decision that must be compatible not only with the expectations in the target segment, but also with its own goals. Thus, the Ritz-Carlton and Kempinski hotels are actively developing relationships with travel agencies, thanks to which they get a significant share of the business. Marriott has entered into a marketing alliance with New Otani to welcome Japanese travelers to North America. In turn, New Otani received favorable terms for doing business and a channel for receiving American tourists traveling to Japan.

Competitive conditions, market globalization, electronic distribution methods and short shelf life of goods (services) increase the value of the distribution network. New and existing markets need to be creative. Globalization means that many hotel companies must find foreign partners to help them become agents of business expansion in new geographic regions.

The economic role of distribution channels.A distribution network can be defined as a structure formed by partners involved in a competitive exchange process with the aim of providing goods and services at the disposal of individual consumers or industrial users.

Partners in the hospitality and tourism industry can be: travel agencies, tour operators, travel brokers and individual agents, professionals, national and government agencies, consortia and booking systems.

Distribution channel partners perform the following functions:

· Information - any actions that increase knowledge of market needs and conditions of competitive exchange, i.e. marketing environment. Information flows are spread in two directions: information about the market moves towards the manufacturer of services and goods; information about the offered goods on the initiative of the manufacturer and intermediaries is directed towards the market;

· Establishing contact - any actions that facilitate access to numerous and remote groups of buyers (finding, establishing contact with them, maintaining relationships);

· Sorting and adaptation - any action to create sets of specialized or complementary goods or services, adapted to consumption situations (including assembly and packaging);

· Negotiation or transfer of ownership - transfer of ownership of goods from one organization to another, negotiation of price and other points of the offer;

· Physical distribution - transportation and storage, as well as the consistent physical movement of goods from the manufacturer through intermediaries to the final consumer;

· Financial flow - various payments, bills, commissions that move from the end user to the manufacturer and intermediaries.

Justification of the use of intermediaries.The high level of costs constantly encourages enterprises to seek better marketing methods. At the same time, it is obvious that sales functions can be transferred, but they cannot be excluded. From the point of view of the firm, the transfer of these functions to intermediaries is justified to the extent that, due to their specialization, they are able to perform them more efficiently and at lower costs than the manufacturer himself.

Intermediaries reduce the costs of the manufacturer because they are able to perform certain functions to a greater extent than the individual manufacturer. Economies of scalemost clearly seen in the work of tour operators, when their costs can be distributed among several foreign travel partners. As a result, the costs of performing the selling function are reduced compared to the option when each foreign travel company must open, say, its representative office in Russia.

Reducing the numbercontacts of the direct service provider with the end consumer also occurs due to the performance of the above functions by distribution channels (Fig. 11.1).

Figure: 11.1.Scheme of centralized and decentralized exchange systems

In a decentralized system, the required number of contacts is an order of magnitude higher (IP) than in a centralized one. Consequently, a centralized exchange system is more efficient, as it reduces the number of actions that ensure the alignment of supply and demand, and also more amenable to control. For example, many airlines encourage passengers to use travel agency services. Agencies answer passengers' questions, issue tickets, accept payment, deliver, if necessary, tickets to the client's office, and when passenger plans change, they reissue tickets. The introduction of a ticket distribution system with delivery to the office in the work of the airlines themselves would be economically disadvantageous for them.

Reducing functional imbalance.By purchasing large quantities of goods, ensuring their storage and dividing them into small batches, wholesale and retail trade companies enable manufacturers and consumers to deal with more convenient supply scales. In the absence of intermediaries, the manufacturer would have to adapt itself to the volume of customers and buyers. For example, a restaurant manager just needs to call the supplier of restaurant utensils and get the required number of plates, glasses, knives, forks, napkins, spice kits and much more. For the buyer (restaurant), it is possible to purchase small quantities of products that have become part of a large order from an intermediary firm. It is the reseller's order that reduces the need for goods, the number of deliveries and the number of processed invoices for the manufacturer.

Improvement of the assortment.The intermediary accumulates a certain number of types of goods, thereby providing a variety of goods and services so that buyers can purchase several goods in one transaction, saving their time and necessary efforts.

Improving service.As a rule, the intermediary is closer to the end user and therefore knows their needs better, so that it is easier for him to adapt to local conditions. However, this superiority of intermediaries is not unshakable. The mediator maintains his position in the channel only as long as other participants in the exchange process believe that he is performing his functions better than they themselves or any other organization could do.

The number of channel levels.Distribution channels can be characterized by a number of levels. The level of the distribution channel is understood as any level at which certain work is performed to deliver goods from the manufacturer to the final customer. Both the producer and the consumer do some work in the sales system and are part of each channel. The channel can be direct, with no intermediary level. For example, a restaurant can directly purchase products from a manufacturer - a state farm, a collective farm, a farm.

There are channels that have one intermediary - the retailer. For example, gambling clubs purchase equipment for halls (billiard rooms, card tables and roulette) from one distributor who has direct supplies of gambling equipment from foreign manufacturers.

From a manufacturer's perspective, a large number of channel resellers means less control over the distribution system and creates additional complexity.

Consider the main participants in the distribution channels - market intermediaries. The choice of the structure of the distribution channel is reduced to solving the issue of the distribution of responsibilities between the participants in the exchange process. From the point of view of the firm, the first thing to decide is whether to assign some of the sales functions to someone, and if so, to what extent and under what conditions.

Wholesale sellers of tourist services.Tour operators collect "travel packages", which usually include hotel accommodation, transportation, meals, ground handling: transfers, excursions and entertainment. Wholesale intermediaries typically sell to sellers other than end customers. The tour operator purchases the components necessary for the travel package in large quantities, acquires ownership rights and provides resale in small quantities. In carrying out all operations, the tour operator must provide a commission for the travel agent and provide consumers with a package of travel services that will be perceived as the best and most profitable option compared to what consumers could make themselves (Table 11.1).

In addition, the tour operator must make a profit for himself. For wholesalers to be profitable, he needs to sell 85% of the packages he has. This high break-even point leaves little room for error. Many tour operators do not reach the level of cost recovery, so when working with them it is very important to protect your business by requiring prepayment or full payment for the services provided (in the case of hotel or ground handling). The US market is characterized by the presence of additional guarantees from participants in the tourist market. Tour operators united in the association make insurance payments ($ 100,000) to a special fund that guarantees cash compensation in the event of a financial collapse of any of the members of the association.

Table 11.1

The largest tour operators in Europe in 1994

Place and company	A country	Number of tourists	Turnover in national currency, million DM
TUI including branches abroad	FRG	4805 800
NUR, including branches abroad	FRG	3944 205
Thomson Tour Operation	Great Britain	4100 000
LTU Touristic (LTT)	FRG
ITS, including branches abroad	FRG	2010620*
Club Mediterranee, including branches abroad	France	2279 500*
Nouvelles Frontieres, including branches abroad	France
Hotelplan, including branches abroad	Switzerland
Feast choice	Great Britain	2046 000
Airtours	Great Britain	3500 000
DER	FRG
Kuoni including overseas branches	Switzerland	-
Spies / Tjaereborg	Denmark
Yang	FRG
Cosmos Group	Great Britain
* Data from 1993

The role of the distribution system in the marketing mix.

Selling goods in the marketing system is the only way to return the funds invested in the production of goods and make a profit. Therefore, the purpose of the distribution policy is to ensure the availability of goods for consumers. To do this, it is necessary: \u200b\u200b- to accurately determine the need of the target market for goods and plan the possible size of their sale; - to form effective distribution channels (CD) and quickly bring their products to the consumer; - to create the maximum conditions for a quick meeting of the goods with the consumer.

The distribution channel ensures the availability of the product for the consumer, while the channel itself consists of a certain number of persons and firms that provide the possibility of consumption or use of this product by an individual consumer or enterprise.

The main elements of sales planning are: - forecast of turnover, - preparation of a financial estimate of sales (we describe how much profit we will get, and what the costs will be), - setting sales standards, - trade reporting and control.

Distribution strategies: - selective distribution (household appliances), - exceptional, - extensive (everywhere).

Sales organization forms: 1. Merchandising - optimization of the location of goods in the trading floor. 2. Franchising. 3. Direct marketing (internet, personal sales, telephone, catalogs).

Distribution and distribution channels in a constantly changing market.

Channels of distribution and distribution are the path that goods move from producers to consumers, thereby eliminating the long gaps in time, place and ownership that separate goods and services from consumers. The distribution channels are characterized by the level of integration, width, length, as well as differences determined by the nature of the goods moved and marketed.

Functions: · Informational - the collection and dissemination of information obtained in the course of marketing research about existing and potential buyers, competitors, other participants and other factors of the marketing environment; · Promotion - the formation of a communication policy in order to attract buyers; · Negotiating - reaching agreement on price and other issues to ensure the transfer of ownership or disposal of goods; · Ordering - concluding agreements with other channel members for the purchase of goods from the manufacturer; · Financing - the search and distribution of funds necessary to cover the costs arising at various levels of the channel; · Risk-taking - taking responsibility for the channel's functioning; · Possession of goods - the consistent storage and movement of the products themselves, starting from the manufacturer's warehouse and ending with the premises of end users; · Payments - transfer of the buyer's money through the seller's accounts through banks and other financial institutions; · Marking - transfer of ownership from one natural or legal person to another.

Levels: Single level channel includes one intermediary in the markets for industrial goods. This intermediary can usually be a sales agent or broker. Two-level channel consists of two intermediaries. In the markets for industrial goods, such intermediaries can be industrial distributors (supply and marketing organizations) and dealers. Three-level channel includes three intermediaries. For example, in the processing industry, small wholesalers usually stand between wholesalers and retailers, who buy goods from large wholesalers and resell them in small quantities to the retail trade. There are more levels, but they are less common. From the point of view of manufacturers, the more levels a distribution channel has, the less control it has.

Advantages and disadvantages of the main methods of promoting goods to the market.

