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In which country did hostels first appear? Hostel history. The two largest hostels in Nizhny Novgorod

3.1. Scheme of marketing activity of a tourist enterprise

Schematically, the implementation of marketing in the activities of a tourist enterprise can be represented as consisting of the following stages:

1. Marketing research which promptly provide managers with the necessary information about consumers, competitors, markets, goods (services).

2. Strategic Marketing , which is the most difficult stage of marketing activity. This stage includes segmentation (defining target segments) and positioning (taking a position in the minds of consumers, not in the market). A unified marketing strategy of a tourist enterprise consists of:

Product offering strategies;
- pricing strategies;
- promotion strategies;
- service strategies.

3. Tactical Marketing- this is a set of actions that are carried out within the framework of the developed strategy, involves the use of marketing tools (marketing mix).

4. Administrative Marketing, which is continuous process management of marketing activities. General Functions management is the planning, organization, regulation and control of resources to achieve the goals of marketing research. Administrative marketing ensures the implementation of marketing strategies and tactics based on existing market information.

Marketing activity coordinates and directs the functioning of other areas of activity of the tourist enterprise: production, financial, personnel.

3.2. Analysis of the marketing opportunities of a tourist enterprise

Marketing opportunities of the tourist enterprise- this is the established relationship between a certain area of consumer needs and the real resources (potential) of the enterprise to meet them. The marketing opportunities of an enterprise are largely determined by legislative acts regulating the external environment of a tourist enterprise (for example, the Law “On Protection of Consumer Rights”, etc.).

Analysis of marketing opportunities is a study of the real position of the tourist enterprise in the market in order to assess the possibilities effective use its potential (material, financial, human and other resources) is a prerequisite for making marketing decisions.

In the process marketing analysis opportunities of the tourist enterprise, the following methods are used:

- SWOT analysis– a detailed analysis of the internal and external environment;
- situational analysis(method "5 * 5" A. Meska) - analysis of the current situation, the position of the enterprise in the market, microenvironment factors;
- STEP (PEST) analysis- analysis key factors macro environment;
- I. Ansoff method- a method of perception by the enterprise of strong and weak signals from the external environment;
- GAP analysis- analysis of the "gap" strategic gap between the real opportunities and claims of the enterprise;
- the financial analysis and etc.

An analysis of the marketing opportunities of a tourist enterprise allows you to determine the most attractive areas of the company's marketing efforts to ensure the profitability of its activities.

Based on the analysis of the marketing capabilities of the enterprise, planning of target indicators of marketing activities is carried out, which follow from the general goals of the enterprise and ultimately ensure their implementation. Marketing planning targets contain both economic goals (sales, share) and communication goals (recognition, attitude, loyalty). In this case, various methods are used: extrapolation, examination, modeling, etc. The system of marketing targets consists of:

- at the corporate level– maximization shareholder value, the growth of intangible assets;
- at the level of target segments- sale (an indicator of the level of compliance with market requirements), share (an indicator of the position of an enterprise relative to competitors), loyalty (an indicator of awareness, attitude and commitment of consumers to an enterprise, product, brand);
- at the level of individual marketing tools– profitability and break-even of the product, product competitiveness, market power of the brand, penetration, repeat purchases and intensity of consumption, indicators of the “perceived value” of the product, market coverage, load sales representatives, profitability of the distribution channel, assessment of recognition and attitude to the product, brand, etc.
- In addition, there are other indicators- elasticity of demand, assessment of the sufficiency of trade discounts to provide trade support, the number of visits per completed transaction, the time of processing and fulfilling an order, the cost of attracting one buyer, the cost of familiarizing the target buyer with the brand, etc.

3.3. Determination of costs for marketing activities

The essence of marketing costs is expressed as follows:

Marketing costs are not overhead costs, but costs that ensure the sale of goods (services);
- marketing costs are of an investment nature, i.e. they can generate income for the tourism enterprise in the future. These are expenses of a special kind, working for the future. Financial resources for marketing are allocated at the enterprise from the profit of the enterprise;
- financial planning of marketing costs is carried out in the form of developing a system of interrelated budgets.

The volume of marketing costs is determined by two methods:

1. Top down method involves first calculating the total amount of costs, and then distributing it into individual marketing events.
2. Bottom up method uses the calculation of the costs of individual marketing activities first, and then the summation of all costs to determine the total value. Here, the method of costing for individual activities is applied on the basis of accepted norms or on a contractual basis.

Marketing costs are conventionally divided into fixed and variable. Fixed costs are those costs that are necessary to constantly maintain the functioning of the marketing system of a tourist enterprise, as a rule, these are the costs of maintaining marketing workers (services), regular marketing research and creation of a bank of marketing data, financing of work on continuous improvement of products (services) of the enterprise.

The variable part of marketing costs is marketing costs associated with changes in market conditions and the adoption of new strategic and operational decisions.

