Strategic management in international tourism. Strategic management of enterprises in the tourism industry. Strategic planning in the tourism industry

The key points of management in hotel enterprises include infrastructure management as a system for ensuring their functioning.
Infrastructure maintenance facilities include logistical and labor resources involved in the submission process hotel services. Material and technical resources include buildings, structures, engineering systems, equipment, raw materials and energy resources, vehicles etc., creating material conditions for the implementation of all types of activities hotel enterprises.
The relevance of hotel infrastructure management is associated with the importance of such factors as:
¦¦¦ significant dependence of the results of the functioning of hotel enterprises, in particular the quality of the services provided
their services, on the level of infrastructural support for their production activities; ¦¦¦ a large, and often decisive, share of expenditures on
infrastructure in the total costs of hotel enterprises; ¦¦¦ the need to define a policy for updating or restoring the engineering systems and equipment of hotels in order to improve the quality of service as part of a strategy to ensure their competitiveness, etc. The set of infrastructure management functions of hotel enterprises reflects the following activities:
Activities related to material objects.
Repair management.
Engineering infrastructure content management.
Maintenance of the power supply system.
Maintenance of the water supply system.
Maintenance of elevators, ventilation, air conditioning and lighting systems.
Cleaning management.
Management of information networks.
Waste management.
Management of maintenance of parking lots and adjacent territories.
Security.
Personnel related activities.
Planning and interior design.
Workplace organization.
Catering.
Organization of medical care and recreation for staff.
Activities to reduce the operating costs of the organization.
Power supply management.
Accounting system for water and heat supply.
Energy cost reduction system.
Integrated automation of energy accounting.
Property management.
Features of hotel enterprises, in particular resort hotels, determined by their purpose or specifics, are reflected in the formation and functioning of the infrastructure support system for hotels.
An important activity of hotel enterprises in conditions requiring appropriate infrastructure support is the development and widespread use of modern information technologies. Information system designed to provide a full technological cycle production activities hotels, starting from the commission of primary transactions with the consumer to the receipt of the entire range of hotel services. Along with this, this system is designed to provide services and departments of hotel enterprises with relevant information and provides its resources for conducting relevant operations at each workplace.
The characteristics of infrastructure service facilities and the requirements for their individual elements that affect the categorization of hotels within their classification are contained in the relevant normative documents(“Certification tourism services and hotel services).
One of the main factors for increasing the efficiency of hotel enterprises is to reduce costs in the main and service industries. This can be facilitated by the involvement of third-party organizations to perform certain functions of infrastructure support, associated with the concept of "outsourcing". However, when choosing a service option (by own infrastructure units or third-party business entities), the cost minimization criterion should be combined with established requirements to the guarantee of receiving infrastructure services, the quality of service and other characteristics that determine the level of efficiency of infrastructure support for hotel activities.

Hotel infrastructure

Hotel infrastructure - four conference halls "Sochi" (110 people), "Novosibirsk" (35 people), " Nizhny Novgorod" (50 people), "Yekaterinburg" (14 people) are equipped with the most modern equipment necessary for any conference to be a success;

Services provided by Marins Park Hotel

• 1. Main Services:
  • free WiFi Internet- bullet (100 Mbps) throughout the hotel;
  • free breakfast
  • telephone with long-distance communication;
  • refrigerator mini-bar;
  • Comfortable bed with orthopedic mattress;
  • · hypoallergenic bed linen;
  • Plasma TV with 64 satellite channels (diagonal 105 cm).
  • washing clothes (laundry services);
  • storage of oversized luggage;
  • · comfortable taxi from the airport or railway station for the guests of the suites;
  • · instant delivery of pizza and sushi directly to your room;
  • services of minor repair of clothes (sewing workshop);
  • and entrust your car to a securely guarded parking lot.
• 2. Additional services

The list and quality of the provision of paid additional services must meet the requirements of the category assigned to the hotel.