1.Providing free product samples. Advantages: Attracts new consumers. Gives them the opportunity to fully appreciate the product. Promotes faster product uptake. Ned-ki: It is associated with significant costs. Does not allow to fully assess the prospects for product implementation. 2.Free demonstration and testing of the product. Advantages: Overcoming immunity to a new, unusual product. Formation of a new product. Ned-ki: Difficult and expensive to organize and conduct. Time consuming. Reach a narrow circle of consumers. 3. Dissemination of information with offers of benefits and discounts by sales agents. Advantages: High selectivity, focus on a pre-selected circle of consumers. A high degree of consumer sensitivity and attention to the product. Ned-ki: A very laborious process that takes a long time to achieve a tangible effect. Needs careful monitoring. 4. Sending information about discounts and benefits by mail.Advantages: Very high selectivity and good consumer sensitivity to the product. The opportunity to catch consumers in a familiar environment for product use. Ned-ki: It takes a lot of time to get tangible results. High dependence on the quality of the written information message to consumers. 5. Dissemination of information about discounts and benefits through newspapers. Advantages: Fast and convenient in practical use. Taking into account the geographical features of sales. Ned-ki: Low consumer receptivity. Retailers may not recognize discounts and benefits. Careful planning is required. 6. Dissemination of information about discounts and benefits through special editions. Advantages: The most accurate orientation to pre-selected consumer groups. Effectively reaching the most important consumer groups. Ned-ki: It can be quite expensive. The most important consumers do not always respond to the benefits that are offered. 7. Announcements about money back guarantees.Advantages: Increases the prestige of the company. Forms the market for new products. Ned-ki: The results do not appear immediately. Very limited impact on sales growth. 8. Supply the purchase with a small gift. Advantages: Promotes sales growth. Minor additional sales costs. Ned-ki: There is a threat of petty theft (especially from retailers). Insufficient incentive for a regular customer. 9.Package of several products with discount. Advantages: Promotes a rapid increase in sales. Intuitive and easy to use. Ned-ki: Low selectivity for pre-selected groups of consumers. May undermine brand prestige. 10. Competitions and lotteries. Benefits: Promotes the growth of brand confidence. Ned-ki: Expensive to use. Limited customer participation. 11. Demonstration of goods at the point of sale. Advantages: An effective means of attracting the attention of consumers. Ned-ki: Dealer consent required.

The role of the stock in the system of goods distribution, types of stocks.

The well-established organization of commodity circulation is a serious competitive advantage for the retail network, as it allows to achieve timely replenishment of commodity stocks, to provide the necessary breadth of assortment, to reduce the cost of delivering goods to the network's subdivisions. Achieving the maximum rhythm of organizational processes in the distribution chain, drawing up the most effective delivery routes, determining the most optimal volume and period for delivering goods to divisions are the issues on which the main attention of logistics services of large retail chains is focused. The process of commodity circulation is aimed at ensuring the supply of goods to the final links on the path of commodity flow from the manufacturer to the consumer, which, as a rule, are retail trade enterprises. This category is the object of study of the disciplines "Trading", "Logistics" and "Marketing" and each of them has its own specific interpretation. The above points of view imply that when it arrives at a retail outlet (point of sale), it is the final point of the product distribution process. However, once in a retail warehouse, the goods do not immediately fall into the sphere of consumption. He has to go through a number of warehouse operations before he gets to the consumer. In some cases, it will be redistributed, that is, its movement will continue. Therefore, it is important to add that the final stage of the product distribution process should be considered the transfer of goods to the end consumer. In this case, it ceases to be a commodity and is not part of the flow of goods. Thus, in order to obtain a definition that most fully reflects the meaning of the concept under study, we generalize the meaning inherent in each of the three above. So, commodity circulation is the process of bringing goods from manufacturers to the consumption sphere, which is a set of transportation and storage operations, in order to fully satisfy the needs of consumers.

Types: By Appointment stocks are divided into two main types: production and commodity, which in turn are divided into three subspecies: current, insurance, seasonal.

Inventory management in each of these areas has its own specifics. Productive reserveslocated in enterprises of all industries are intended for industrial consumption. The purpose of creating inventories is to ensure the rhythmic functioning of the production process. Commodity stocks are already finished products intended for the end consumer, as well as stocks on the route of goods from supplier to consumer, i.e. at enterprises of wholesale, small-scale wholesale and retail trade, in procurement organizations and stocks in transit. Commodity stocks, in turn, are subdivided into stocks of commodity means of production and commodity articles of consumption.

Production and commodity stocks are divided into: Current reserves - the main part of all stocks. Ensures the continuity of the production or trade process between successive deliveries. Insurance stocks - provide materials or goods for the production or trade process in case of unforeseen circumstances. The safety stock is a kind of shock absorber that allows the entrepreneur to feel comfortable. However, you have to pay for using the comfort.

Seasonal supplies - appear with a seasonal nature of production, consumption or transportation.
In relation to production or trade, inventories are divided into the following types: * carryover; * preparatory; * illiquid; * supplies in transit, etc.

Carry-over stocks include balances of material assets at the end of the reporting period. This type of inventory ensures the continuity of the production or trading process from the beginning of the period following the reporting period until the delivery of the next batch of goods.

Preparatory stocks - This is a part of current stocks that require additional preparation before using them in the production or trade process.

Illiquid stocks are unused production or commodity stocks for a long time.
Stocks in transit - stocks that are at the time of accounting in the process of transportation.

Ministry of Education and Science of the Russian Federation

Federal Agency for Education

RUSSIAN STATE UNIVERSITY OF TOURISMB SERVICE

INSTITUTE OF TOURISM AND HOSPITALITY

(Moscow) (branch)

Course work

on discipline: "Economics of a tourism and hotel business"

Theme:Measures to improve the distribution channels of the tourism organization

Full name, course

Date of delivery to the department

Student's signature

supervisor

Full name, account degree and rank

Check date, estimate

Manager's signature

Moscow

2009 year

Introduction
Chapter 1. The essence of sales activities in the restaurant and hotel business and ways to improve its efficiency
1.1. Formation of a sales strategy at the enterprise
1.2. Sales channels for catering and hospitality services
1.3. Sales promotion activities
2. Analysis of the activities and sales policy of OJSC GK "Cosmos"
2.1. General characteristics of the enterprise
2.2. Organizational structure of enterprise management
2.3. Main indicators of the enterprise
2.4. Analysis of the sales market, main competitors and consumers of the enterprise
3. Draft measures to improve sales channels of OJSC GK "Cosmos" and their economic efficiency
3.1. Measures to improve sales channels of OJSC GK "Cosmos" and calculation of the expected effect from the introduction of proposals
3.2. Forecast of the main technical and economic performance indicators
Conclusion
List of sources used

Introduction

In world practice, the concept of marketing did not appear immediately. The term "marketing" appeared in the US economic literature at the turn of the 19th and 20th centuries and literally meant "trading activity in the market." At the beginning of the 20th century, there was a commercial understanding of marketing as a sales method, its goal - to find a buyer for a product that a manufacturer is able to produce.

Since the 50s of the XX century, in countries with developed market economies, marketing has been considered as the leading management function based on the study of consumer demand, its concept is based on the ideas of satisfying consumer needs. Today the role of marketing can hardly be overestimated, modern marketing is not just one of the functions of a business, but its philosophy, type of thinking.

Service marketing is a customer-focused way of doing business. This is a system for organizing all the activities of a company based on a comprehensive study of the market and real needs of consumers in order to make a profit.

Marketing is considered to play an increasingly important role in the hospitality industry, where nowadays great attention is paid to personalizing the service and fully focusing on the needs and demands of consumers. Today it is not enough to provide a “simple” product or service, but it is necessary to design it taking into account the tastes, preferences and habits of the customers. Enterprises using this approach are able to anticipate the client's wishes, exceed their expectations, satisfy the needs, and therefore bribe him and make him permanent.

Such a struggle for a client gives rise to intense competition among industry enterprises, therefore, it is impossible to successfully solve this problem without mastering the art of marketing.

That is why the distribution system is central to the entire marketing system. And this is not devoid of justification - it is in the process of selling the finished product that it becomes clear how accurate and successful all the concepts and strategies used to promote the service to the market were.

At present, a sufficiently large number of firms and organizations are involved in the sphere of activity of the hotel industry, competition is developing, there is a need to expand sales channels for products, by improving products by introducing modern equipment and progressive technologies, there is a need for new approaches to organizing commercial activities, material and technical base and technological processes at hotel enterprises .. All this makes new requirements for the training of specialists whose professional activities are related to commodity circulation.

A modern hotel company provides consumers not only with accommodation services, but also a wide range of restaurant services, transportation, communication, entertainment, excursion services, etc., which makes a particular company more attractive to a client compared to competitors. However, consumers have diverse desires and interests due to differences in purchasing habits and needs, as well as in the benefits they seek in the services offered, so it is difficult to attract a customer by offering the same. Therefore, today, hotel marketers have to think about how to motivate a client to purchase the services of their company, how to form regular relationships with clients, how to retain and encourage them, turning them into permanent ones.

Such tasks can be solved by such a direction of marketing activities as sales promotion, focused primarily on the formation of consumer demand in the long term. Demand generation and sales promotion are associated with the practical activities of the hospitality industry enterprise (creation and use of a sales network, pricing policy, advertising, sales promotion programs, the use of public relations, etc.) and is the stage at which the goals and objectives are materialized and the correctness of the chosen strategy is checked.

This function is important for the organization, as it must actively resist competitive pressure through the development and implementation of sales promotion and demand generation activities, as well as create a circle of regular clientele and a positive image for the successful implementation of the services produced. Sometimes the benefits and benefits offered to the guest through incentive programs have a decisive influence on his choice. Consequently, the successful solution of sales promotion issues at the enterprise will lead to the formation of a permanent customer base, which, according to the heads of the restaurant and hotel business, is perhaps the most important aspect of their work, strengthening customer loyalty, increasing sales and, accordingly, the company's income.

That is why the chosen topic seems to me modern, relevant and practically significant.

The object of this work is a large hotel enterprise in Moscow - OJSC "GK" Cosmos ". The subject of the work is one of the elements of the marketing complex - sales channels for products and services of enterprises of the restaurant and hotel business and analysis of the development of sales promotion in OJSC "GK" Cosmos ".

The purpose of this work is to study the features of channels and systems for promoting the sale of products and services at the enterprises of the industry, including the formation of a sales strategy and methods of promoting services on the market, and their application in practice, using the experience of the analyzed enterprise in the specified direction, to substantiate the importance of using stimulating activities for the enterprise.

one. . The essence of sales activities in the restaurant and hotel business and ways to improve its efficiency

1.1 Formation of a sales strategy at the enterprise

To ensure the effective implementation of their products and services, enterprises in the hospitality industry must carry out a set of activities that are expressed in the formation of marketing sales strategy.

Achieving the highest possible performance depends on the correct segmentation of the market and the development of an appropriate sales (sales) strategy, which fully meets the needs of the selected segments. In this regard, the most important task of hospitality enterprises is to identify market segments that are most ready for booking restaurant and hotel services, i.e. identifying potential customers who will form the backbone of the clientele enterprises.

