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The life cycle of a tourist product is an example. The life cycle of a tourism product. Fig. 3 Butler Destination Life Cycle Model

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2.1 Life cycle tourism product

In determining the market opportunities of a tourism enterprise, the experience of marketing activities in the study of the life cycle of goods can be very useful. The product life cycle concept was developed by the German professor, legendary scientist and practitioner Theodor Levitt, and first published in 1965. The concept proceeds from the fact that any product, no matter how excellent consumer properties it may have, is sooner or later forced out of the market by another, more perfect product. Only the presence of needs is constant, and the means of satisfying them change. Each product offered to the market has a certain life cycle, during which it finds its buyers. The life cycle of a tourist product (ZHTP) is the time the product exists on the market, that is, the time period from the beginning to the end of its release and sale in its original form.

The beginning of the stage of introducing a product to the market is considered the moment when the tourist enterprise first offered it. target audience. The main characteristic feature of this stage is the slow rate of product sales, and, as a result, the complete absence or presence of insignificant profits. As a rule, the company's staff experiences significant difficulties in using the new product, and the infrastructure is not sufficiently adapted to the needs of the selected clientele. Inevitable at the implementation stage are high costs on marketing, which involves significant efforts to create broad awareness of the product. At the same time, the main advantage for the company at this stage is the almost complete absence of competition.

The growth stage is characterized by a rapid increase in sales, and as a result, profits. Although marketing costs remain at a fairly high level, their share in the total costs of the company is significantly reduced.

The growth stage is associated with a significant increase in competition, and the main marketing efforts of the tourist enterprise are directed to building consumer confidence in the quality of the product and further expanding the market. characteristic feature is that those firms that have committed to the development of this product earlier than others have significant competitive advantages. The fact is that the "late" enterprises will most likely strive in every possible way to improve and further develop the introduced product, trying to press the leaders.

At the growth stage, the tourism enterprise seeks to expand the scope of the product and penetrate into new market segments. This allows you to maximize profits and attract a significant number of new customers. Therefore, the growth stage is very beneficial for the company, and its extension is the most important marketing task.

The stage of maturity is characterized by a slowdown in sales growth and its stabilization. This can be explained by a number of factors:

changing customer needs;

the introduction of new, improved products to the market;

increased competition;

the product may not be profitable enough for the firm due to the emergence of new opportunities for more efficient capital investment.

The amount of profit received at the stage of maturity begins to decrease somewhat, although it remains quite high. Therefore, the tourist enterprise, as well as at the stage of growth, is interested in its maximum extension. At the stage of maturity, the main efforts of the company are aimed at maintaining its market share, modifying the marketing mix, and possibly even repositioning it on the market. If this does not happen, then the product may lose its position in the market and end up in a recession stage.

The recession stage means the moment when the tourism industry begins to get fed up with this product. There is a steady drop in sales and a decrease, possibly even to zero, in the amount of profit received. Thus, it is necessary to carefully analyze both products that have brought low profits for several years, and those that are well known in the market, but for the revitalization of sales, which need to change their image.

In addition, as demand diversifies, so does the specialization of tourism organizations. Base products become more original and less interchangeable. This makes it easier to retain a specific clientele.

We can distinguish the following regularities of the LCTP.

1. The periods of introduction and growth of the cycle of a tourist product are reduced if the development of a new tour and its promotion to the market do not require significant financial investments and costs, and the agent network is in every possible way interested in the distribution and implementation of a novelty tour. The use of trademarks(brands).
2. The period of maturity of the tourism product will last as long as the company holds a leading position in the competition, until the preferences and needs of potential buyers of the tourism product change.
3. The recession period will be the more rapid, the more the tastes and needs of customers are subject to change, the less popular this or that tourist destination or type of tours, and the greater the level of competition in the market.

At the stage of introducing the tour to the market, the management of the tour operator has to solve a number of basic tasks related to technological (establishing partnerships and schemes for working with suppliers, attracting new agents, training staff, purchasing or manufacturing promotional products, etc.), sales and marketing ( consumers' reluctance to change their own leisure preferences) problems. The main goals of the tour operator's strategy at the stage of introducing a new tour are informing consumers (about the competitive advantages of their own tour), persuading buyers and agents, creating a positive image of a new tour, etc. .

