Formation of the product strategy of the hotel and tourism enterprise. Formation of a product strategy of a tourism enterprise Types of marketing strategies for a tourism enterprise

Productis a product designed to meet needs. In the marketing system, a product is considered as a set of useful properties,most fully meeting the needs of the target group of consumers. A commodity can be a material good (product, object) or type of activity (service). Value - the importance of objects of the surrounding world for humans. There are three ways that marketing can create value for consumers. The first is responding to existing needs. The second is related to the ability to identify latent needs. the third is to actively create new values \u200b\u200bfor consumers, using the achievements of technical, economic or social progress. Product marketing solutions include:

formation of a range of goods with a set of functional and emotional values \u200b\u200bthat meet market requirements;

ensuring the competitiveness and profitability of the product;

developing an effective brand policy;

search and implementation of ideas of goods "market novelty.

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

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

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

origin and introduction- the period when the product appears on the market;

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

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

aging, withering away- a period of decline in sales, disappearance of demand.

Depending on the various stages of the life cycle, in which the sale and profit-making proceeds in different ways, the company also builds its market activities in different ways, counting on the fullest possible use of the features and advantages of one stage or another. The transition from one stage of the life cycle to another is usually explained by the essential changes in the rate of growth of sales and profits.

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

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

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

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

The problem of new products in marketing is one of the key issues of success in the market. Using a product that has "market novelty"the enterprise moves forward, forms a new market, outstrips competitors, increases its income. There is a system of criteria by which you can determine the market novelty of certain goods. These are not only fundamentally new products that satisfy the need for new sports (windsurfing, hang-gliding), or goods (services) that satisfy existing needs in a new way (VCR, Internet). Market novelty is a new packaging of an already known product (new packaging of Tetra Pak milk), a new price compared to a competing product. The use of new raw materials and technologies is also a sign of market novelty of products.

The main stages of developing a new product.

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

modern spheres of life (latent needs);

achievements of scientific and technological progress;

offers from consumers;

ideas of the firm's staff;

copying or improving competing products;

use of patents

Stage 2. Evaluation and selection of ideas. Filtering ideas for compatibility with the firm's resources:

construction of evaluation matrices;

market testing;

managerial opinions and customer assessments.

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

product concept check;

market testing;

focus group.

Stage 4. Development of trial samples of goods:

organization of work - creation of a cross-functional group;

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

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

Stage 5. Trial marketing, product testing:

trial sales;

market testing;

imitation of a store test.

Stage 6. Assessment of demand, sales, costs and profits:

demand assessment;

breakeven point;

margin profit.

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

Stage 8 . Success / failure assessment . Cognitive dissonance.

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

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

Early adopters.They are guided by their own intuition. Are opinion leaders in other groups. Pay attention to the information contained in the media. Sensitivity to price changes is minimal.

Early majority.They focus on the behavior of early approvers. Have a social and economic status above average. When receiving information, they actively use the opinion of leaders, advice from sellers, and the media.

Most later.Great importance is attached to the behavior of other groups in their perception of the new product. Their status is average. They prefer to see the goods on store shelves. The assessment of representatives of the same population group is important. Sensitive to price changes. The media are treated with restraint. Together with the early majority, they constitute the main consumer group in terms of number.

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

When launching a new product on the market, an enterprise must take measures to reduce the time for its approval by various consumer groups. For this, special attention is focused on the novelty of products, highlighting the advantages, ease of testing and verification, availability in the retail network.

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

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

promoting a brand (developing a brand strategy, developing a "brand's market power", evaluating a brand's value);

control and protection of the brand.

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

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

product brand strategies (individual brands);

brand expansion strategies (corporate brands).

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

Assessment of the brand value. The value of a brand is an intangible asset of an enterprise, the "profit from loyalty" of consumers, an excess over value in relation to non-branded goods. In this case, the object of assessment is not the sign itself (picture, symbol pkt etc.), but the right to use it. The following methods are used accordingly.

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

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

Royalty methodinvolves an estimate of the amount that the company would have to pay to a third party if it did not own its mark, but acquired the right to use it.