In order to create a more or less stable group of potential customers, you must:

clear positioning of the enterprise in the market, highlighting its differences and advantages over other similar enterprises;

broad declaration of the benefits that potential clients will receive by purchasing these services;

the use of a variety of tactics and sales methods;

wide discount programs.

The sales strategy of an enterprise in the hospitality industry is developed on the basis of a general marketing strategy and includes the following stages:

determination of the range of factors influencing the organization of sales;

setting goals for the sales strategy;

selection of sales channels for hotel products and services;

analysis and control of sales.

Determination of the range of factors affecting the organization of sales, involves a detailed study of consumers. Today it is no longer enough to provide just a good service, you need to focus on the policy of retaining regular customers.

There are many methods for studying customer characteristics and satisfaction with services. The first place (41%) among them is still occupied by questionnaires filled in by guests; computer interactive technologies, unfortunately, have not yet received mass distribution, currently 7% of hotel enterprises use them in the world. By analyzing the information and opinions of the guests, management can imagine and properly assess the overall guest experience of the business. In the process of such work, a large amount of information is collected, which forms the basis of the client base.

Collect detailed data about each client, trace his history, send information about ongoing special events and loyalty programs, discounts and new offers - all these events must be planned and carried out in a timely manner, and their results must be collected and stored in the bank customer data.

Setting sales strategy goals usually linked to the overall marketing objectives of the enterprise. The main goal of a hotel sales strategy is to maximize real-time sales of non-persistent hotel products; in turn, the maximum sales volume gives the optimal economic effect.

The next step in developing a sales strategy is selection of distribution channels,which is carried out based on the goals and objectives of the sales strategy.

The final stage of the sales marketing strategy is analysis and control of sales.In the era of computer data processing, it has become possible to quickly monitor and analyze sales, compiling regular analytical reports and reviews that form an idea of \u200b\u200bthe parameters of business activity for the short, medium and long term. The obtained data serve to predict fluctuations in financial and economic indicators in the future and enable the management to plan sales volumes, form a pricing strategy, and also make a forecast of future directions of business activity.

The sales strategy of a hotel enterprise is an integral part of the hotel's marketing mix, and it cannot be implemented independently in isolation from other marketing programs. The sales strategy should be closely related to the overall goals and objectives of the hotel, consistent with internal standards and be aimed at meeting the needs of the hotel clientele as much as possible 1.

Sales incentives at enterprises of the RSL.

The main means of stimulating the consumer are samples, coupons, cash payments, price packages, bonuses, rewards for the regular use of the company's goods and services, shows, demonstrations, contests, lotteries and games.

Samples - this is an offer of a certain amount of goods for trial. Some of them are offered free of charge, for others the company charges a small price.

However, it should be borne in mind that offering samples of a product or service is the most effective, but also the most expensive means, especially if a new product is introduced to the market.

A useful tool for staff training and sales promotion is the provision of samples for testing by employees in hotels, restaurants, or other hospitality businesses. A complete, good knowledge of the product (service) is especially useful when moving to more advanced product models and service options. It is difficult to recommend great wines to anyone if that person has no idea about the taste of those wines. Employees of the sales and reservation departments of a hotel or resort can more convincingly offer a prospective client to buy a place near the pool, rent a cottage or apartment, if they themselves know about this product (service) firsthand.

Coupons - these are certificates that give discounts on the price when purchasing the goods specified in them. Coupons can be sent by mail, included with other products, or placed in advertisements. The most popular coupons in the restaurant business; however, hotels, car rental companies, tourist routes and cruise lines also use a coupon system.

In addition to stimulating sales of an already known product or service, coupons are also effective for stimulating a new product, encouraging you to try it. For example, if a fast food restaurant chain launches a new dish, they often feature it in print advertisements that also include a coupon that provides a discount upon purchase. This provides an incentive to purchase and reduces risk for customers trying a new product.

Sales promotion using coupons creates a favorable image for both those who distribute coupons and those who provide a product or service for them.

Despite this, many professional marketing and commercial consultants find that too much incentive is negative. affects the product, reducing the degree of its individuality. Some experts believe that companies spend millions of dollars and years of effort to create an excellent image and a high level of differentiation of their products and services with consumers, but ill-conceived sales promotion activities can all be destroyed.

There may be situations where sales promotion measures create the impression that the price was unreasonably high from the outset, or the company might not have made this offer. All of this leads to “coupon wars” and other forms of price reductions, thereby diminishing the value of a company's product or service or service.

Prizes - these are goods offered for a low price or free of charge, as an incentive to buy a product promoted on the market.

Many restaurants, such as Hard Rock, have found that products that promote the sale of basic goods and services (so-called promotional items such as caps, T-shirts, and shirts) can sell at a good profit, creating an additional source of profit for the company. Others offer an alcoholic drink or dessert as a bonus, served in a special glass or on a special plate. In fact, when visitors take a “gift” home as a reminder of a pleasant moment associated with a restaurant, they themselves pay for such a glass cup or plate at their full price.

Often, hotels, resorts and cruise lines suffer significant financial losses due to an unplanned decrease in the number of items used in the service (towels, bathrobes, soap dishes and ashtrays from rooms or public areas). They are known to be picked up by guests who perceive these things as items to stimulate company services, or as a gift for a visit, or simply as a souvenir. Today this phenomenon is observed in hotels of any class, including luxury.

Regular use reward - these are cash or other rewards for the regular use of the company's goods or services. For example, most airlines develop frequent flyer programs and provide customers with special bonuses for the number of miles a person has flown on their aircraft. Points earned under this program allow you to get more comfortable seats on the plane (transfer to a more expensive class at the same ticket price), a free car to travel around the city or a free hotel room. The Marriott hotel chain has developed a similar plan whereby guests who frequently stay at their hotels earn Reward Points. Some restaurants offer special cards that are perforated during each customer visit. After ten such visits, the client receives free meals or other rewards.

Sales promotion at the point of purchase includes exhibitions and demonstrations of goods, which are held at the points of purchase or sale.

The value of this type of sales promotion has long been recognized by the retail industry, and such campaigns are increasingly being pursued in restaurants, hotels, car rentals and other areas of the hospitality industry. Guest service companies have found that point-of-purchase sales promotion can be used to spread awareness of a company's core products or services and to sell additional products and services, thereby increasing total revenue.

Hotels are using display tables and lobby counters to encourage the sale of other hotel rooms and additional services from parking to sledding.

Contests, lotteries and games give consumers the opportunity to win something, such as a certain amount of money or a trip. The competition encourages people to test their knowledge, ability to guess, come up with captions for drawings, which is evaluated by a special jury. A similar process takes place when organizing competitions between employees, when the winners receive valuable prizes for better results of their work.

Thus, a variety of instruments can be used to achieve incentive goals. To select the most suitable of these, the sales promoter must take into account the type of market, the objectives of the sales promotion, the degree of competition, the costs and effectiveness of each incentive.

Whenever possible, promotion tools should be pre-tested, checked if they are suitable in a specific market situation and whether the incentives they create are sufficiently incentivized for potential consumers. To do this testing, researchers can ask consumers to rate various sales promotion tools. Incentives can also be tested to a limited extent in selected regions.

1.2. Sales channels of services of enterprises of the restaurant and hotel business

Many companies in the hospitality industry make extensive use of the market distribution channels available to them. In today's competitive environment, it is not enough to rely solely on a central reservation system and in-house sales opportunities.

Competitive conditions, market globalization, electronic distribution methods and short shelf life of goods and services greatly increase the value of the distribution network. Globalization means that many hotel companies must find foreign partners to help them expand their business in many other regions. New electronic marketing methods have led to the growth of international reservation systems. Finally, the importance of distribution has also increased because, as a rule, the “product” of the hospitality industry is perishable. 2

Organization of sales is a key element of the restaurant and hospitality business, and therefore the commercial services of these enterprises strive to make their sales strategy more active and diversified. For these purposes, extensive contacts are established with clients, including with "old" guests, the actions of competitors are carefully analyzed, and marketing techniques are widely used. However, the company cannot do without carefully worked out sales channels, since the transfer of sales functions to intermediaries gives it the opportunity to focus on the quality and competitiveness of its products and somewhat reduce its costs of producing its services.

Distribution channel (sales)Is a collection of independent organizations involved in the process of providing a product or service to individual consumers or customer companies.

The formation of a distribution system begins with the selection of participants in the distribution channel. Once the distribution channels have been identified, marketing efforts are concentrated on managing that channel. The sales network for the distribution of hospitality services is formed on a contractual basis. In the hospitality industry, distribution systems are used to move the consumer to a product, i.e. a hotel, restaurant, cruise ship, or airplane.

Hospitality industry organizations can benefit from the following 3 sales intermediaries:

tour operators and travel agents;

special structures;

hotel sales representatives;

national, state and local agencies;

corporate clients;

global distribution systems;

The Internet.

Tour operators and travel agents

Tour Operators- these are travel organizations that sell packages of travel services, including transportation and accommodation, to legal entities and individuals. The tour operator can act not only for a commission, but also at its own expense. Tour operators usually have a network of agents and direct sales.

Hotel companies, selling large blocks of rooms to tour operators, provide them with discounts, usually 15 - 20%, in addition, discounts for large groups may be higher. Higher discounts can also be provided for the widespread sale of additional services (meals, transfers, excursions, business center services, etc.).

The relationship between hotel enterprises and tour operator firms is built on a mutually beneficial basis while respecting the interests of the parties.

Interests of tour operators:

ensure high sales volume;

get high profit on sales;

have reliable suppliers;

receive a variety of offers of products and services;

have minimal risk with high responsibility of suppliers.

In turn, hospitality companies develop their own sales policies that define their own business interests and tactics for dealing with tour operators.

Interests of hotel enterprises:

to seek from tour operators with big discounts, the publication of catalogs, booklets, advertising materials, advertising campaigns to popularize the hotel;

tour operators must have their own agent network and regularly send tourists to the hotel;

work with large tour operators only on a large prepayment basis;

when negotiating and signing a contract, it is necessary to obtain from the operators and record in the contract the expected quantitative and financial volumes of sales.

Currently, large Russian tour operators are moving towards creating large blocks of hotel rooms. Travel agencies negotiate in advance with hotels about the price and number of rooms to be redeemed, thereby providing an opportunity for their clients to get a good room at a reasonable price. Some travel agencies redeem entire hotel floors in their own name. The profitability of such a sales scheme is obvious, blocks of rooms are sold in advance at an agreed price, and this reduces the risk for the hotel to be unoccupied.