3.4. Complex marketing researches of the market at the tourist enterprises

Comprehensive market research, which is the basis of marketing research in a tourism enterprise, consists of several parts:

1. Study of tourism product (novelty, competitiveness, compliance with legislative norms, differentiation of tours in accordance with the needs of different customer groups, compliance with quality standards, satisfaction of existing and future customer requirements, the impact of the seasonality of tourist consumption on demand).
2. Market research(geographical location, market capacity and the possible share of the company's tourism product, the severity of competition, conjuncture, development trends (forecasts).
3. Consumer Research(potential buyers; segmentation of customers according to various criteria; needs not satisfied by this tourist product; motives of buyers; factors determining demand).

When studying consumers, experts consider it important to determine their lifestyle. People belonging to the same subculture, having the same profession, may have different lifestyles. Lifestyle is a range of actions of a person in life and his interaction with other people. Lifestyle is studied by the science of psychographics, which covers all the main parameters of the human personality (Table 8).

Table 8

The main parameters of the human personality 20

Western experts have developed a large number of schemes by which consumer orientations are determined, however, the following gradation is most often used recently:

- idea oriented(those who believe and who put faith into practice);
- status oriented(those who achieve the desired status and who are trying to achieve it);
- action oriented(those who act for experience and who act for results).

The concept of lifestyle, when used correctly, can help marketers understand the changing values of the consumer and determine how they affect his buying behavior.

4. Studying competitors(major competitors with the largest market share; competitors with the most dynamic growth; competitors' product characteristics; competitors' prominence; availability of experienced personnel; marketing activities; official earnings data).

The study of competitors allows the tourist enterprise to identify its own competitive advantages. Competitive advantages- these are tangible assets (material, technical and financial) and intangible assets (trademark, prestige, image of the enterprise, staff competencies) that the tourist enterprise. Competitor analysis is recommended to be carried out in the form of tables showing their strengths and weaknesses, distinctive features. Based on the results of this analysis, the tourist enterprise can determine its position in the market, i.e. identify the features of its activities that will distinguish it from competitors and attract consumers.

Control questions

1. Describe the content of the marketing activities of a tourist enterprise.
2. What are the marketing opportunities of a tourism enterprise?
3. What is the analysis of the marketing opportunities of a tourist enterprise?
4. Name the methods of analysis of the marketing opportunities of a tourist enterprise.
5. How are total marketing costs determined?
6. Name the components of a comprehensive market study at a tourist enterprise.

To analyze the marketing activities of the Spadarozhnik travel agency, it is necessary to evaluate common system management, formed in this company during its existence, since it is within the framework of this system that the marketing activities of the company are carried out.

The travel agency management system includes strategic, operational and current management, through which the process of constant movement of the company to the greatest economic and managerial efficiency activities.

The travel agency "Spadarozhnik" sees its mission in organizing the leisure of the population, in providing it with opportunities for interesting and useful recreation. Company motto: Relax with us .

In itself, the fact that the travel agency declared its mission testifies to the seriousness of its intentions and the long-term presence in the market of the tourism industry in Minsk. The experience of many Belarusian firms shows that only those organizations that are really aware of their place in business, correlating it with their real capabilities, follow this path.

The purpose of the travel agency "Spadarozhnik" is to provide a variety of high-quality tourism services to their clients.

The implementation of this goal involves the formulation of certain tasks of activity, namely:

1) the formation of a diverse and high-quality tourism product;

2) effective interaction with firms-tour operators;

3) development of own tour operator activity;

4) ensuring a high level of public services based on a differentiated approach to different groups clients;

5) expansion of its presence in the tourism industry market throughout the republic.

To implement these tasks at the strategic level of management, the owners of the travel agency and its managers plan the activities of the company in its entirety, namely:

Carry out external and internal analysis of the company's activities;

Assess their own opportunities for progressive development in the current conditions of external and internal environment;

Determine the tasks of activity for the planned period;

Determine the strategy of the company's behavior in the market of the tourism industry.

At the tactical level, the implementation of the company's strategy is carried out by achieving effective interaction between its management and specialists, line managers. As part of the adoption of managerial tactical decisions, quantitative and qualitative justifications for these decisions are developed, measures for their implementation are determined, direct executors, forms of control over execution, etc. are determined. At this level, the tasks of managing the personnel of the company, its motivation, issues of material, technical and financial support of the company's divisions, etc.

At the current level, to the management of the activities of the travel agency, line managers determine specific mechanisms, procedures and algorithms for the performance of professional duties by the company's employees, ensure the return on each employee and, in general, on each area of work. These efforts make it possible to ensure its uninterrupted functioning at the level of the entire company, the provision of tourist services to customers in full quantitative and qualitative scope.

It should be noted that the management of the activities of the Spadarozhnik travel agency at all levels is carried out on the basis of a mandatory analysis and consideration of the factors of the external and internal environment in which the company operates. This work is already carried out directly by the marketing specialists of the travel agency, within the framework of the system of functions of the marketing department. Its position in the overall organizational structure of the travel agency is shown in fig. one.

Rice. one. Organizational structure of the travel agency "Spadarozhnik"

This organizational structure is a traditional linear-functional management structure, with a predominance of vertical links, reflecting the relevant functional relationships that have developed in the organization. It reflects the main activities of the company (republican and local tourism, foreign tourism) and the focus of the company on the implementation of marketing activities (marketing department).