Economic methodevaluates the brand's net contribution to the business (weighted average profit per revenue ratio).

Discounted cash flow method. Based on forward forecast of future revenue generated by the brand.

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

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

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

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

Under serviceis understood as a support system that allows the consumer to rationally exploit the purchased goods. There are pre-sale and after-sale services. The latter is considered as warranty and post-warranty. TO pre-sale serviceincludes such activities as consulting, training, trial operation, transfer of documentation. Guarantee-assurance by the manufacturer or trader that the product meets the accepted quality standards. Therefore, warranty service is associated with the likelihood of defects, shortening the life of the product. Defects are eliminated free of charge for a specified period of time. Post-warranty servicecarried out for a fee according to established rates and tariffs. The form of after-sales service is handling complaintsconsumers ("The customer is always right").

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Introduction

A modern tool for managing the development of an organization in the face of growing changes in the external environment and the associated uncertainty is the methodology of strategic management. Practice shows that those organizations that carry out complex strategic planning and management are more successful and receive profits significantly higher than the industry average. Many executives with planning experience or just energetic people do not achieve the desired success by scattering their forces to cover as many markets as possible, produce as many diverse products as possible, and satisfy the needs of various customer groups. For success, however, a purposeful concentration of forces and a correctly chosen strategy are required. There is no one strategy for all organizations. Each organization is unique in its own way, therefore the process of developing a strategy for each organization is different, because depends on the position of the organization in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, the cultural environment, etc.

The aim of the course work is a strategic analysis of the enterprise and the development of a strategy for the development of the enterprise.

Coursework objectives:

to reveal the concept of strategy and strategic management;

to characterize the types of strategies;

explore the procedure for developing a strategy;

4. Conduct a strategic analysis of the enterprise;

5. develop a development strategy for the enterprise.

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

1. Theoretical aspects of developing strategies

1.1. Strategy and strategic management concept

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

Strategy is a means to an end result.

Strategy brings all parts of the organization together into a coherent whole.

The strategy covers all major aspects of the organization.

Strategy is the long-term plan of an organization.

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

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

What is our business today?

What should our business look like tomorrow?

What are our products, functions, markets?

What do we need to do to achieve our goals?

Strategy is the result of analyzing the strengths and weaknesses of the organization, as well as identifying opportunities and obstacles to its development.

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

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

Depending on the chosen object of strategic management, there are: corporate strategy - the strategy of the organization as a whole; business strategy - the strategy of a separate strategic unit of the organization; functional strategy - the strategy of the functional area of \u200b\u200bmanagement.

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

1.2. Types of strategies

Let's consider some of the most common business development strategies that have been verified by practice and are widely covered in the literature. Usually these strategies are called basic, or reference. They reflect four different approaches to firm growth and involve changes in the state of one or more elements:

the position of the firm within the industry;

technology.

2. Strategies for integrated growth

The second group of reference strategies includes those business strategies that are associated with the expansion of the firm by adding new structures. These strategies are called integrated growth strategies. Typically, a firm can resort to such strategies if it is in a strong business, cannot pursue a concentrated growth strategy, and at the same time, integrated growth does not conflict with its long-term goals. The firm can achieve integrated growth both through the acquisition of property and through expansion from within. Moreover, in both cases there is a change in the position of the firm within the industry.

There are two main types of integrated growth strategies:

the reverse vertical integration strategy is aimed at the growth of the firm through the acquisition or the strengthening of control over suppliers. The firm can either create sourcing subsidiaries or acquire companies that are already supplying. Implementing a reverse vertical integration strategy can lead to very beneficial results for a firm by reducing exposure to fluctuations in component prices and supplier demands. Moreover, supply as a cost center for the firm can turn into a revenue center in the case of reverse vertical integration;

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

3. Strategies for diversified growth

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

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

the current business provides a flow of money that exceeds the needs, which can be profitably invested in other areas of business;

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

4. Reduction strategies

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

There are four types of strategies for targeted business reduction:

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

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

reduction strategy is that a firm closes or sells one of its divisions or businesses in order to implement a long-term change in the boundaries of business. Often this strategy is implemented by diversified firms when one of the industries is poorly combined with others. This strategy is also implemented when it is necessary to obtain funds for the development of more promising businesses or start new ones that are more consistent with the long-term goals of the company. There are other situations that require implementation of a reduction strategy;

cost reduction strategy is quite close to the strategy of reduction, since its main idea is to search for opportunities to reduce costs and carry out appropriate measures to reduce costs. However, this strategy has certain distinctive features, which are that it is more focused on eliminating rather small sources of costs, as well as the fact that its implementation is temporary or short-term measures. Implementation of this strategy is associated with lower production costs, increased productivity, reduced recruitment and even layoffs, the termination of production of unprofitable goods and the closure of unprofitable facilities. It can be considered that the strategy of cost reduction turns into a strategy of reduction when subdivisions start to be sold or fixed assets in a sufficiently large volume.

In real practice, a firm can simultaneously implement several strategies. This is especially common among diversified companies. The firm can also carry out a certain sequence in the implementation of strategies. In the first and second cases, the firm is said to be pursuing a combined strategy.

1.3. Strategy development procedure

Strategy development is one of the main management functions. Among everything a manager does, there is little that significantly affects the well-being of the company, such as developing a long-term strategy, developing competitive and effective strategic actions and business approaches, and executing the strategy in such a way as to achieve the intended results. Indeed, a successful strategy and skillful implementation are precisely the hallmarks of perfect management that you should trust.

The manager's task of creating and implementing strategy in an entrepreneurial organization consists of five interrelated parts:

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

Turning general goals into specific areas of work.

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

Effective implementation of the chosen strategy.

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

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

2. Strategic analysis of the travel company GLOBUS LLC

2.1. Research of the external environment of the organization

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

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

The political significance of tourism, especially international tourism, lies in mutual rapprochement, exchange of opinions and views between residents of different countries and continents. Tourism can contribute to the establishment of communication between peoples, laying the foundation for peaceful cooperation, and can serve as one of the ways to consolidate peace. Foreign tourism is the best form of knowing a country and its inhabitants. Often, the idea of \u200b\u200ba given country, obtained from books, radio, cinema, television, does not correspond to reality. Therefore, direct contact through travel to this country can change misconceptions and prejudices.

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

The cultural significance of tourism lies in the enrichment of personal culture by getting to know new cities, people, their customs and achievements in art, architecture, theater life, literature, music, with historical monuments, as well as in improving their knowledge foreign languages.

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

The biological significance of tourism lies in the restoration of physical strength and moral rest, staying in beneficial climatic conditions. And as a result of this - good health, increased ability to work and a desire to work, which in turn contributes to an increase in labor productivity and improved health.

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

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

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

The main competitive factors in this market are:

range of services provided;

the quality of the services offered.

At the same time, different factors prevail for different groups of consumers. The price factor is the main factor for consumers with average income levels. Service quality is more important for high-income consumers who need, above all, a higher level of service.

2.2. Research of the internal environment of the organization

GLOBUS LLC

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

Fig. 1. Organizational structure of GLOBUS LLC

Functions of the tourism manager of GLOBUS LLC:

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

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

4. Concludes an agreement for the provision of tourist services.

5. Organizes interaction with transport companies, hotels.

7. Draws up the necessary travel documents.

Key economic indicators of activity of LLC "GLOBUS" for 2004-2006. are presented in table 1.

Table 1

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

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

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

Next, we will assess the competitiveness of GLOBUS LLC. The strongest competitors of GLOBUS LLC are Acris LLC and Scutt CJSC. These firms were selected from the rest, because their share in the Moscow market is approximately the same as LLC GLOBUS. In addition, these firms operate in the same areas as GLOBUS LLC. The expert group included independent experts in the field of tourism market research. They were asked to evaluate the position of the company in the market in points according to the proposed criteria.

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

table 2

Comparative characteristics of the competitors of GLOBUS LLC

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

reputation in the market;

the breadth of the range of services;

the uniqueness of the tours.