If tour operators are, as a rule, wholesalers of tourism services, then travel agents are travel agencies that sell hotel accommodations on a commission basis and generally do direct sales.

Travel agencies act as intermediaries between tour operators, hotels and consumers and play an important role in the tourism market, as the bulk of retail sales passes through them.

When developing a sales policy for hotel enterprises, travel agents are given special attention. Many hotel companies rightly believe that this category of partners is the main one and it requires close attention, since tour operators grow from successful travel agents. In this regard, the task of sales managers is to find stable travel agency companies and strengthen partnerships with them through a wide range of discounts (10-15%). In addition, sales managers must deeply study the business reputation of travel agents, their financial stability, the level of professionalism of employees, feedback from customers and business partners in order to get a true idea and build relationships with them.

Special structures: tour brokers and representatives of gambling establishments.

Tour brokersoften sell bus tours that appeal to a variety of markets. Some bus tours are seasonal, others are timed to an event, and still others are permanent regardless of the season. For hotels on these routes, bus tours are a major source of income. Bus tours are also extremely important for museums and memorable historical sites.

Representatives of gambling establishments serve business casinos as intermediaries for first-class players. They keep lists of players who like to visit certain entertainment areas. Typically, these representatives work with one or more casinos. They receive commissions on the amount of money the casino earns from the players they have attracted, or in some cases, for each player they refer. Players attracted by representatives of gambling establishments receive free or cheap services, including air travel, ground transport, hotel accommodation, food, drinks and entertainment. The number of additional services provided to players depends on the number of players playing in the casino.

Hotel sales representatives.

Hotel representatives sell hotel rooms and hotel services in a specific market area. This method is effective for hotels that hire a representative and do not use their own sellers, it is especially effective for a distant market and where there are cultural differences that make it difficult for new entrants to enter the market.

Such hotel room sales representatives must represent the interests of non-competing hotels. They only receive commission or commission plus salary or a combination of both. It takes time for the hotel representative to examine the services offered by the company and inform the market about them. The choice of a hotel representative must be deliberate. Frequent changes of the hotel representative are undesirable.

National, state and local agencies.

These agencies are a great way not only to inform the market, but also to increase the volume of reservations. National associations promote tourism services in their countries. For hotel chains with branches throughout the country, their activities can be very important. Government agencies promote their services both abroad and in their own countries. Their numerous information centers are located even at the points of entry into the country. Regional associations can also assist independent operators and hotel chain representatives.

Corporate clients.

Corporate sale of hotel rooms is understood as the process of receiving applications from corporate clients: trading companies, banks, industrial and other organizations and enterprises to accommodate their employees. Corporate clients - these are collective customers who do not carry out travel agency and tour operator activities. Corporate clients, due to late booking periods and limited periods of stay (usually 3 - 4 days), cannot count on significant discounts, usually 5-10%, but if blocks of rooms are ordered and redeemed regularly, they can count on a more favorable corporate rate. Corporate clients are cost-effective for hotels.

Firstly, they provide hotels with guaranteed occupancy of business people in the planned period of time during the period of business activity.

Secondly, corporate clients buy out more expensive numbers and a wide range of additional services and are not paid commissions.

Thirdly, corporate clients are of additional interest to hotels. Large companies and corporations, creative unions annually hold conferences and seminars for their partners, hundreds and thousands of participants come to such events, which, in addition to accommodation, require the development of stay programs and the provision of a wide range of services. Therefore, there is intense competition between hotel enterprises for such customers, and the one who has a well-thought-out marketing and sales policy wins. 4

Global distribution systems.

Global Distribution Systems (CDS) is a computerized seat reservation system that serves as a product catalog for travel agents and other distributors in the hospitality industry. 5 These reservation systems are the result of the amalgamation of separate systems originally developed by the airlines to promote their sales. In recent years, there have been a number of mergers and acquisitions, resulting in the formation of six main systems:

Amadeus / System One,

Apollo / Galileo,

Worldspan / Abacus.

Hotel owners, car rental companies and other travel companies can be counted on these reservation systems, making it easier for agents to sell their services.

The Internet.

The Internet is rapidly becoming an effective marketing channel. One of its main advantages is its availability 24 hours a day, 7 days a week. It allows you to cover the whole world and transmit color images. The ability to transmit color photographs to millions of people around the world makes the Internet an excellent distribution channel.

Using the Internet, hospitality companies can materialize their products by transmitting color photographs and videos of hotel rooms, food and beverage restaurants, nearby locations, video clips of their popular shows, video tours.

Restaurant companies also use the Internet as a distribution channel (for example, an online pizza ordering system or home delivery). The database allows the user to search for relevant information by name of restaurants or types of food. The Internet user receives information about the menu, including color photographs of dishes. The client can pick up the completed order himself or receive it with home delivery. After the choice is made, the client receives all the necessary information on the calculation of the cost, including the price for delivery.

Visitors to Internet sites have the opportunity to print on printers the pages they see on the site. Some hotel (and restaurant) chains provide an interactive map of each of their hotels (restaurants), which can be accessed from its home page. Such maps can be scaled up and provide as much detail as a potential guest needs. This makes it easier for the consumer to find a hotel or restaurant in an unfamiliar city. 6

The Internet also allows you to interact with potential guests via email or phone and regular mail when they need more information.

The Internet is fast becoming an important distribution channel, and at a relatively low cost. For operators working with complex structures, he provides information on all the locations of these structures, displays color brochures and allows you to take tours of the institutions. This information is especially useful for solo travelers and travel agents. For the latter, some companies specifically develop separate sites.

1.3 Activities aimed at stimulating the sale of products and services of the restaurant and hotel business

At present, the organizations of the tourism industry pay great attention to the formation of strong ties with the consumer, the creation of a circle of regular customers. Various tools are used to establish stronger ties with the consumer and better satisfy his needs, create a positive image.

Hotels widely use various systems to attract new customers using financial benefits in relations with the consumer. Most of them offer special discounts for groups, corporate clients and travel agencies. In high-class hotels, customers are also offered special prices: "from the counter" (best available rate), which can be significantly lower than base prices « rack rates» depending on the current load of the hotel; weekend prices; individual preferential tourist rate; seasonal packages.

Currently, many upscale hotels are implementing the system activities to retain their customers and turn them into permanent ones. For example, the Marriott hotel chain has developed several such programs. The main program that unites all Marriott hotels and the world's major airlines is the Marriott Rewards program, which is of great importance in the fiercely competitive global travel market, as it is focused on providing additional financial benefits to customers who most often stay in hotels of this chain. It is quite simple to get a membership card - you need to stay at one of the 1650 hotels of the world hotel chain at least once and fill out a questionnaire. For every dollar spent, the hotel client receives a certain number of points, which he can later use for free accommodation in hotels of the Marriott chain, flights with airlines that are partners of this program, car rental and other benefits.

Marriott Rewards members can use their accumulated points for stays in the chain's hotels. For free stays at a particular hotel in the Marriott chain, you must earn a certain number of points.

To attract customers, the Marriott network also actively participates in reward programs for many airlines around the world, even if airline customers are not members of the Marriott Rewards program.

Marriott Rewards is part of the Marriott Hotels Elite Guest Program, which provides them with additional exclusive services. Guests can use the services of this program throughout the year, and it is designed for clients who often stay in hotels (duration of stay - 15 nights or more). Clients participating in this elite program have three types of cards, depending on the number of overnight stays: silver, gold and platinum. 7

For strengthening social ties with clients, most upscale hotels form a database of their hotel clients, where the following information is recorded: last name, first name, passport data, payment methods, characteristics of the rooms where the guest stayed (favorite number), etc. Keeping a guest card allows the hotel, knowing about the arrival of the client, to prepare to satisfy his wishes.

Most of the upscale Moscow hotels use techniques for "binding" clients to their hotels :

welcome cocktails ("National", "Aerostar");

organization of regular bus shuttles between the hotel, the city center and the airport ("Iris", "Holiday Inn Vinogradovo");

provision of a higher category room at no extra charge ("Aerostar");

discounts up to 30% on services of restaurants, bars, laundry for clients staying for a long time (“Sheraton Palace”);

discounts in the restaurant for corporate clients ("ART Hotel");

installation of mobile phones in hotel rooms operating within the hotel's radius ("Baltschug Kempinski");

upon entry, customers are given a voucher of $ 50. USA for playing in the hotel casino ("Baltschug Kempinski");

free excursion to the Kremlin and around the city on weekends ("Baltschug Kempinski").

Very popular with hotel customers club programs ... For example, in order to increase the competitiveness of their hotel product, the hotels of the Moscow chain “Marriott” have introduced a new client incentive program since 1999 - the “Marriott Exclusive” club. This program is designed to attract customers not so much to hotels as to the restaurants of Marriott hotels, since the competition between catering establishments inside and outside the hotels is very significant. The cardinal difference of membership in this club from others is temporary (the card is bought for a year) and general availability. Membership in the "Marriott Exclusive" club offers such advantages as discounts on restaurant visits, privileges in hotel accommodation, and a number of additional hotel services are provided free of charge.

This long-term customer retention and reward program pays off because, primarily aimed at attracting guests to restaurants, it actually creates a pool of people who use the chain's hotels and meet at special parties for club members. Membership in the club becomes something of a tradition and an element of prestige for the clients.

Similar programs for earning points for regular customers have been developed at the National, Sheraton Palace and Baltschug Kempinski hotels and some others.

Hotel National has developed program "Moments. com» which aims to create loyal customers for the hotel. The basis of this program is the method of awarding points to regular customers, holders of Blue and Gold cards. Anyone who has stayed at the hotels of the Forte Le Meridien hotel chain at least a couple of times and filled out the appropriate form can become a Blue card holder. Points are awarded based on the total amount spent by the customer at the hotel, regardless of whether it is for accommodation, dinner at a restaurant or for a purchase in a hotel boutique. The motto of the Moments.com program is “the more a client spends, the more profitable it is for him.”

Upon reaching a certain amount of points, a guest participating in this program receives a free night in any hotel in the world belonging to this network (in different hotels in different countries, a free night is estimated at a different number of points: for example, in the Moscow National - 1200 points); can use a free international telephone, and he is also provided with a number based on his personal preferences.

If a guest who has a Blue card often stays at Forte Le Meridien hotels, then he becomes a “friend” of the hotels of this hotel chain and receives a Gold card, which, in addition to what the Blue card gives », Provides a 48-hour room guarantee, booking the best room of the selected category, late check-out.