List of additional services:

• organization services Catering(bar, restaurant, cafe, buffet, beer bar);
• Shops (souvenir, grocery) vending machines;
• entertainment infrastructure (discotheque, casino, night club, slot machine hall, billiard room);
• · Excursion service, services of guides-translators;
• organization of sale of tickets to theaters, circus, concerts, etc.;
• · transport services(booking tickets for all types of transport, ordering vehicles at the request of guests, calling a taxi, car rental);
• purchase and delivery of flowers;
• sale of souvenirs, postcards and other printed materials;
• household services (repair and cleaning of shoes; repair and ironing of clothes; dry cleaning and laundry services; storage of things and valuables; unloading, loading and delivery of luggage to the room; rental of cultural and household items - TVs, dishes, Sports Equipment etc.; watch repair, household appliances, radio equipment; hairdressing, manicure and massage services and others domestic services);
• services of a beauty salon;
• sauna, bath, swimming pools, gym;
• · rental of meeting rooms, conference hall;
• business center services;
• · other services.
• 3. Extravagant services

A hotel where guests are served by ladies and lords.

Influenced by Downton Abbey, set during the reign of King George V in the 20th century, the owners of the Marins Park Hotel in Rostov-on-Don came to the conclusion that their visitors should be served exclusively by ladies and lords.

Now, in order to count on a job in this hotel, you first need to get the title of lady or lord, with all the ensuing rights, family coat of arms and other honors.

"Smell Butler"

An interesting feature in the form of an exclusive service under the original name "Fragrance Butler" (smell butler). At any time of the day, at the call of a guest, a “smell butler” appears on the threshold of the room with a silver tray, on which bottles of such luxurious fragrances as Chanel No. 5, Daisy Marc Jacobs, Tom Ford for Men, Bulgari Pour Homme, etc. The guest can use any of the proposed fragrances for free an unlimited number of times during his stay at the hotel.

In addition, each of the chain's hotels has different "flavor menus". The set of perfumes that is included in the "scent menu" depends on the location of the hotel, climatic conditions and the general atmosphere.

The idea to offer a luxurious “perfumed menu” service to its guests came from the administration of the Marins Park Hotel in response to the tightening of the rules for carrying luggage and hand luggage. “By offering our guests a choice of luxurious perfumes, we relieve them of the stress of flying. We help them to enjoy their trip,” explains the representatives of the Marins Park Hotel, which offers a unique service.