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

Table 3 shows the SWOT analysis of GLOBUS LLC.

Table 3

SWOT - analysis of GLOBUS LLC

1) Strategy for deeper market penetration.

experience, competencies;

the presence of stable ties;

many potential consumers;

Limitations:

highly competitive environment;

2) Diversification strategy

The following factors support this strategy:

innovative approach to business;

qualified personnel.

Limitations:

lack of experience in a new business area;

attraction of additional resources;

entering a new market;

the risk of losses from incompetence.

Comparing the opportunities and threats in the implementation of these options, the most preferable strategy seems to be deep penetration into the market. The positive factors allowing the implementation of this strategy have already developed in the company. Experience in this business is 6 years. The presence of many potential customers on the market allows you to expand the circle of the company's customers. The restrictions can be neutralized as follows: constantly monitor the state of prices in the industry, develop competitive advantages, that is, complete the task of creating a unique service.

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

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

As a rule, a potential consumer, responding to an advertising message from a travel agency, visits its office to finally decide on the choice of a tour on the spot. But often, without receiving satisfactory information or proper attention from the staff, he leaves the travel agency, not finding a suitable trip for himself. Therefore, it is very important for a travel agency to organize the work of its staff so that as many visitors as possible decide to make a purchase.

Incentives:

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

provision of discounts on advertised prices for group travel in the event of an increase in sales, especially during the off-season;

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

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

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

distribution of catalogs to potential partners;

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

Study tours have become the norm in today's travel market. Let's list some principles of organizing study tours for travel agents:

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

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

such trips are organized during the off-season (before the start);

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

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

standard duration is 1 week;

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

tracking the results of sales in specific firms that took part in the study tour.

Incentives are planned based on the overall marketing strategy and selection of the most effective means. Like promotional activities, sales promotion events are held on a calendar date. These terms can be periods of active sale of tourist trips for the next year, dates that coincide with major tourist events.

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

Conclusion

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

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

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

The mission of GLOBUS LLC is to contribute to the development of the Russian tourist market by providing high-quality tourist services at affordable prices that meet international standards.

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

reputation in the market;

the breadth of the range of services;

labor productivity, staff motivation;

the uniqueness of the tours.

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

1) deep market penetration;

2) diversification.

To implement this strategy, it was proposed:

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

2) conduct personnel training;

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

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

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The concept of product strategy in tourism

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

Definition 1

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

The main tasks of the product strategy are, first of all, the study of the life cycle of the tourist product, the formulation of the company's objectives, consistent with the possible market potential and resources of the enterprise, the optimization of the structure of the range of products and services offered, the development and implementation of new products. All tasks are aimed at ensuring the competitive advantage of the tourism enterprise, which allows you to maximize the efficiency of the enterprise and increase profitability.

Product strategy development process

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

Main (base) product - these are the main components of the tourist product that the tourist actually purchases.

Example 1

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

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

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

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

Example 2

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

The add-on product adds added value to the main product and provides an opportunity to distinguish the product from competitors.

Example 3

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

Expanded product concept

The product in a broader sense includes the atmosphere, the pleasantness of communication between guests and service personnel, their place in the process of work and customer communication with each other. In other words, the extended interpretation of the product contains what is offered to the customer and how it is offered.

Example 4

In Russian hotels, the Guest relations direction has recently appeared, which is aimed at building relationships with guests, identifying their needs and preferences and solving problems that arise.

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

It might be useful to read:

Formation of the product strategy of the hotel and tourism enterprise. Formation of a product strategy of a tourism enterprise Types of marketing strategies for a tourism enterprise

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Similar documents

Introduction

1. Theoretical aspects of developing strategies

1.1. Strategy and strategic management concept

1.2. Types of strategies

1.3. Strategy development procedure

2. Strategic analysis of the travel company GLOBUS LLC

2.1. Research of the external environment of the organization

2.2. Research of the internal environment of the organization

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

Conclusion

List of references

Description of activities tourist firms

Activity analysis tourist agency and its improvement

Determinants strategy tourist firms

Product strategy development process

Expanded product concept