Program "Starwood Prefered Guests» the Sheraton Palace Hotel, like the Forte Le Meridien program, is based on a point system (US $ 1 \u003d 2 points). Anyone who has stayed at the hotels of this hotel chain several times can get a silver card. But in order to receive a gold card, which gives 3 points for $ 1 US, a gift from the hotel upon arrival (flowers or fruits) and a room on the club floor, you need to spend 25 nights or 10 stops in Starwood hotels. The Platinum Card is provided by 50 nights or 25 stops in the hotels of this hotel chain. The Platinum card gives an automatic upgrade of the room category at the price of the ordered one, i.e. if a client orders a junior suite, he is placed in a suite at the price of a junior suite and a bottle of good French wine is a gift in honor of the guest's arrival.

Program encouraging regular customers « Private Concierge» developed by Dusit Thani / Kempinski hotels. In Moscow, this hotel chain is represented by the Baltschug Kempinski hotel. However, you can become a member of this program only at the invitation of the network owners. People who are exceptionally useful and wealthy are nominated for membership (their social significance is evaluated first of all), who can benefit the hotel. Membership in this program is lifetime. The reward system is not point-based and does not depend on the number of nights spent at the Dusit Thani / Kempinski hotels.

The privileges of the club members are mostly designed not for saving money, but for the “chosenness” of the client. These privileges include: free accommodation for children, guaranteed booking, free watching a movie on a paid channel, personal check-in and check-out, a favorite newspaper every morning, free use of the hotel's fitness center and swimming pool (even if they live with friends in the city), use of banquet rooms (not including service), 15% discount on service in hotel restaurants, 20% discount on the use of laundry services. eight

Thus, hotels use various ways to maintain stronger ties with consumers, from the simplest (introducing additional financial benefits) to the most complex - along with providing financial and social benefits, creating an elite, prestigious club for some customers.

On the whole, in the Russian hotel market, loyalty programs are still a rarity due to the fact that few enterprises have sufficient financial, personnel, material and technical and other capabilities to carry out such a number of sales promotion events. However, existing programs will not work if companies do not provide quality service to their customers, since quality determines the degree of customer satisfaction, influences his decision to re-apply for services to a particular organization and forms a positive public opinion, the image of the organization.

2. Analysis of the activities and sales policy of OJSC GK "Cosmos"

2.1 General characteristics of the enterprise

The construction of the Hotel Complex "Cosmos" was conceived to serve the Olympic Games that took place in Moscow in 1980. The architecture of the building with a view of the VDNKh park and the monument to cosmonauts was developed by Soviet and French architects based on a French project already approved by the Moscow City Executive Committee.

The hotel program included:

1718 standard rooms with 2 beds

53 two-room suites

6 four-room suites

about 3600 places of the hotel catering network

The hotel was officially opened on July 18, 1979. The hotel housed the Olympic Press Center for the XXII Olympic Games.

The hotel complex provides a wide range of services:

Hotel services

1777 rooms (1579 standard, 37 suites and junior suites, 6 apartments, 1 VIP room; 154 Cosmos Club rooms).

Room Service

Express laundry and dry cleaning

Currency exchange offices, bank

Souvenir, newspaper and pharmacy kiosks, boutiques, shops

First-aid post

Medical center "Medsi"

Transport tickets

Guided tours, theater tickets

Business center, 24 hours: secretarial services including computer, high speed internet access, e-mail, copying, international telephone and fax

French beauty salon "Jacques Desange"

Barbershop

Group and individual transfer, taxi

Ground and underground parking, car service

Services to ensure the safety of people and goods

Conference and banquet halls, exhibition areas

7 conference rooms (10-250 people)

7 multifunctional banquet halls (20-500 people)

Concert / Congress hall (1000 seats): simultaneous translation system (6 languages), modern lighting, audio, and cinema equipment (including Dolby Digital)

Exhibition space (up to 1300 sq.m)

Fitness center: one of the largest indoor pools among Moscow hotels (240 sq. M), children's pool, water slides, jacuzzi, gym, saunas, solarium, aerobics, aqua aerobics, fitness bar

Billiards, darts, karaoke

Slot machines

Night club "Solaris"

Casino "Cosmos"

A well-developed infrastructure and a favorable location combined with a low price are the main competitive advantage of Kosmos.

2.2 Organizational structure of enterprise management

The Cosmos Hotel is an open joint-stock company managed by the owner of the enterprise - today the general director of the hotel complex is a holder of shares and a member of the shareholders meeting. The organizational structure of the management of the hotel "Cosmos" can be defined as linear-functional (Fig. 3).

The General Director is assisted in the development of specific issues and the preparation of appropriate decisions, programs, plans by a special management apparatus, consisting of functional units. Such a management system for a hotel complex with so many subdivisions and a wide range of services offered as the Cosmos hotel is, of course, quite effective. However, in this structure, the following weaknesses can be noted: the lack of close interaction at the horizontal level between the functional departments and an overdeveloped system of vertical interaction.

All decisions, even those related to the internal functioning or the interaction of various departments, are reviewed and made exclusively by top management, which undoubtedly complicates and slows down the production process.

To manage and ensure the effective functioning of such a complex and multi-level system as the hotel complex "Cosmos", it is necessary to have highly qualified personnel. The activities of all personnel are regulated by job descriptions, which contain a complete list of duties, responsibilities and hierarchical subordination.

The enterprise is headed by its general director. In his direct subordination are 5 deputies (determined by functional characteristics: hotel director, director of commerce, technical director, director of the cultural and business center, director of a restaurant), 3 departments (legal, personnel, economic) dealing with issues of providing the enterprise with personnel, legal base and pricing policy and chief accountant. The general management secretariat is also in charge of the general management.

Let's consider the departments first: all the movement of the company's personnel, the pricing policy and the supporting legal documents pass only through the CEO and are valid only with his signature.

Legal is engaged in the consideration of all claims against the hotel, the introduction and application in practice of various regulatory legal acts in force on the territory of the Russian Federation, advises the management on all legal issues.

The economic department deals with all cash flows passing through the hotel, monitors the investment and expenditure of funds of the GC, makes decisions and calculates all economic actions that the GC is or is going to carry out.

The personnel department is engaged in the search, recruitment, adaptation of new personnel, training, advanced training, career planning for those already working, and also, together with the management, develops a general personnel policy.

The hotel is managed by the Deputy General Director - Hotel Director. In his direct subordination are the Reception and Maintenance Service, the Room Fund Service, the Department of Lease Relations, and the Economic Service.

The sales, marketing and booking department, as well as the fitness center, is headed by the Deputy General Director for Commerce. Chief Accountant. She submits 25 accountants, who are divided among themselves according to divisional lines. A distinction is made between accountants who work with credit cards and one-time applications, non-cash payments, settlements with personnel, a banking group and just cash.

Figure 2.1 - Organizational structure of management of OJSC G / K "Cosmos"

Subordinate to the Deputy General Director. Includes information systems, control and communications center, logistics service and technical director services. The technical director is in charge of:

production and technical department;

ecological service, engaged in landscaping;

the central dispatch center acts as an intermediary between all hotel services and repairmen;

tool pantry;

occupational Safety and Health;

repair and construction service;

laundry service;

service for the repair of engineering networks, communications and equipment;

service for the operation of engineering networks, communications and equipment;

technical service of the cultural center.

The director of the restaurant (deputy general director) is in charge of production, the confectionery department, sales areas and the economic service.

2.3 Key performance indicators of the enterprise

The main performance indicators of OJSC GK "Cosmos" are shown in Table 2.1.

The horizontal analysis of the absolute indicators given in the table shows that the proceeds from sales in 2008 increased by 26% and amounted to 757 076 thousand rubles, which is 156 426 thousand rubles. more than in 2007. The increase in net profit in comparison with 2007 will amount to 4,042 thousand rubles or 8.28%.

Table 2.1 - Main technical and economic indicators

	indicators	units measure			CHANGES
	volume of services sold
	number of employees
	incl. Workers
	average annual output (item 1 / item 2)
	salary fund
	costs for 1 rub. implementation
	net profit
	accumulation fund
	consumption fund
	social fund
	the level of profitability of activities (clause 8 / clause 6)
	level of return on sales (p.10 / p.1)

The number of employees at the enterprise increased by 1.7% and amounted to 1,655 people. The average annual output per worker increased by 24% and amounted to 457 rubles.

The wages fund increased by 35% and amounted to 273,272 thousand rubles. against 202 183 thousand rubles. in 2007.

The total cost of sales increased by 1.4% and amounted to 549,584 thousand rubles, and the cost per 1 ruble of sales increased by 1.4% and amounted to 72 kopecks.

The amount of net profit increased by 8.3% and amounted to 52,873.2, of which 13,000 thousand rubles. went to the accumulation fund, 22 306 thousand rubles. to the consumption fund and 17 567 thousand rubles. to the fund of the social sphere.

The operating profitability fell by 41% and 38%, respectively, compared to the reporting year.

2.4. Analysis of the sales market, main competitors and consumers of the enterprise

An objective analysis of sales policy requires an analysis of the external environment and competitors.

Conducting a situational analysis of the hotel complex "Cosmos", it is necessary to consider the external conditions in which this enterprise is located. Macroenvironment creates general conditions for the environment of a tourist enterprise and includes many elements, each of which plays an important role in the analysis of the market opportunities of a tourist enterprise.

The Cosmos Hotel is considered a tourist class hotel, which provides it with 100% occupancy during the tourist season (from May to September), and wide congress facilities allow it to accommodate and provide high-quality service on the basis of existing conference halls of various sizes (from 20 to 1000 seats) both chamber seminars and large-scale plenums, congresses of parties, conferences, exhibitions, concerts. Such all kinds of events are held almost all year round. To all that has been said, we can add that the hotel is located near the venues of the largest exhibitions in Moscow (VVTs, Sokolniki, s / c "Olympic"), almost all of their participants choose "Cosmos". Thus, the average annual occupancy of the hotel is about 75%. Which is an excellent indicator for any hotel.

But one cannot associate a high load, only with a developed infrastructure, a reasonable price and an advantageous location.

More than 22.5 million foreigners visited Russia last year, according to the State Statistics Committee. According to the Russian Union of Travel Industry (PCT), 95% of foreigners travel to Moscow, St. Petersburg and the cities of the Golden Ring. Tourist class hotels in these directions, in which about 70% of tourists stay, can be counted on one hand. For example, in Moscow it is "Cosmos", "Russia", "Ukraine", "Izmailovo" (see fig.).