As part of the tourism departments, 2 specialists work - these are tourism managers who solve all issues related to the organization of tours, the conclusion of contracts with the owners of tourist facilities and services, carriers, etc., with the dispatch of tourists (republican and local tourism), as well as with the purchase and sale of tours from tour operators (foreign tourism). Thus, the specialists of these departments are directly involved in the implementation of tour operator and travel agency functions of the travel agency "Spadarozhnik".

The marketing department employs 2 specialists with a degree in marketing, and they perform all the functions of marketing management in a travel agency. This will be discussed in more detail below.

The organizational department also includes 2 people who deal with all issues related to the organization of the travel agency, its logistics and information support(office equipment, communications, stationery, etc.), ensure the daily functioning of the office, its comfort and coziness, etc. They also perform the functions of the personnel service.

The accountant combines the functions of an accountant and an economist, carrying out all financial calculations, planning the economic performance of a travel agency, being responsible for its financial statements. In terms of planning, he closely interacts with the director and owners of the company.

Thus, the total number of employees in the Spadarozhnik travel agency is 13 people, including the technician. This - average population personnel, which is usually the case in most local Belarusian travel agencies.

Within the framework of the current organizational structure, all the threads of management are concentrated in the hands of the director, who manages and controls all areas of the company's activities. Heads of departments are directly accountable to him, and their powers include solving problems related to the work of departments, the achievement of planned indicators by each department, providing quality customer service, maintaining partnerships, etc. Feedback directors with line managers is carried out within the framework of weekly meetings at which emerging problems are considered, accepted management decisions plans are being adjusted.

Let us turn directly to the analysis of marketing management in the Spadarozhnik travel agency, which is carried out by specialists from the marketing department. Its isolation as an independent department in such a small company as Spadarozhnik is evidence of the understanding by the owners of the company and its management of the importance of marketing in activities. modern organizations tourism industry. They understand marketing management as the activity of a company to manage its market activities, that is, the formation of demand for the proposed tourist product and its implementation.

Marketing activities are carried out in a travel agency in the aggregate of all stages assumed within the framework of such management - analytical, development stages marketing policy, organization of promotion and sales of tourist products and subsequent control. Their development is carried out by specialists of the marketing department in agreement with the director of the company and under his direct supervision and control.

The analytical stage involves the conduct of marketing research, which forms the information base for the subsequent planning of the marketing activities of the travel agency. At the planning stage, a marketing plan for a travel agency is formed - medium or short-term. At the implementation stage marketing plan there is a development of measures and mechanisms for the formation, promotion and effective marketing of the tourist product. The control stage involves the implementation of the control function of marketing, without which it is impossible to manage marketing in any organization.

In general, the activities of the marketing department of the Spadarozhnik company are aimed at flexible adaptation of its activities to the conditions of the regional market of the tourism industry, its changes and combines a set of research, economic and sales activities. The purpose of the department is to contribute to the main goals of the company: to meet the needs of customers in tourism services, subject to profit optimization.

As noted above, the marketing activities of the travel agency are planned, and such planning is carried out at both the strategic and operational levels. basis strategic planning are the state and conjuncture of the market of the tourist industry in Minsk, where the Spadarozhnik company positions itself, the position of its competitors and its own position, as well as the state of consumer demand for the services offered by the company.

Given the specialization of the company, its status as a travel agent and tour operator, the marketing department Special attention draws on the study of the target audience, which, as indicated above, is heterogeneous. For marketers, it is important to determine the circle of potential customers of the company, their requests and wishes, financial opportunities and, proceeding from this, then already determine a set of actions aimed at their conquest and retention.

It is on this basis that the marketing plan of the travel agency is formed, the basis of which is the primary data on the state of the market and the state of the target audience of the Spadarozhnik company, collected during surveys of the firm's clients, selective surveys on the streets of the city, as well as secondary information data (the press, travel agency reports and etc.). Such a plan is necessary as a guide to action for the company's employees who practically implement each of its activities.

The marketing plan of a travel agency has several goals:

Determines the directions in which the marketing activities of the travel agency should be built and developed (sales areas, types of tourism, sales volumes, etc.);

Links the goals of marketing and the overall objectives of the travel agency;

Obliges the company to proceed from the real situation in the market of tourist services;

Helps to correlate marketing costs with the financial and material capabilities of the travel agency.

Such a plan is drawn up in the Spadarozhnik travel agency once a year. In itself, the preparation of a marketing plan stimulates management, line managers to analyze and think through all the issues of its content, and therefore deepen their knowledge and practical skills in the field of marketing. Discussing this plan in a team helps to maintain the spirit a single team and is good training for ordinary workers.

At the same time, today it is too early to say that one of the modern marketing concepts has actually been developed and is being implemented in the travel agency. The point is that the stage life cycle firms (the stage of strengthening market positions) does not yet allow it to accurately determine its commitment to a specific marketing strategy, but only orients the firm to the search for priority areas of its marketing activities.

To date, the strategic marketing goals of Spadarozhnik are focused on two areas:

a) development of a tourist product, taking into account the status of the company as a travel agent and tour operator;

b) strengthening its market position in the market of the tourism industry in Minsk

From these positions, the elements of the marketing mix are being developed in the travel agency:

1) tourist product;

2) pricing;

3) place of sale;

4) promotion of goods on the market.