Lobby hotels Baltschug Kempinski in Moscow photo: Baltschug Kempinski Moscow The concept of infrastructure in the hotel segment covers all the services that a client can receive in addition to living in a hotel room. This can be quite an extensive list of services, some of which, for example, breakfast, internet access, access to the fitness area, are usually included in the room price. Use of other services F&B(Food & Beverage / Food and drinks. This includes restaurants, cafes, bars), conference areas, SPA, casinos, shops, etc. - paid by guests separately. Organization and management of infrastructure facilities within the hotels implies quite significant, but at the same time necessary costs by the owner. However, able developer and the operator to ensure that infrastructure facilities hotels not only worked for the image of the object, but also became a stable source of profit. In order to understand how significant the infrastructure component is in a hotel project, and what percentage of the total profit it can bring, we will give some figures. According to experts, in a high-class hotel, the average number of rooms occupies about 50% of the total area. The rest hotels allocated for infrastructure facilities, as well as common areas. The role of infrastructure in a number of other hotel performance indicators can be assessed based on two factors. The first is the ratio of income from renting rooms and the operation of infrastructure. So, on average, in hotels of the 4-5 star segment, about 50-70% financial flow generate hotel rooms, the remaining 50-30% - additional services and services. Deviations in one direction or another are dictated by the class of the object, location, number of points F&B, the size of the fitness zone, etc. The main elements of infrastructure that generate most of the income, experts traditionally call facilities F&B and conference space. Much less income comes from additional services, service services (transfer, translation services, laundry, etc.). So, for example, according to Gianni van Daalen, Manager of the Baltschug Kempinski Hotel in Moscow, in Kempinski hotels the income from infrastructure facilities is on average 35%. Approximately the same indicators are typical for Kyiv hotels, both chain and owner-managed. According to Alexander Litvin, Chairman of the Board of the Premier Palace Hotel, “In 2007, the income from the room fund hotels accounted for 60%, while the remaining 40% came from conference space, fitness club and catering services.” The second indicator that determines the "weight" of the infrastructure component is the share of profit that it brings to the hotel owner, and here the ratio will be somewhat different. So, if the income from renting rooms can vary from 70 to 90% (that is, renting a room for 200 euros, the owner earns 140 euros), then infrastructure generates 30% - maximum 50%. Of course, there are examples when infrastructure elements bring more profit than room sales, but they are determined by the specifics of a certain market segment and the concept of the hotel (for example, some boutique hotels in New York that attract visitors primarily with their restaurants). Exclusive banquet hall "Library" hotels Baltschug Kempinski, Moscow photo: Baltschug Kempinski Moscow The above figures show that the profit from the operation of the infrastructure is significantly less than the profit from the sale of rooms. Operating only with this fact in the implementation of a hotel project is fraught with savings on the organization of various service facilities. However, a set of additional services determines the class of the project and confirms the high tariffs set by the owner for rooms, which, in turn, affects the overall profitability of the object. Moreover, in the investment appraisal hotels the profitability of all elements of its infrastructure is necessarily taken into account. COMPOSITION OF THE INFRASTRUCTURAL COMPONENT OF THE PROJECT. FORMATION PRINCIPLE In order to competently develop the concept of a hotel project, including calculating the required volume and quality indicators of filling each element of the infrastructure, it is necessary to conduct a set of preliminary studies. In principle, this requires the creation of any object commercial real estate, but the specifics of project development in the hotel format is, with other special conditions, in that the life of a hotel facility is many times longer than the life of an office or retail facility. That's why developers and consultants in the hotel real estate segment have to think in much broader terms and already at initial stage the implementation of the project, take into account all possible factors that will allow the hotel to function for decades without global reconstructions associated with changes in the structure of the building (which is quite problematic, especially if the object is located in the historical center of the city). Parameters that form the basis of the concept hotels, include its market segmentation, analysis of existing or prospective competitive environment, marketing research the land plot on which the construction of the facility is supposed, and many other indicators typical for the hotel industry (potential load, average tariffs, and so on). In addition to the above factors, in the process of developing the concept of a hotel project, such indicators as its class, scale, format and location play a huge role. According to Daniel Koetser, Head of CB Richard Ellis Hotels in Central and Eastern Europe, “the size and scope of a hotel facility is not always directly correlated with the area of ​​​​infrastructure, although usually, the larger hotel, the more likely it will provide a wide range of services. At the same time, the location factor has a significant impact on the content of the project. But the most important factor is positioning. hotels and what services and services are needed to meet the requirements of the target audience.

Infrastructure facilities presented in the main 4-5-star hotels in Kyiv
Name	Class	Number of rooms	Infrastructure
Hyatt Regency	5 stars	234	Restaurants Grill Asia and Brunello, Bar on 8 and Lobby Lounge, SPA Naturel, Olympus sports club, swimming pool; conference and banquet hall (1000 m2), Dessange hair salon, Patrick Hellman and Bovet 1822 exclusive stores
"Premier Palace"	5 stars	289	3 conference rooms for up to 300 people, a business center, a fitness club with a swimming pool, 2 restaurants (Sumosan and Empire), a casino, a lobby bar, a sports bar and a lounge bar, a boutique gallery, a night club
Radisson SAS	4 stars	255	Bistro Cote Est, Mille Miglia restaurant and Enoteca cafe, K-Largo cigar bar, Pace fitness club with gym, Finnish sauna, solarium; conference area (407 m 2), as well as a jewelry store, bank branch, lobby
Opera	5 stars	138	Conference hall "Symphony" (270 m 2), which is transformed into 6 halls with the possibility of various configurations, La Scala restaurant, Bellini's bar, Lobby Lounge, DIVA SPA beauty and health center, fitness center with aqua zone