The rest of the hotels are either too expensive for mass tourists, or completely unsuitable for serving foreigners.

Analyzing the competition in this area, it is also necessary to note the general shortage of hotel places of this class. At the moment, 3100 numbers have been withdrawn from the Moscow market. And introduced, even according to official data, 1200 (but only a quarter of the rooms of the tourist class). The difference is almost 2 thousand. Multiply by 365 days a year, and you get about 700 thousand numbers that the market did not receive during 2008.

Such a deficit allows large tourist hotels to dictate their terms, every six months to increase prices by 25-30%.

Figure 2.5 - The share of OJSC G / K "KOSMOS" in the tourist hotel market

At the very beginning, when the hotel belonged to the USSR State Committee for Tourism and was its flagship, a lot of effort and money was invested in advertising. It was also promoted later, in perestroika and post-perestroika times. Today "Cosmos" participates in all major tourism exhibitions, both in Russia and abroad. Advertising regularly appears in specialized publications, as well as on the Internet.

The sales department in the Cosmos hotel complex is organized by the sales department, which performs the following functions:

Working with travel agencies, corporate and other clients;

Searching for clients, accepting orders and organizing events on the basis of conference and banquet halls, as well as exhibition areas of the hotel: seminars, conferences, banquets, receptions, weddings, exhibitions, congresses, concerts and other events;

Comprehensive service and coordination of events: selection of a hall, arrangement of furniture, additional equipment, catering and accommodation for participants;

Organization of hotel presentations, providing information about the hotel, concluding contracts for the provision of services.

For effective marketing of hotel services, the process of organizing sales must be closely linked to marketing research. In this regard, the sales department works closely with the marketing department, which deals with:

Market research, monitoring, identification of existing and prospective target segments, identification of key market participants, tracking the actions of competitors;

analysis of the company's income by segment, analysis of marketing indicators;

development of marketing, strategic development plans

product development - hotel, restaurants, banquet halls, fitness center, related services, bringing new products to the market;

Positioning and promotion of services: stimulating sales by segment, developing advertising messages, controlling the use of service marks (logos) and maintaining corporate identity, planning and conducting presentations and special events, working at exhibitions, optimizing and controlling the advertising budget, analyzing the effectiveness of advertising campaigns, events for sales promotion;

maintenance and updating of the website, preparation of news and other releases;

tracking: control of information about the company posted by third parties on printed and electronic media, on the Internet (maintaining a register of sites);

development and maintenance of customer loyalty programs;

maintaining a customer database, maintaining contacts;

maintaining customer feedback (surveys, questionnaires)

in-house marketing: improvement of the in-house communication environment, preparation of explanatory information for the enterprise's services about marketing activities, publication of an in-house newspaper, participation in personnel training.

Price policy.

Accommodation prices are divided into 4 segments. Segment A includes individuals from the counter, segment B includes travel groups and individuals under travel contracts, segment C includes corporate clients, and segment D includes one-time applications and letters of guarantee. For companies accommodating from 6 to 100 people, special prices apply, for groups of more than 100 people, even greater discounts are provided for accommodation.

Discounts for companies for placement are also provided depending on the annual volume of their sales.

There are 3 types of prices in the hotel. Regular prices are valid all year round, exhibition prices are valid from 20-31/03 and 19-23/09.

Table 2.7. - The projected change in the number of number days sold by segment in 2006. compared to 2008

Coef. changes in sales per day by market segment

september

individuals from the stand

individuals by tour. treaties

Groups and charters

Corporate clients

Letters of guarantee and one-time applications

Thus, in the planned year, the percentage of utilization will increase from 75 to 89, and subject to a general increase in prices for services, the increase in sales proceeds will be 26%.

Direct sales.

In the hotel complex "Cosmos", various discount programs operate in order to stimulate direct sales.

The main program, of course, is the system of discounts for guests of the "Cosmos Club". By booking a room through the hotel's reservation department, anyone can become a member of this program and a member of the "Cosmos Club". At the first check-in and accommodation in the rooms of the "Cosmos Club" category at the "rack rate" price, the guest receives the "Cosmos Club Silver Card". From the moment of issue, this card guarantees the guest a 10% discount on restaurant services and fitness center services, and upon re-accommodation - 10% discount on accommodation. Points will be awarded on the invoices paid for these services in the name of the guest. After accumulating 5000 points, the guest becomes the owner of the Cosmos Club Gold Card, which entitles him to receive a 20% discount on the above services. Holders of discount cards participate in festive lotteries.

Rules for using a discount card:

The discount card is personal and cannot be transferred to other persons;

To receive a discount, you must present the card before the start of the service or inform about its availability when booking the service;

Service with discounts on this card is made only in the presence of its owner upon presentation of the Cosmos Club hotel card.

The Gold card is issued to the guest in exchange for the Silver card after 5000 points have been accumulated on his account;

1 point is equivalent to 1 US dollar;

During the validity of special offers for any of the services, for example, a "happy hour" discount in a restaurant, etc., only one of the current discounts for this service is provided for this service at the guest's choice: either a discount on a discount card, or - by special offer.

In addition to the Cosmos Club discount program, there is a system of discounts for accommodation using registration coupons from the Moscow Hotels association. The discount is provided for accommodation in rooms of any category and is 20% of the room price "from the rack". Clients staying in the rooms of the Cosmos Club are subject to only one discount, either by the Cosmos Club discount card, or by these coupons at the guest's choice.

Also, the hotel complex "Cosmos" provides discounts to holders of Loyalty cards - plastic cards with the image of the Domodedovo Club trademarks and the international payment system MasterCard. This card entitles you to a 10% discount on accommodation in the Cosmos Club rooms, on restaurant bills, and on fitness center services. The discount is provided regardless of the method of payment for services - the guest can pay in cash, by credit card or directly with a Loyalty card.

It should also be noted that the "Kosmos" hotel provides its guests with social discounts for children in the amount of 25%. According to the Civil Code of the Russian Federation, a guest is considered a child under 12 years old. Also according to the order of the CEO, in accordance with the agreements established

by the terms of the agreement between OJSC g / c "Cosmos" and LLC "Crown Real", the hotel provides discounts on accommodation for guests presenting the "Registration coupons of the client of the association" Moscow Hotels ". Discounts apply to accommodation in rooms of any category and amount to 20% of the cost of rooms "from the rack".

In the total volume of sales of services of the hotel complex "Cosmos" the share of direct booking is on average 25% and is a particularly effective way of sales. According to data for 2008, the average indicator of direct sales was 27%, which exceeds the same indicator for 2007 by 4.5%. It should be noted that this value includes% of sales both "from the counter" without reservation, and with advance booking by phone, fax or online. In the first two months of 2006, income from direct sales increased compared to the previous reporting period. In percentage terms, this indicator in January amounted to 43.5%, in February - 42.5%, similar indicators for the 1st quarter of 2008 were 39%, 42.5% and respectively.

Figure 2.6 - Dynamics of income of hot-smoked Cosmos from direct sales

for 2008-2006 (%)

Agency sales.

The hotel complex "Cosmos" actively cooperates with travel agency and tour operator firms. Relationships between the hotel and travel agencies are based on agreements that define the conditions for providing services to clients of travel agencies, the amount of discounts, annual sales volumes, the procedure and terms for paying commission. These conditions are determined by the commercial director and approved by the general director of the Kosmos g / c. On a contractual basis, tourist companies, as a rule, redeem blocks of rooms in advance at an agreed price, which allows the hotel to pre-plan the sale of services and control the load of the room fund.

In order to attract new travel companies as partners, the hotel complex "Cosmos" regularly invites both foreign and Russian travel agents and tour operators on study trips in order to clearly demonstrate the services offered. Travel agents and tour operators are a category of guests requiring special attention from the personnel of OJSC g / c "Cosmos". They professionally rate the hotel as a possible accommodation for their clients. Thus, their expert opinion on the hotel and the quality of the services provided is extremely important as it critically influences the choice of the hotel by the consumers. The activities of travel agents and tour operators provide the main flow of guests to the hotel. The sustainable development of the hotel largely depends on how highly the quality of services is assessed by representatives of travel agencies, so a positive impression of the hotel among this category of guests should be the concern of each employee.

As a rule, groups of travel agents are provided with the best rooms of the Cosmos Club. A greeting, a set of information and advertising materials and a special souvenir prepared by the marketing department are placed in the numbers. The arriving group of representatives of travel agencies is met and greeted personally by the head of the shift of the reception and service. The presentation of the hotel is carried out by the employees of the marketing department or the reception and service department, depending on the date and time of the presentation agreed with the representatives of travel agencies.

In 2008, the share of agency sales of hot-rolled Kosmos amounted to 65.3% of the total sales. This indicator includes individual (35.6%) and group sales (29.7%). Taking into account the specialization of the hotel in group tours, in the reports, the indicators of occupancy and income for group requests are highlighted in a separate line.

In 2008. agency sales were stable and averaged 30% of total sales. A significant decline was observed only in the summer months, when a larger percentage of sales came from group tours.

Corporate sales

Given the specialization of the hotel complex "Cosmos" in congress services, corporate clients play a particularly important role in the marketing of hotel services. These clients include: International Center for Financial and Economic Development, 1C Company, Peugeot Automobile Company, Drofa Publishing House, Mobile TeleSystems CJSC, Mary Kay CJSC, United Russia and Liberal Russia political parties »And many other companies. These organizations regularly place their employees and partners on the basis of the Cosmos Hotel for holding conferences, seminars, trainings, congresses and other similar events in the cultural and business center of the Kosmos g / c, the possibilities of which are presented in Table 7.

As a rule, the service of such clients is complex and includes accommodation, meals, rent of conference and banquet halls and equipment, which, of course, is an economically profitable channel for the sale of services for the hotel complex "Cosmos".

The price per day of rent is applied when renting a hall for 8 hours or more, and a discount of up to 20% can be provided to it. In the case of providing food (banquet, buffet, coffee break) to the tenants of the premises of the cultural center and restaurant, a discount can be made - up to 25% of the rent. The decision on granting discounts is made by the General Director of OJSC g / c "Cosmos".