Implementing this marketing mix, the marketing department of Spadarozhnik solves the following tasks:

Analysis of the market position of the travel agency based on the analysis of the factors of its external and internal environment and the position of its competitors;

Development of medium and short-term forecasts for the sale of tourist products;

Selection and development of target segments of the market of tourist services and practical actions focused on them;

Element development corporate identity travel agencies, their correct use in the design of the office, in the advertising media used;

Development of proposals for the formation and adjustment positive image travel agencies in the minds of consumers of tourism services and a single corporate culture in the company, direct participation in their practical implementation using advertising media.

These tasks are solved by two specialists of the company's marketing department: a manager for planning, forming and selling a tourist product and a public relations specialist.

Consider how the elements of the marketing mix are implemented in the Spadarozhnik company.

The tourist product is a product of the company, and therefore its formation in the quantity and quality demanded target audience, is a key task for the marketing department. In addition, Spadarozhnik's tourist product must be somewhat different from similar products offered by its competitors, in principle, for the same target audience.

To date, the tourist product of the company "Spadarozhnik" includes tours formed by the company itself in Belarus and its regions, and tours abroad purchased from large Belarusian tour operators.

In the first case, when forming a tourist product, the marketing department of the company forms a portfolio of orders for the year and quarterly. This is done on the basis of contracts for the provision of relevant services with the owners of tourist centers, sanatoriums, agro-towns, estates, hospitals, based on the places they have available for receiving vacationers. Obviously, in the conditions of fierce competition between local travel agencies, high demand of the population for holidays in Belarus and limited opportunities for service owners, the Spadarozhnik company receives a rather limited number of places that it can sell to its customers.

Such implementation occurs as a result of active promotions, for example, advertising proposals for organizing New Year holidays, May holidays, summer holidays, weekends, etc., which can be carried out at camp sites, sanatoriums, hospitals, agro-towns, estates. These promotions are held long before the start of each offer, and before that time, up to 85% of available vouchers are in demand. The rest of the places are sold immediately before the start of the offers, but at higher prices.

This method of forming and promoting a tourist product is quite effective, especially when working with corporate clients. Today, an increasing number of employers are striving to be socially oriented. Therefore, the organization of collective recreation for employees at the expense of organizations and enterprises continues the good traditions that have developed in Belarus.

When forming and promoting this tourist product, Spadarozhnik, as a tour operator, makes a profit by varying the size of the margin on the initial cost of services, established by their owners under contracts. The size of the mark-up varies, depending on the place of rest, class of service, seasonal demand, time spent by customers in the place of rest, form and time of settlements, etc., from 20 to 75%. At the same time, every quarter, the marketing department analyzes the amount of profit received, the types of tour operator services provided by the company, the volume of tourist traffic for each service and the level of prices for them from the standpoint of their own commercial benefit.

The tourist product and the price level for different kinds services when the travel agency offers sightseeing, medical, educational and other tours in Belarus. It also hosts promotions, contracts are concluded with the owners of travel services and carriers, but so far on a very limited range of routes. Medical, educational tours, collective tours for schoolchildren, etc. are carried out according to preliminary applications, and, based on the existing demand, the company forms groups for certain dates.

Accordingly, pricing for such services is carried out depending on the level of consumer demand and ranges from 25 to 50% of the price set by the owners of the services. Transportation costs are not subject to such extra charges. During the peaks of seasonal demand (for example, for holidays at camp sites, in rest houses and sanatoriums, agro-towns and estates), prices can be set individually - depending on the place of rest, the time of purchase of the tour, the number of vacationers, forms of payment, etc.

Foreign tours are formed differently. Being in this case a travel agent, Spadarozhnik only sells tours formed by Belarusian tour operators to its customers, taking a commission of 10% for this, which is determined in the agreement between these entities. Consequently, the profit from the travel agency activity of the company depends on the number of tours sold by it, since for every 100 tours sold, the company receives an additional percentage of profit from its counterparty (usually 1%).

At the same time, depending on the state of consumer demand for certain routes, seasonal factors, etc., the travel agency offers its customers discounts throughout the year, which can reach 70% for "hot tours". Thus, the process of pricing as an element of the marketing mix is carried out in Spadarozhnik quite flexibly, which is largely due to the high level of competition.

The specified activity within the framework of the marketing complex being implemented is also subject to analysis by the specialists of the company's marketing department, who quarterly and annually determine the volume of tourist traffic in each of the presented directions and the volume of profit received.

An analysis of the tourist flow on intra-regional, Russian and foreign routes proposed by Spadarozhnik in 2010 is shown in fig. 2.

Rice. 2.

The graph shows that the activities implemented by the travel agency give different indicators in terms of the volume of tourist flow. During the year, various activity of tourists was observed: flow volumes up to 1000 people. turned out to be more characteristic of routes in Minsk and the region (45%), from 1000 to 3000 people. - local and republican (34% and 32%, respectively), from 4000 to 6000 people. - republican and foreign routes (35% and 27%, respectively), over 6000 people. - only foreign tours (56%).