In addition, special attention is paid to the analysis of third-party users, since the main elements of the infrastructure hotels– establishments F&B, conference or business area, less often SPA and fitness - can serve not only the needs of guests, but also work for the foreign market. Therefore, the analysis of the location hotels will help determine the capacity and capacity of infrastructure facilities. Let us consider the main factors that form the composition of the infrastructure of the hotel complex, separately. HOTEL CLASS Positioning a hotel project in a certain class implies the presence of certain elements of infrastructure. The higher the class of the hotel, the more diverse, original and better the services provided should be. So, if for hotels category 2 stars, one catering establishment and individual elements of service are enough, then in a five-star hotel, in addition to several multi-format food establishments, infrastructure should include a business center and conference space, fitness, spa and more. According to Marina Usenko, Vice President of Jones Lang LaSalle Hotels, "If speak about hotels 3 stars and above, that is, a certain mandatory set of services and services that they offer. As a rule, in hotel there must be a restaurant with a certain number of seats, working all day. For a 4-5 star hotel, these are establishments with pan-European cuisine and a gourmet restaurant suitable for evening out. These requirements are the minimum required to provide developer in hotels high level. There may also be small bars and cafes serving not only the hotel public. However, you should not overdo it, since this is not the most highly profitable element of the project. The area for sports is also allocated depending on the level hotels: it can be a separate room with exercise equipment and a shower, and in hotels a class above requires a pool and an instructor. As for other elements, such as banking services, a business center and a conference room, this is usually an integral part of hotels high class. All other infrastructure elements (shops, bars on the upper floors, etc.) are optional and depend on where it is located hotel and what audience it is intended for. Obviously the higher the class hotels, the larger the area occupied by infrastructure facilities. At the same time, as noted Konrad Mayer, General Manager of the Radisson SAS Kiev Hotel, “it is necessary to understand - the higher the category hotels, the more expensive it will be for the owner, but this does not mean at all that it will also be highly profitable. A two-star hotel with a limited offer of services and services can be more profitable than a five-star hotel with all kinds of infrastructure and facilities. high quality services". The importance of infrastructure for hotels of various levels is explained by Daniel Kötser: “For high-end hotels, a set of infrastructure objects is a vital necessity, while for the economy sector, a fairly flexible approach is taken when shaping the content. It is worth noting that the level of expectations and requirements of the guests is also constantly growing, and more and more services are becoming a necessity for hotels certain level. Yes, today wireless Internet is a necessary element in a 2-star category project as well.” Swimming pool hotels Premier Palace, Kyiv photo: Premier Palace Speaking about certain requirements for the composition of the infrastructure depending on the category of the hotel, it should be noted that there are no uniform world standards in this regard, just as there is no single international classification of hotels. So, for example, according to Alexander Litvin, when creating hotels"Premier Palace" developer relied on the interstate standards of the CIS countries, introduced as state ones in Ukraine: “Already at the construction stage, it was known that the majority of hotel guests would be foreigners, therefore, international standards were adopted, among other things. They clearly spelled out the minimum area of ​​rooms, bathrooms, etc., which was fully met by us. But such parameters as the ratio of leisure infrastructure and the number of rooms are not specified in the standards, although these technological issues must be taken into account at the design stage (how many seats there will be in a restaurant, based on the maximum number of residents, how flows will move, guest service technology, etc.). e.)". All hotel operators have their own developed standards for infrastructure, which, on the one hand, are clear and quite strict, on the other hand, they require a certain flexibility due to the individuality of each hotel in the chain and its location. Moreover, within the same brand, the operator can vary and expand standards. Yes, hotels Park Inn can correspond to both 3 and 4 stars, Radisson - 4-5 stars, but at the same time, the operator positions the hotel not as a certain set of "stars", but as a brand that implies full compliance with the quality of services and services expected by its target audience. Daniel Köster explains this approach to infrastructure this way: “Most international hotel chains have fairly specific standards that all new projects must meet. Obviously, some flexibility is also needed in terms of product matching and location. Within the same hotel group, several brands can coexist, differing in a number of services provided, type, size of rooms and other parameters, which