Table 2.8 - The main conference rooms of the "Cosmos" hotel "

Continuation of table 2.8

Premises of the cultural center
Mercury
Marble hall	Exhibition areas
Mirror hall
Foyer of the concert hall
Concert hall
Halls of the restaurant
"Galaxy" banquet number 4
"Galaxy" banquet number 5
"Galaxy" banquet number 1
"Galaxy" banquet number 3
"Galaxy" banquet number 2
"Galaxy" central shopping
"Galaxy" all rooms
"Evening Space"

In addition to the already listed corporate clients, the Russian Football Union, which annually hosts the participants of the International Commonwealth Football Cup, and the International Bodybuilding Association can be distinguished. Also, for 4 years in the concert hall "Cosmos" regular filming of the festivals "Song of the Year", "Our Song" and "Morning Star" have been held.

The share of corporate sales in the hotel complex "Cosmos" is on average 7%.

Using the above data, you can draw up a generalized scheme of income distribution for various market segments.

Figure 2.7 - Distribution of income of the hot-smoked company "Cosmos" by market segments for 2008 (%).

For an objective analysis of the efficiency of the sales office of the hotel complex "Cosmos", it is also necessary to consider the data on the occupancy of the hotel room stock. In 2008, the average annual utilization rate was 71.6%. According to the results of the 1st quarter of 2006, the growth of this indicator is observed, which is 4%. These data are clearly shown in Fig. 10.

Based on the results of the study, the following conclusions can be drawn:

The specificity of the hotel complex "Cosmos" is the provision of congress services, which is explained by its convenient location in relation to the All-Russian Exhibition Center (VVC) and great opportunities for organizing and conducting business events. The target audience is foreign groups, as well as Russian citizens who come to Moscow for all kinds of exhibitions, seminars, conferences and other similar events. Accordingly, when organizing the sale of services, special attention is paid to working with travel agencies engaged in inbound tourism and corporate clients;

The main competitor of the Cosmos hotel complex is undoubtedly the Ukraine hotel;

The advantages of the Cosmos Hotel include: territorial location, rooms for 3,500 people, great opportunities for organizing exhibitions, seminars, congresses and other business events.

Disadvantages of the hot-spot "Cosmos": a prepayment system and the absence of a system for crediting the amount of money for additional services to the guest's room, lack of information about the hotel in the booking systems, insufficiently effective internal marketing system.

The sales system of the Cosmos Hotel is quite effective, as evidenced by the stable increase in the occupancy rate of the room fund and income - at the end of 2006, the average% occupancy of the room fund was 72.3%, exceeding the same indicator for 2008. by 7%. Revenues also increased by 5.2%.

3. Draft measures to improve sales channels of OJSC GK "Cosmos" and their economic efficiency

3.1. Measures to improve sales channels of OJSC GK "Cosmos" and the calculation of the expected effect of the implementation of proposals

In the course of the implementation of this project and the study of the features of the sales incentive system in OJSC "GK" Cosmos ", it can be concluded that now the hotel is doing quite well, and the hotel does not experience any particular problems with the occupancy of the room stock. However, there are days and even months, especially in winter, when hotel occupancy is measured in percentages. And this is indeed a problem, because if certain measures are not taken, there is a threat of a change in the state of affairs not at all for the better.

In line with the above, when developing incentive proposals, such shortcomings should be taken into account and efforts should be made to eliminate them. Consider further possible solutions in this area.

1 Working with individual clients.

1.1 Promotion of sales of rooms of high categories.

In this case, it is planned to develop packages of services designed for family vacations and a weekend in a hotel, taking into account the possible needs arising in this regard among the categories of clients under consideration.

The special offer "Family Vacation" is supposed to include: accommodation, meals (breakfast plus special rates for meals for children), free access to the Fitness center (swimming pool, sauna, gym), free services of the children's leisure room. Accommodation of guests is supposed to be in rooms of categories "junior suite" and "suite". Package price: when accommodated in the "junior suite" 130 USD, in the "suite" 150 USD. (average cost 140 USD)

The "Weekend at the hotel" offer will include: accommodation in junior and luxury rooms, breakfast at the Planet Cosmos restaurant or in the room, basic minibar loading, free access to the fitness center (swimming pool, sauna, gym) with a discount on additional services, discounts in the Bowling club and in the hotel nightclub bar. Package price: when placed in a "junior suite" 200 USD, in a "suite" 250 USD. (average cost 225 USD).

Calculation of the expected effect from the implementation of packages "Family Vacation" and "Weekend at the hotel".

The number of rooms of categories "junior suite" and "suite" in the hotel room stock is 37 rooms. Average occupancy according to 2007 data is 40%, and the number of people living in rooms of this category was 10 850 people.

The increase in the volume of sales of services as a result of the introduction of a new package of services can be calculated using the formula:

Δ Vi \u003d Pi * Qi, (1)

where Рi is the price of the i-th service package, and Qi is the number of sold service packages.

Of the total number of residents, the number of families, including those with children, was about 3255 people or 813 families. Suppose that in 2008 the new offer "Family Vacation" will attract an additional 30% of families, i.e. 976 people or 244 families (on average 4 people per family),

With an average cost of a package of 140 USD the increase in income from the sale of rooms for the special offer will be 244 * 140 \u003d 34 160 c.u.

Let us assume that the offer "Weekend at the hotel" in 2008 will increase the occupancy of the previous period by 3%, i.e. the new offer will be used. approximately 325 people. With the average cost of this package being 225 USD we calculate the increase in sales income 225 * 325 \u003d 73 125 USD.

The total increase in income from the implementation of the new offers "Family Vacation" and "Weekend at the Hotel" will be: Δ V1 \u003d 34160 + 73125 \u003d 107 285 USD or 3 003 980 rubles.

2 Working with groups: taking into account the age criterion when forming a package of services.

At present, the hotel's clients are practically all categories of travelers: individual tourists who have come on vacation, businessmen, tourist groups, participants in exhibitions, conferences, seminars and other events, corporate clients, tenants. However, there remains one more category, the attraction of which may have a beneficial effect on stimulating the sales of hotel services - the youth. In our case, the hotel has sufficient potential to work with this category of clients. You just need to correctly form the proposal, i.e. to develop a special package of services that takes into account the interests of the specified segment.

It is proposed to develop and implement a standard package of services for youth groups and schoolchildren, which, in addition to accommodation and meals, may include appropriate additional services: excursions, an evening entertainment program for youth or an animation program for schoolchildren, the provision of certain hours for visiting the Fitness Center. At the same time, in order to obtain the optimal package price, the possibility of a free combination of additional services constituting the package should be provided. Groups will be accommodated in rooms of the "standard" and "superior" categories.

The implementation of this proposal also aims to increase the demand for hotel services and stimulate their sales during periods of low occupancy, i.e. the main focus is on the winter period, in particular vacations and holidays. Although this package of services can be kept as used by the hotel all year round.

The cost of the proposed package: for youth groups - 45 USD. accommodation in a "standard" room, 55 USD accommodation in a "superior" room, including breakfast; for schoolchildren - 35 USD accommodation in a "standard" room, including breakfast and dinner.

Calculation of the expected effect from the introduction of service packages for youth and schoolchildren.

When analyzing 2007, it turned out that the average occupancy of these categories of numbers was 65%, which is 8% more than this indicator for the same period in 2003, when the occupancy of the same categories of numbers was 57 %%. The number of rooms in the "standard" and "superior" categories is 1222 rooms.

It is assumed that with the implementation of service packages for youth and school groups, the occupancy rate for these room categories will increase by 10% to 75%.

The average income per room in 2007 was 70 USD / day (at the rate of 1 USD \u003d 30 rubles). The similar indicator for 2003 is equal to 61 USD. Suppose that in 2008 the daily income per room grows to $ 80. (at the 2008 rate, 1 cu \u003d 28 rubles).

Thus, we get that the number of sold rooms of the categories "standard" and "enhanced comfort" in 2008 will be 1222 * 75% \u003d 916 rooms per day and, accordingly, for the year 916 * 365 \u003d 334 340 rooms. In this case, the estimated income from the sale of 334,340 rooms in 2008 will amount to 334,340 * 80 \u003d 26,747,200 USD. In 2007, the same indicator was 1222 * 65% * 365 * 70 \u003d 20 294 365 c.u.

From the results obtained, it can be seen that with the introduction of the proposal under consideration, the hotel's income in 2008 from the sale of standard rooms and superior rooms will increase by ΔV3 \u003d 6 452 835 USD. or 180 679 380 rubles compared to 2007, and the planned increase in their load will be 10%.

3 Development of a proposal in the field of business services.

This event in the field of business and congress services includes the development of special conference packages for groups of up to 50 people for the congress season: "Standard" and "VIP". The package of services "Standard" will include: rent of a hall with arrangement, equipment, coffee break, water during the conference, office supplies. The VIP conference package will be complemented by an extended set of equipment, a business lunch and refreshments at the end of the day. At the same time, in order to stimulate repeated sales, companies who purchase a conference package "Standard" are provided with a 5% discount when ordering again, and companies that have purchased a "VIP" package of services get a 10% discount.

The data for the calculation are summarized in Table 9.

Table 3.1 - Data for calculating the expected effect of the implementation of conference packages "Standard" and "Special"

The total increase in revenue will be:

ΔV4 \u003d 675,000 + 1,700,000 + 213,750 + 382,500 \u003d 2 971 250 rubles.

3.2. Forecast of the main technical and economic performance indicators

For comparison, the obtained indicators and indicators of the base year 2007 are summarized in Table 10:

Thus, from the data in the table it can be seen that the implementation of the measures proposed in this work will increase the volume of services sold by 34.1% compared to the previous year. At the same time, the planned growth of the average annual wages will amount to 15.1%, and the growth of labor productivity will amount to 32%, i.e. there is no excess of the growth rate of wages at the rate of growth of labor productivity.

Table 4.1 - Comparison of the main technical and economic indicators of the enterprise's base year with the planned indicators of the project

	indicators	units measure		Project year	CHANGES
	volume of services sold
	number of employees
	average annual output
	salary fund
	average annual salary
	cost of the entire volume of services
	costs for 1 rub. implementation
	total profit (gross profit)
	level of profitability
	profitability of sales

Also, in the project year, the projected profit growth will reach 43.3%, which will increase the profitability of operations by 3.4%. The cost of services will also increase - by 30.6% compared to the previous year, but at the same time, costs per ruble of sales will decrease by 1.4%. Therefore, the proposed measures can be considered reasonable and effective.

Conclusion

Today Moscow, having sufficient potential, contributes to the dynamic development of the hotel business. Its potential as a major scientific, business and cultural center attracts tourists from all over the world and from Russia. The fact that a significant part of the visiting tourists choose the services of the capital's accommodation facilities indicates the sharp nature of the competition for the client between hotel companies.