Based on these indicators, the company's marketing department will plan the likely volumes of tourist traffic for next year, which is very important for contracts concluded with partners, owners of travel services, carriers. Of course, it is hardly possible to accurately determine the estimated volumes of the tourist flow, since the tourism industry is influenced by too many environmental factors that correct any plans. However, a travel agency is unlikely to do without such forecasting, since it simply will not have any, even approximate, guidelines in planning its marketing activities.

Specialists of the marketing department also monitor the position of their competitors based on the results of reports published by many travel agencies on their activities. Based on this information, for example, matrices of types of tourism are built, in which the competitors of the Spadarozhnik company specialize (Table 2).

Table 2. Matrix of types of tourism offered to clients by local travel agencies in 2008 Types of tourism

travel agencies	medicinal	educate.	religious	sports	cognizant.	Firm valuation
Spadarozhnik
Meridian


Flamingo
Assessment of the applicability of services

Such matrices allow marketers to assess how effectively specific areas of activity are being implemented in competing firms, for which surveys of consumers of travel services are additionally used. The technique of the specified estimation is taken from the special literature.

On the vertical of the matrix are local travel agencies, on the horizontal - the types of tourism they offer. Of the large number of travel agencies operating in the local market of the tourism industry, only those travel agencies are taken into the matrix that operate in conditions similar to Spadarozhnik (working time on the market, scale of activity, volumes of tourist flow, popularity in the market, market share, etc.). ).

The last, right column of the matrix contains the assessment of each travel company by type of its offers, and the last, bottom column - the implementation assessment specific type tourism in the tourism industry market of Minsk. The assessment of the tourism company is the ratio of the number of types of tourism offered by the company to the number of all types of tourism in the matrix. The assessment of the applicability of a tourist service in the market is determined by the ratio of the presence of a tourist service in quantitative terms in the offer of all firms to the number of travel agencies included in the matrix. The best score is 1, the worst is 0.

Among the competitors of the Spadarozhnik company, the Meridian company has the highest rates for the types of tourism offered to customers (0.75). Travel agencies "Spadarozhnik" and "Poisk" have equal indicators (by 0.63), and the worst indicators - by the company "Flamingo" (by 0.38). The greatest competition among travel agencies is observed in beach tourism (1), but competition in educational tourism and shopping tours is also quite high (0.83 each). The least demanded by consumers is religious and business tourism(by 0.2).

These data provide serious food for thought for Spadarozhnik's marketing department, and they should be analyzed in conjunction with other elements of the marketing mix.

Places of sale of tourist products as the next element of the marketing mix in relation to the company "Spadarozhnik" are due to two points: the location of the company in Minsk and purposeful work to attract new customers to the services of the company. The company is located in the very center of the city, which is very convenient for attracting customers who are the target audience for all types of tours. Wherein extra work in this direction aims at corporate clients, in connection with which the company's managers form a list of corporate clients throughout the entire period of the company's operation on the market.

Here, this element of the marketing mix is inextricably linked with the promotion of the tourist product on the market. The main way of such promotion, of course, is advertising. Usually Spadarozhnik publishes it in the local print media, as well as in the form of a "creeping line" on local TV channels. The latter give advertisers a good opportunity to simultaneously publish their advertisements on all local TV channels broadcasting in the city and region, as well as in local newspapers. This allows the company to significantly save on advertising, given that with this method of submission advertising information the coverage of the potential audience amounts to hundreds of thousands of people - viewers and readers. With expensive funds outdoor advertising(buses, trolleybuses, banners, banners, light boxes, light posters, etc.) the Spadarozhnik company has not enough funds yet.

The company seeks to actively participate in other promotional activities, such as professional exhibitions and meetings. This method is one of the main ones in the tourism industry in sales promotion and promotion of the tourist product, as it makes it possible to draw the attention of specialists not only to the tourist product, but also to the company as a whole. In this regard, the marketing department of the Spadarozhnik company constantly collects information on all exhibitions and work-shops (professional meetings) held in Belarus, selecting the most interesting ones to take part in them. Of course, the company does not have free tickets to attend all these meetings. financial resources, but its representatives attend such events in Minsk from time to time. However, the company does not yet have funds for foreign trips for professional communication and learning best practices. For the same reason, the Spadarozhnik firm is not yet involved in charity and sponsorship, although in the future it plans to do so as far as possible.

In general, the firm's costs of marketing activities while not too large and make up no more than 8% of the profit. When determining the marketing budget, the company's management uses the "fixed percentage" method, which is based on deducting a certain percentage of last year's sales. This method is quite simple and convenient, and at the stage of the life cycle at which the company is currently located, it is quite acceptable. At the same time, when expanding its activities in the future, the firm should use more perfect method determining the marketing budget.

Like any other organization operating in difficult environments market economy, especially in the field of the tourism industry, which is influenced by many factors, the Spadarozhnik travel agency has both achievements and unresolved problems. To draw conclusions about how effective the marketing management described above is in a company, it is necessary to turn to the possibilities of SWOT analysis. It is one of the elements of marketing analysis, and although the data obtained during its implementation are not exhaustive, they are nevertheless very important for making decisions of a tactical and strategic nature.