At the growth stage of the tour life cycle, the tour operator needs to think about how to occupy the maximum size of the market niche before the onset of the maturity stage (which is characterized by stabilization). For the implementation of a strong capture of a certain market niche, strategies are used:

quality improvement;

expanding the range and modification of the tour (covering as many market segments as possible);

expansion of agent networks (access to as many regional markets as possible);

price cuts.

At the stage of maturity, the manager of the tour operator must take all possible measures to extend this phase (since it is the maturity phase that optimally satisfies the commercial interests of the tour operator) in time and prevent the onset of the recession stage. To do this, three main strategies are applied - market modification, product modification and marketing modification.

The market modification strategy can be focused, firstly, on increasing the intensity of consumption of a particular tour by regular customers ("old" consumers), which is achieved by promoting the idea of a multi-seasonal holiday (for example, Egypt is not only a winter, but also a summer destination), about new for the purpose of trips to popular resorts (for example, Italy - not only seaside holidays, but also successful shopping), as well as holding events that stimulate more frequent trips of regular customers (for example, a system of discounts and benefits, bonus program for frequent travelers, etc.). Secondly, market modification can be focused on attracting new customers who have not previously used the services of a tour operator. This strategy is implemented by gaining the trust of potential customers, advertising the clear competitive advantages of a particular tour or destination, entering new tourism markets (by expanding agency networks) .

Tour modification as a strategy consists in changing the quality content of the tour package, which can prolong the maturity stage by attracting new customers or increasing trips among regular ones. The modification of the tour can be contained in improving the quality of the tour, improving its properties (for example, Additional services on a trip, expanding the hotel base, using various Vehicle when organizing trips, etc.).

Foreseeing a recession is a rather complicated process that requires not only knowledge, skills and intuition from top managers of a tour operator, but also constant monitoring of the state of the market situation in the region. The manager must, long before the effects of a downturn (that is, a decrease in market share and a decrease in the profitability of the business), identify the symptoms of its approach. If the manager identifies the symptoms of an approaching recession, he can be prepared for its negative consequences in advance and change the company's behavior in order to maximize its alignment with the strategic goals of the tour operator. On the other hand, the lack of recession foresight can lead to the fact that strategic decisions will be made after the obvious negative consequences of the onset of stagnation, and such precious time in this case will be irretrievably lost.

The main symptoms of an approaching decline in the tourism product are listed below.

1. Growth of competition in the regional market. When almost all leading tour operators offer identical tours or destinations on the same market, it is worth considering that the market is saturated with this tour, and even if at the moment the demand for the tour product remains at a high level, it is likely that this tour will enter its recession stage.
2. Go to price competition. If competing tour operators are fighting for a client by changing selling prices, it is no longer possible to attract a tourist with the quality of the tour itself. The consumer chooses a specific tourist destination or type of tour, not because he wants to go there, but because he wants to save money on vacation. This is the so-called "artificial demand", which does not reflect the desires and needs of the client, but, above all, his modest financial opportunities. It is obvious that as soon as they get cheaper - the offers of other tour operators, great amount customers will change their places of rest, which will immediately lead to the onset of the recession stage.
3. A deepening range of competing tour operators. If the tourism market simultaneously offers a large number of tour modifications, this is another symptom of its obsolescence. The logic of this conclusion is that tour operators, modifying the tourist product, try to attract tourists not by the tourist destination or type of tour itself, but by the variety of basic or additional services offered during the holiday.
4. Growth of expenses for the promotion of the tourist product. In the event that a tour operator finds that it is becoming more and more expensive to maintain the previous sales volumes in terms of the cost of promoting a tour, it makes sense to talk about another symptom of an approaching recession. In the event of inaction of the tour operator's management after they discover the symptoms of an approaching recession, much more significant negative consequences for travel company consequences that are signs of a recession that has already begun. Examples of such signs can be: a decrease in sales, a sharp decrease in the effectiveness of advertising, the growing inefficiency of modifications, the transition to dumping "wars" between tour operators.

Thus, the existence of a LCCC means that the firm faces three major problems. First, it must find timely new products to replace those in decline (the problem of novelty development). And secondly, the company must be able to effectively organize work with existing products at each stage of their life cycle. The third, no less important task is to optimize the structure of the products offered by the company in terms of their belonging to different stages of the life cycle.