helps the consumer to make a choice. However, most hotel groups have a certain ethos that they try to replicate in future projects, and this approach ensures that brand reliability is recognized everywhere. Four Seasons uses this principle for its high-end properties, while Accor has been successful in implementing the Ibis brand in the economy sector.” Marina Usenko also agrees with the opinion that a network operator should be flexible in terms of infrastructure organization: “Hotel operators simply have to be flexible. Safety standards contain very strict norms and requirements, while the approach to the internal "stuffing" implies a lot of freedom of action. Obviously if hotel is effectively planned, any operator will be ready to make some deviations from the usual practice, especially when it comes to a historic building or transferred from an office or other fund. So, for example, Hilton Leningradskaya, which should open by the middle of this year, is so beautiful and unusual that the operator was ready to make some concessions in order to secure this object for himself. As a result, hotel will not be typical for him. Thus, the conference areas are not grouped in one place, around the ballroom, but are located on different floors, simply because the design of the building does not allow doing otherwise. However, due to the fact that such internal organization set off by the décor and design, the hotel operator has agreed to manage the facility.” LOCATION AND CONCEPT One of the restaurants of the Hyatt Regency Kyiv hotel photo: Oleg Gerasimenko Experts consider the location and type of the hotel project to be the main factors that have a direct impact on the composition of the infrastructure. Depending on which resort it is hotel or a business hotel, the composition and capacity of infrastructure facilities will differ. Yes, resort hotel for tourists and vacationers should provide more services and services that involve a comfortable stay of guests. task developer and the consultant in this case is the creation of all conditions so that customers do not have to leave the hotel, or do not have a desire to have breakfast or dinner elsewhere. In a non-resort city hotels are mainly designed for businessmen, and therefore they can focus on the conference component and the banquet area. One of the important conditions for a successful hotel project is the correspondence of the concept of each element of the infrastructure to the surroundings of the hotel. Based on the location of the site, developer and the consultant determine what capacity and capacity the amount of infrastructure needed for a particular project. If the site is located in the center of Kyiv, and there are no restaurants around or there are not enough of them, for hotels 3-4 stars for 250 rooms, it is necessary to provide for restaurants with a total number of seats of at least 200 (and it is impossible to sum up seats in a restaurant and a cafe). In addition, it is necessary to take into account the factor of market development. An example of the compliance of the project with the current state of the market is given by Marina Usenko: “The set of infrastructure elements and the areas allocated for them are in any case determined based on a study of supply and demand, an analysis of the site where hotel. Even an obligatory factor is catering establishments and the area they occupy in the structure hotels, is very individual and depends on the state of the market. The classic example is hotel"Grand Hotel Europe" in St. Petersburg. When it opened in the early 1990s, after a major renovation, there were 7 different catering establishments. At that time, there was no high-level restaurant culture in St. Petersburg, and such filling was justified. But now the situation has changed, and as a result, when in 2005 hotel was resold, the new operator decided to reduce the number of restaurants, as they became financially unviable, and give part of the premises on the ground floor for shops. The ratio of income from infrastructure elements and sales of rooms also depends on the type of hotel facility. Konrad Mayer also points to this factor: “The ratio of income from infrastructure to the number of rooms varies significantly depending on the type of object. Thus, this indicator can be as much as 30% (infrastructure) and 70% (income from the sale of rooms), or 50x50%, if the areas for holding receptions and conferences are large enough.” VOLUME An equally important factor in determining the composition and capacity of the infrastructure is the volume of the hotel project. The volume of space allocated for infrastructure elements should be proportional to the volume of the hotel: the more hotel, the more area will be occupied by service objects. Despite the lack of uniform standards for the organization of infrastructure, there are recommendations regarding the ratio of the number of rooms and other areas. For hotels high class this ratio can be 50x50%, for lower class projects, respectively, it will be smaller in favor of rooms. In general, according to Konrad Mayer, “if 50% of the area is defined as the number of rooms, and the remaining 50% is divided between back of the house (service premises) and public areas - front of the house(restaurant, bar, fitness, lobby, reception area), you will get an acceptable ratio. For example, in hotel Radisson SAS Kiev 255 rooms occupy about 8000 m2, while back of the