But before conducting such an analysis, it is necessary to segment that part of the market of the tourist industry in Minsk, where Spadarozhnik positions itself, in order to determine both its position and the position of its competitors in this segment. The same approach should be used here as when compiling the matrix of types of tourism offered by local travel agencies in 2009.

Segmentation of the tourism industry market, where these firms operate, is presented in Table. 3.

tourism marketing service consumer

Table 3. Market segmentation of the tourism industry in Minsk by competitors

Forms of competitiveness	Spadarozhnik	Meridian	Flamingo
1.Proposed product 1.1. Quality of service 1.2. Service level 1.3. Prestige trademark 1.4. Security 1.5. Comfort 1.6. Location 1.7. Additional services 1.8. Range of services
	Flexible pricing policy
3. Channels and forms of marketing 3.1. Direct sales 3.2. Other channels 3.3. Market Coverage
4. Promotion of the product on the market
*Total points

*Scores in points mean:

5 - a clear leader in the industry;

4 - above average, performance indicators are stable;

3 - medium level, full compliance with industry standards;

2 - deterioration of indicators;

1 - crisis situation;

0 - absence of this position.

From the data in Table. 3 it follows that today in that segment of the market of the tourist industry in Minsk, where the company "Spadarozhnik" is positioning itself, undisputed leader is a travel agency "Meridian". Its positions are leading in all elements of the marketing mix (65 points). The company offers customers a wide range of quality services, has a wide system of distribution channels, uses a flexible pricing policy and effectively promotes its tourism product on the market. The second position is occupied by the company "Compass" (59 points), which is inferior to the leader in terms of service level, the use of sales channels, but at the same time more actively uses marketing tools to promote the tourist product on the market.

Of course, these market positions do not allow us to speak of the Meridian and Compass companies as leaders in the tourism industry market in Minsk, since much larger and more successful companies work there. These travel agents are the leaders of only the studied segment of the tourism industry market, in which Spadarozhnik operates.

According to the results of the segmentation of this market segment, Spadarozhnik takes the third place (54 points), yielding to the leaders in terms of brand prestige, the list of main and additional services, the presence of formed sales channels, marketing means of promoting the tourist product on the market. The reasons for this situation are the short period of work of the travel agency in the market, the lack of sufficient marketing management experience among its marketing specialists, and the lack of a well-formed marketing strategy. However, even in the presence of these conditions, the travel agency overtakes such competitors as Flamingo (47 points) and Poisk (47 points).

Based on the segmentation of the main competitors of the Spadarozhnik travel agency, it is necessary to compile and analyze a SWOT analysis matrix (Table 4). It will allow you to identify in a real ratio the opportunities available to the company and the threats hanging over it, as well as correlate them with the strengths and weaknesses of the company. On this basis, it will then be possible to develop recommendations for changing the current situation in better side beneficial for the company as a subject of the tourism industry market.

Based on the SWOT analysis, we can say that the marketing activities carried out by the Spadarozhnik travel agency can be generally assessed positively. The company has both strengths and weaknesses, and at the same time today weaknesses while more. This means that the company's management has something to work on, using the available opportunities and avoiding probable and real threats. In general, this is a normal situation for a travel agency as a market entity: in the face of fierce competition, the presence of stronger rivals, it is necessary to improve marketing management, gain experience, constantly analyze their own activities and those of competitors, increasing the marketing budget if possible, working on marketing plans.

Table 4. Analysis of the strengths and weaknesses of the activities of the travel agency "Spadarozhnik" (SWOT-analysis)

Strengths	Weak sides
1. Simultaneous use of the capabilities of both a travel agent and a tour operator. 2. A differentiated approach to the formation of a tourist product and the search for a target audience. 3. A decent level of quality of the tourist product with a flexible price system. 4. Formed management system, the presence of a marketing department. 5. Availability vocational education marketing specialists	1. A short period of work in the tourism industry market, lack of experience. 2. Lack of popularity of the name (brand). 3. Lack of a coherent marketing strategy. 4. Insufficiently active promotion of the tourist product on the market. 5. Insufficient use of marketing tools. 6. Limited marketing budget.
Possibilities
1. Conquest of own market share and its expansion in comparison with competitors. 2. Development of a marketing strategy. 3. The possibility of expanding activities and its differentiation due to the status of the company as a tour operator and travel agent.	1. The presence of a significant number of competitors in one market segment of the tour industry. 2. Opportunities for the emergence of new competitors in this market segment. 3. Instability of external and internal factors in the tourism industry market.

Thus, the analysis of the marketing activities of the Spadarozhnik travel agency showed that this activity is carried out within the framework of a special structural unit created in her organizational structure- marketing department. It currently consists of two specialists who do not yet have enough experience practical activities for marketing management.

To analyze the marketing activities of the Pink Elephant travel agency, it is necessary to evaluate the overall management system formed in this company during its existence, since it is within the framework of this system that the company's marketing activities are carried out.

The travel agency management system includes strategic, operational and current management, through which the process of constant movement of the company to the highest economic and managerial efficiency is carried out.