In the face of this struggle, hotels have sufficiently expanded their scope of activity, providing, in addition to accommodation, a wide range of additional services aimed at ensuring both fruitful work and good rest. At the same time, the main emphasis is placed on personalizing the service and full concentration on the needs and desires of customers. Thus, hotels need to independently stimulate the demand for their services, and the client's decision to choose a accommodation facility depends entirely on the company's activities in this area.

In this regard, the object of research of such a problem as the formation of effective sales and, in particular, the improvement of sales channels, was chosen one of the largest enterprises that have been operating in the hospitality market for a long time - OJSC "GK" Cosmos ".

Activities in the field of stimulating distribution channels are important for any hotel business, as it helps in the competition, forms a favorable image of the organization, helps attract new customers, build a permanent clientele, and, accordingly, increase sales and revenue.

Directly programs to stimulate sales channels are designed to create such a combination of goods and services that has value for the client, creates the required motivation to purchase these services and is focused on meeting the needs of the client.

Sales activities are especially important for such a large hotel as Kosmos, which owns a huge number of rooms.

To date, the hotel has already developed certain market segments that dictate the demand for the hotel services provided: they are tourists on vacation, businessmen, tourist groups, corporate clients, participants in business and cultural events. The hotel services' sales promotion activities are structured in such a way as to pay attention to each category of customers. The sales policy is carried out using a variety of means and tools, which allows the hotel to attract more and more new guests every year and turn relations with them into permanent, forward-looking. The growing popularity of the hotel as an attractive accommodation facility contributes to the maintenance and occupancy of the number of rooms, and the sale of additional services at a high level.

However, even with a sufficient variety of promotional activities, there are points of application in this area of \u200b\u200bmarketing activities. The study of potential opportunities made it possible to develop options for expanding and developing the sales incentive system for OJSC "GK" Cosmos ". All proposed innovations were described and justified, and also verified by calculations. Economic calculations showed that the implementation of the proposed options will lead to an increase in sales, an increase in labor productivity and wages of employees, an increase in profit and profitability indicators, while reducing costs per one ruble of sales. Thus, the results obtained allow us to consider the described proposals effective and cost-effective.

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6 Medlik S., Ingram H. Hotel business. Textbook. Moscow: Unity-Dana, 2008

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8 Chudnovsky A.D., Zhukova M.A. Tourism management. Textbook. Moscow, 2003

The choice of a distribution channel is a difficult marketing decision, since it directly affects the effectiveness of the implementation of the marketing concept in the enterprise.

A sales channel (distribution) is a collection of firms or individuals involved in the process of promoting a product from producer to consumer.

The formation of a distribution system begins with the selection of participants in the distribution channel. Once the distribution channels have been identified, marketing efforts focus on managing that channel. The sales network for the distribution of hospitality services is formed on a contractual basis. A significant difference between the distribution channel of hotel services and the distribution channel of goods is that the distribution channel moves the consumer to the place of service, while the goods directly through the distribution channels move to the consumer.

Participants in the market distribution channel, when selling hotel services, perform a number of functions:

• - the formation and adaptation of the offer to the needs of the clientele, including the provision of additional services, agreement on the length of stay, etc .;
• - quotas, i.e. transfer of quotas of hotel rooms to intermediaries wholesalers;
• - collection, analysis and provision of the necessary information about products and services;
• - promotion and dissemination for advertising and propaganda purposes of convincing information about the services offered;
• - finding prospective buyers of these services and establishing appropriate contacts with them;
• - negotiating the price and other elements of the hotel offer;
• - organization of settlements for sold hotel services and covering the costs of ensuring the operation of the sales channel.

Organization of sales is a key element of the hospitality business, and therefore the commercial services of hospitality enterprises seek to make their sales strategy more active and diversified. To achieve the goals, extensive contacts are established with clients, including regular guests, the actions of competitors are carefully analyzed, and direct marketing techniques are widely used. However, the hotel cannot do without carefully worked out sales channels, since the transfer of sales functions to intermediaries allows the hotel to focus on the quality and competitiveness of its products and somewhat reduce its costs of producing its services.

The hotel services distribution channel covers various types of hotel marketing activities.

Direct sale. This type of sale is carried out by the hotel directly to customers, without the involvement of intermediaries. In hotel practice, it is usually referred to as a free settlement. Free settlement is the settlement of tourists directly, but it is possible to pre-book accommodation through the sales department. Most of these clients settle in without prior reservations. As a rule, discounts on accommodation for free accommodation are not provided. These are the so-called "counter" customers who pay full rate for their stay and are therefore a valuable clientele for the hotel. In large hotels, the average annual free settlement rate is 8-10%, and the share of direct bookings is 10-15%. The hotels are interested in the development of this sales channel, since they save money on the remuneration of intermediaries. To activate the direct sales policy, many hotels have contractual relationships with various clubs, whose members have discount cards that give them certain discounts during their stay at these hotels.

Agency sales. This type of marketing of hotel products is carried out through intermediaries in the field of tourism and hospitality. These links include: travel agents and tour operators, tourist clubs and professional associations, resort bureaus, agents - individuals, airlines and other transport organizations. Hotels build relationships with them on a contractual basis and a balance of interests. The most important agents for the sale of rooms are tour operators and travel agents.

Tour operators are travel organizations that sell packages of travel services, including transportation and accommodation, to legal entities and individuals. The tour operator can act not only for a commission, but also at its own expense. Tour operators usually have a network of agents and direct sales.

The system of relationships and sales tactics are built by hotel enterprises, based on the sales volumes of tour operators, i.e. annual turbo turnover. Hotel companies, selling large blocks of rooms to tour operators, provide them with discounts, usually 15-20%, in addition, discounts for large groups may be higher. Higher discounts can also be provided for the widespread sale of additional services (meals, transfers, excursions, business center services, etc.).

The relationship between hotel enterprises and tour operator firms is built on a mutually beneficial basis while respecting the interests of the parties.

Interests of tour operators:

• - to ensure a high volume of sales;
• - have minimal risk with high responsibility of suppliers;
• - have reliable suppliers;
• - get high profits on sales;
• - receive a variety of offers of products and services;

In turn, hospitality companies develop their own sales policies that define their own business interests and tactics for dealing with tour operators.

Interests of hotel enterprises:

• - to seek from tour operator firms with big discounts, publication of catalogs, booklets, advertising materials, advertising campaigns to popularize the hotel;
• - tour operators must have their own agent network and regularly send tourists to the hotel;
• - to work with major tour operators only on a large prepayment basis;
• - when negotiating and signing a contract, it is necessary to obtain from the operators and fix in the contract the expected quantitative and financial volumes of sales.

Currently, major tour operators are moving towards creating large blocks of rooms in hotels. Travel agencies negotiate in advance with hotels about the price and number of rooms to be redeemed, thereby providing an opportunity for their clients to get a good room at a reasonable price. Some travel agencies redeem entire hotel floors in their own name. The profitability of such a sales scheme is obvious, blocks of rooms are sold in advance at an agreed price, and this reduces the risk for the hotel to be unoccupied.

While tour operators are usually wholesalers of travel services, travel agents are travel organizations that sell hotel accommodations on a commission basis and usually direct sales.

Travel agencies act as intermediaries between tour operators, hotels and consumers and play an important role in the tourism market, as the bulk of retail sales passes through them.

Interests of travel agents:

• · Get \u200b\u200bcommission quickly;
• · Satisfy clients;
• · Provide the planned sales volume;
• · Get \u200b\u200ba special offer in the form of promotional tours;
• · Get \u200b\u200ba high profit on sales;
• · Have a versatile value for money;
• · To receive a wide range of offers of hotel products and services.

Hotel companies, developing their sales policy, pay special attention to travel agents. Many hotel companies rightly believe that this category of partners is the main one and it requires close attention, as successful travel agents become tour operators. In this regard, the task of sales managers is to find stable travel agency firms and strengthen partnerships with them through a wide range of discounts (10-15%). In addition, sales managers must deeply study the business reputation of travel agents, their financial stability, the level of professionalism of employees, feedback from customers and business partners in order to get a true idea and build relationships with them.

Corporate sale. The corporate sale of hotel rooms is understood as the process of receiving applications from corporate clients: trading companies, banks, industrial and other organizations and enterprises to accommodate their employees. Corporate clients are collective clients that do not carry out travel agency and tour operator activities. Due to late booking periods and limited periods of stay (usually 3-4 days), corporate clients cannot count on significant discounts, usually 5-10%, but if blocks of rooms are ordered and redeemed regularly, they can count on more favorable corporate rate. Corporate clients are cost-effective for hotels.

First, they provide guaranteed business occupancy for hotels at the scheduled time during business activity.

Secondly, corporate clients buy out more expensive numbers and a wide range of additional services and are not paid commissions.

Thirdly, corporate clients are of additional interest to hotels. Large companies and corporations, creative unions annually hold conferences and seminars for their partners, hundreds and thousands of participants come to such events, which, in addition to accommodation, require the development of stay programs and the provision of a wide range of services. Therefore, there is intense competition between hotel companies for such customers, and the one who has a well-thought-out marketing and sales policy wins.

In modern conditions, the hotel business cannot be imagined without the introduction of modern booking systems. More and more consumers are getting travel information via the Internet. Many potential tourists are even willing to neglect the benefits of face-to-face travel with a travel agent for the vast variety that the Internet provides them.

Advanced information technologies enable the consumer to directly access databases and make reservations from a home computer using special marketing programs or Internet access. Recently, the Internet has firmly entered our life, and the cost of its services is steadily decreasing. All this influences the situation in the hotel market. Companies specializing in hotel management systems are ready to develop in this direction. In the current situation, a number of companies have announced that they are able to provide hotel management systems based on ASP (Application Service Providers) technology. This system uses the simplest browser. ASP technology means that all data about a hotel (room availability, guest history, rate management, reservations, etc.) and the hotel management system program itself are located outside the hotel itself - on a dedicated server. Such a server is located in the equipped service center of the Internet provider. Perhaps in the near future any programs or applications for hotel operations will be available through the companies providing these applications. All these new opportunities will provide hotels with speed and clarity of work with travel agencies and partners, centralized rate management, and consolidated reporting. Direct communication with booking sources will allow hotels to sell their entire room stock, and the presence of specialized centers and database storage facilities will allow them to have a minimum of computer equipment, which will accordingly reduce the cost of supporting and maintaining information systems.

 

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