house- 6000 m 2, other areas ( front of the house) - also 6000 m 2 ". Gianni van Daalen by example hotels Kempinski network leads the following relation: "35% of the area of ​​the hotel is occupied by infrastructure, 65% by rooms, but this figure may vary depending on the individual structure of the project." The scale and number of hotel rooms directly affect the capacity of infrastructure facilities, and, first of all, establishments F&B. Obviously, the number of seats in a restaurant should correspond to the number of rooms. Thus, when forming the concept of a hotel project, it is important to understand that, depending on the positioning, location and scale, a certain composition of infrastructure elements can either confirm the correctness of the chosen niche or become a financial failure of the owner. It is necessary to properly plan the economics of such a project, model and calculate the generation of cash flows, and also derive the optimal ratio of rooms and infrastructure elements in order to meet the expectations of the guests and work efficiently. WHO MANAGES HOTEL INFRASTRUCTURE As a rule, all major infrastructure in a hotel is managed by the owner or hotel operator. Given the fact that the service component of the hotel includes a large number of different, specific and difficult to manage businesses - restaurant, fitness, SPA, etc., you can imagine what kind of experience and staff the management team should have. Hotel operators have developed requirements and standards for the management of infrastructure facilities, as well as significant experience and a staff of managers, which, in turn, allows them to successfully manage the entire hotel complex. The intentions of the operator/owner to independently manage all infrastructure facilities are confirmed by practice and are explained, first of all, by the desire to control everything that generates income, affects the attractiveness hotels and shapes its image. Among the exceptions to general rule- such a specific service as SPA (although, again, Radisson and Marriott have structures that manage this element as well), as well as some concept restaurants that do not sell a franchise and "enter" hotel only on your own. You can consider the principle of operation of the operator on the example hotels Baltschug Kempinski, in which a small number of rooms - 230 - accounts for a very extensive set of infrastructure: Baltschug restaurant, Kranzler cafe, Shogun restaurant and two bars, 8 conference rooms and a fully equipped business center; sports and wellness services such as Health Club (with heated pool, jacuzzi, fitness, solarium, massage services), beauty salon Sensai, as well as casinos and shops. The hotel operator manages most of the facilities on its own. AT hotel"Premier Palace", which is managed by the owner, the situation is almost the same. According to Alexander Litvin, “there are tenants on the territory of the hotel complex - a casino, a beauty salon, a nightclub and boutiques. Since these are indirect (non-core) objects of hotel activity, it was decided to give them to individual operators who conduct business on their own. The Japanese restaurant Sumosan operates on a franchise basis. At the same time, the business center, conference rooms, fitness club with swimming pool, lobby bar, sports bar and lounge bar are managed by the hotel management.” Marina Usenko gives an example of the Moscow experience: “If we talk about Russia, here the operator prefers to control everything himself. As a rule, fitness and SPA are also included in its sphere of influence, which makes it possible to control the quality of all services. For example, in hotel Swissotel Krasnye Holmy in Moscow has its own SPA operator Amrita, and in hotel The Ritz-Carlton is the involved operator. As for restaurants, if there were well-known and reliable restaurateurs on the market, perhaps this part would also be outsourced. Again, this is primarily about control over the situation, so the hotel operator prefers to leave infrastructure management to himself. As for the lease of space by shops, kiosks, and so on, this is not a hotel business at all, and therefore does not belong to the operator's management. INFRASTRUCTURE: ROLE AND SIGNIFICANCE Summarizing the above, we note once again that a well-designed and professionally managed infrastructure component is the key to success. hotels, especially in the rapidly developing and competitive market, since among the primary factors it determines its investment value. Gianni van Daalen's statement is noteworthy in this regard: “In fact, all the services provided by the hotel are an important part of the entire complex and largely form the profile and holistic perception of customers. The more popular infrastructure hotel, the more guests it attracts, respectively, more profit. All elements of the infrastructure must be combined and complement each other, thus creating a competitive and profitable hotel project. So, unfriendly reception staff can spoil the impression of going to a restaurant. Conversely, poor quality food will make a hotel stay unbearable, even if the room service is of a very high standard. Creating a project hotels, it is important to determine target audience, the location of the hotel in relation to the country and region, and the current market situation. The application of these factors ensures the creation of an exclusive and competitive product.”