The purpose of the travel agency "Pink Elephant" is to provide a variety of high-quality tourist services to its customers.

The implementation of this goal involves the formulation of certain tasks of activity, namely:

1) the formation of a diverse and high-quality tourism product;
2) effective interaction with firms-tour operators;
3) development of own tour operator activity;
4) ensuring a high level of public service based on a differentiated approach to different groups of clients;
5) expansion of its presence in the market of the tourist industry in Rostov-on-Don.

To implement these tasks at the strategic level of management, the owners of the travel agency and its managers plan the activities of the company in its entirety, namely:

- carry out external and internal analysis of the company's activities;
- evaluate their own opportunities for progressive development in the current conditions of the external and internal environment;
- determine the tasks of activity for the planned period;
- determine the strategy of the company's behavior in the tourism industry market.

It should be noted that the management of the activities of the Pink Elephant travel agency at all levels is carried out on the basis of a mandatory analysis and consideration of the factors of the external and internal environment in which the company operates. This work is already carried out directly by the marketing specialists of the travel agency, within the framework of the system of functions of the marketing department.

This organizational structure is a traditional linear-functional management structure, with a predominance of vertical links, reflecting the relevant functional relationships that have developed in the organization. It reflects the main activities of the company (Russian and local tourism, foreign tourism) and the focus of the company on the implementation of marketing activities (marketing department).

Let us turn directly to the analysis of marketing management in the Pink Elephant travel agency, which is carried out by specialists from the marketing department.

Marketing activities are carried out in a travel agency in the aggregate of all stages assumed within the framework of such management - analytical, stages of developing a marketing policy, organizing the promotion and sales of a tourist product and subsequent control. Their development is carried out by specialists of the marketing department in agreement with the director of the company and under his direct supervision and control.

The analytical stage involves the conduct of marketing research, which forms the information base for the subsequent planning of the marketing activities of the travel agency. At the planning stage, a marketing plan for a travel agency is formed - medium or short-term. At the stage of implementing the marketing plan, the development of measures and mechanisms for the formation, promotion and effective marketing of the tourist product takes place. The control stage involves the implementation of the control function of marketing, without which it is impossible to manage marketing in any organization.

In general, the activities of the marketing department of the Pink Elephant company are aimed at flexible adaptation of its activities to the conditions of the regional market of the tourism industry, its changes and combines a set of research, economic and marketing activities. The purpose of the department is to contribute to the main goals of the company: to meet the needs of customers in tourism services, subject to profit optimization.

Given the specialization of the company, its status as a travel agent and tour operator, the marketing department pays special attention to the study of the target audience, which, as indicated above, is heterogeneous. For marketers, it is important to determine the circle of potential customers of the company, their needs and wishes, financial capabilities, and, based on this, then determine the set of actions aimed at winning and retaining them.

It is on this basis that a marketing plan for a travel agency is formed, the basis of which is primary data on the state of the market and the state of the target audience of the Pink Elephant company, collected during surveys of the firm's clients, selective surveys on the streets of the city, as well as secondary information data (press, travel agency reports etc.). Such a plan is necessary as a guide to action for the company's employees who practically implement each of its activities.

The marketing plan of a travel agency has several goals:

- determines the directions in which the marketing activities of the travel agency should be built and developed (sales territories, types of tourism, sales volumes, etc.);
- links marketing goals and the overall objectives of the travel agency;
- obliges the company to proceed from the real situation in the market of tourist services;
- helps to correlate marketing costs with the financial and material capabilities of the travel agency.

Such a plan is drawn up at the Pink Elephant travel agency once a year. In itself, the preparation of a marketing plan stimulates management, line managers to analyze and think through all the issues of its content, and therefore deepen their knowledge and practical skills in the field of marketing. Discussing this plan in a team contributes to maintaining the spirit of a single team and is a good training for ordinary workers.

To date, the strategic marketing goals of the Pink Elephant are focused on two areas:

a) development of a tourist product, taking into account the status of the company as a travel agent and tour operator;
b) strengthening its market position in the tourism industry market of Rostov-on-Don.

From these positions, the elements of the marketing mix are being developed in the travel agency:

1) tourist product;
2) pricing;
3) place of sale;
4) promotion of goods on the market.

By implementing this marketing mix, the marketing department of the Pink Elephant company solves the following tasks:

- analysis of the market position of the travel agency based on the analysis of the factors of its external and internal environment and the position of its competitors;
- analysis of price, sales, promotional activities firms, sales promotion methods, identifying their strengths and weaknesses;
- development of medium and short-term forecasts for the sale of tourist products;
- selection and development of target segments of the market of tourist services and practical actions focused on them;
- development of elements of the corporate style of the travel agency, their correct use in the design of the office, in the advertising media used;
- development of an action plan for advertising and public relations using the most effective means of advertising, operational analysis of the effectiveness of their implementation and, if necessary, adjustments;
- development of proposals for the formation and adjustment of a positive image of the travel agency in the minds of consumers of tourist services and a unified corporate culture in the company, direct participation in their practical implementation using advertising media.

These tasks are solved by two specialists of the company's marketing department: a manager for planning, forming and selling a tourist product and a public relations specialist.

Consider how the elements of the marketing mix are implemented in the Pink Elephant company.

The tourism product is a product of the company, and therefore its formation in the quantity and quality demanded by the target audience is a key task for the marketing department. In addition, the tourist product of the Pink Elephant company should be somewhat different from similar products offered by its competitors, in principle, for the same target audience.

To date, the tourism product of the Pink Elephant company includes tours formed by the company itself in Russia and the Rostov region, and tours abroad purchased from large Russian tour operators.

In the first case, when forming a tourist product, the marketing department of the company forms a portfolio of orders for the year and quarterly. This is done on the basis of contracts for the provision of relevant services with the owners of tourist centers, sanatoriums, hospitals in the Rostov region, based on the places they have available for receiving vacationers. It is obvious that in the conditions of fierce competition between local travel agencies, high demand of the population for holidays in the Rostov region and limited opportunities for service owners, the Pink Elephant company receives a rather limited number of places that it can sell to its customers.

Such implementation occurs as a result of active promotions, for example, advertising proposals for organizing New Year holidays, May holidays, summer holidays, holidays, etc. These promotions are held long before the start of each offer, and before that time, up to 85% of available vouchers are in demand. The rest of the places are sold immediately before the start of the offers, but at higher prices.

When forming and promoting this tourist product, the Pink Elephant company, as a tour operator, makes a profit by varying the size of the margin on the initial cost of services, established by their owners under contracts. The size of the mark-up varies, depending on the place of rest, class of service, seasonal demand, time spent by customers in the place of rest, form and time of settlements, etc., from 20 to 75%. At the same time, every quarter, the marketing department analyzes the amount of profit received, the types of tour operator services provided by the company, the volume of tourist traffic for each service and the level of prices for them from the standpoint of their own commercial benefit.

In a similar way, the tourist product and the price level for various types of services are formed when a travel agency offers excursion, medical, educational, and other tours in Russia. Advertising campaigns are also held here, contracts are concluded with the owners of travel services and carriers, but so far on a very limited range of routes (Moscow, St. Petersburg, tours along the Golden Ring of Russia). Medical, educational tours, collective tours for schoolchildren, etc. are carried out according to preliminary applications, and, based on the existing demand, the company forms groups for certain dates.

Accordingly, pricing for such services is carried out depending on the level of consumer demand and ranges from 25 to 50% of the price set by the owners of the services. Transportation costs are not subject to such extra charges. During the peaks of seasonal demand (for example, for holidays at camp sites, in rest houses and sanatoriums Black Sea coast) prices can be set individually - depending on the place of rest, the time of purchase of the tour, the number of vacationers, forms of payment, etc.

Foreign tours are formed differently. Being in this case a travel agent, the Pink Elephant company only sells tours formed by Rostov tour operators to its customers, taking a commission of 10% for this, which is determined in the agreement between these entities. Consequently, the profit from the travel agency activity of the company depends on the number of tours sold by it, since for every 100 tours sold, the company receives an additional percentage of profit from its counterparty (usually 1%).

At the same time, depending on the state of consumer demand for certain routes, seasonal factors, etc., the travel agency offers its customers discounts throughout the year, which can reach 70% for "hot tours". Thus, the pricing process as an element of the marketing mix is carried out in the Pink Elephant company quite flexibly, which is largely due to the high level of competition.

The places of sale of the tourist product as the next element of the marketing mix in relation to the Pink Elephant company are due to two points: the company's location in Rostov-on-Don and purposeful work to attract new customers to the company's services. At the same time, additional work in this direction is aimed at corporate clients, in connection with which the company's managers form a list of corporate clients throughout the entire period of the company's operation on the market.

Here, this element of the marketing mix is inextricably linked with the promotion of the tourist product on the market. The main way of such promotion, of course, is advertising. Usually the Pink Elephant publishes it in the local print media, as well as in the form of a "creep line" on local TV channels. The latter give advertisers a good opportunity to simultaneously publish their advertisements on all Omsk TV channels broadcasting in the city and region, as well as in 5 local newspapers. This allows the company to significantly save on advertising, given that with this method of presenting advertising information, the coverage of a potential audience amounts to hundreds of thousands of people - viewers and readers.

In general, the costs of the company for marketing activities are not too high yet and amount to no more than 8% of the profit. When determining the marketing budget, the company's management uses the "fixed percentage" method, which is based on deducting a certain percentage of last year's sales. This method is quite simple and convenient, and at the stage of the life cycle at which the company is currently located, it is quite acceptable. At the same time, when expanding its activities in the future, the company should use a more advanced method of determining the marketing budget.

Thus, the analysis of marketing management in the travel agency "Pink Elephant" showed that this management in the company is carried out, and quite professionally, within the framework of a special structural unit created in its organizational structure. At the same time, it is too early to talk about the high efficiency of marketing management, since the company still works too little in the tourism industry market to declare its success. In addition, a number of problems in this area should be noted, which in the future may reduce the effectiveness of marketing management in the Pink Elephant company and weaken its market position in comparison with the positions of competitors.

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