MINISTRY OF EDUCATION AND SCIENCE OF UKRAINE

OF THE AUTONOMOUS REPUBLIC OF CRIMEA

RVEI "CRIMEAN HUMANITARIAN UNIVERSITY"

Faculty of Economics and Management

Department of Economics and Management

COURSE WORK

tourism economics

on the topic: The life cycle of a tourist product

3rd year students

Group 31 AMn

Specialties: 6.050200

"Management of organizations"

Sirosh A.S.

Assistant of the Department of Economics and Management Strelkova N.A.

Armyansk 2010

INTRODUCTION……………………………………………………………………………….3

SECTION 1. THE CONCEPT OF A TOURIST PRODUCT……………………………………………………………………………………………………………………………………………………………………

1.1. Features and properties of the tourist product……………………….5

1.2. The structure of the tourist product……………………………………...10

1.3. Setting the price of a tourist product………………………….14

1.4. Positioning of the tourist product……………………………15

SECTION 2. TOURISM LIFE CYCLE CONCEPTS

PRODUCT…………………………………………………………………….19

2.1. The life cycle of a tourist product……………………………...19

2.2. Types of curves of the life cycle of a tourist product…………….27

2.3. Analysis of the life cycle of a tourism product……………………32

2.4. Monitoring and managing the life cycle of a tourist

product……………………………………………………………………...34

CONCLUSIONS………………………………………………………………………………...37

LIST OF USED LITERATURE……………………………………….39

INTRODUCTION

Tourism belongs to the service sector and is one of the largest and most dynamic sectors of the economy. The high rates of its development, large volumes of foreign exchange earnings actively influence various sectors of the economy, which contributes to the formation of its own tourism industry. In tourism, the result of activity is reduced to a tourist product. In essence, a tourism product is an economic good intended for exchange. Much attention is paid to clarifying the essence, structure and features of the tourist product, patterns and concepts. It has long been known that a tourist product, like any other, must go through its life cycle. Sooner or later, every product - from services to computers - must go through the stage of implementation, growth, maturity and decline, so the problem of management, control and analysis of the product life cycle is considered in detail. The approach to the conditions for the effective organization of the tourism market is difficult and confusing for all management. This is the relevance of the topic of this work.

The object of the study is a tourist product.

The subject of the research is the process of management, control and analysis of the life cycle of a tourist product.

The purpose of this work is to study the concept of a tourist product and the concept of the life cycle of a tourist product. In this regard, the following tasks have been set:

Determine the essence of the tourist product, its features, properties and structure;

Describe the method of setting the price of a tourism product and its positioning;

To study the concept and types of curves of the life cycle of a tourist product;

To give an analysis of the life cycle of a tourist product;

Explore the process of managing and controlling the life cycle of a tourism product.

Research methods. Theoretical basis The research is based on the principles of scientific analysis, analytical method and synthesis of the tourist market, as well as graphic and other methods of processing and summarizing information. Legislative and regulations governing the scope of tourism activities in Ukraine.

The course work consists of two sections.

Section one reveals general issues about the essence, features, properties of the tourist product, highlights the structure of the tourist product, and also determines the methods for setting the price of the tourist product and its positioning.

In the second section, the concepts of the life cycle of a tourism product are considered. The concept of the life cycle of a product is disclosed, the traditional curve and other types of curves of the life cycle of a tourist product are explained, as well as analysis, management processes, control of the life cycle of a tourist product.

The information base was: the Law “On Amendments to the Law of Ukraine “On Tourism”, educational literature, the authors of which are E.N. Ilyina, V.A. Kvartalnov, O.T. Loiko, V.S. Senin, D.S. Ushakov, reference literature and the Internet.

THE CONCEPT OF A TOURIST PRODUCT

1.1. Features and properties of the tourist product

The Law of Ukraine “On Tourism” defines a tourist product (tour product) as “a pre-developed set of tourist services that combines at least two services that are sold or offered for sale at a certain price, which include transportation services, accommodation services and other tourist services. services not related to transportation and accommodation (services for organizing visits to cultural, recreation and entertainment facilities, selling souvenirs, etc.) Briefly defining a tourist service, it should be noted that it is an expedient activity to satisfy any need of a tourist.

The tourist product (tour package) has a service duration of more than twenty-four hours and/or includes an overnight stay (accommodation) and travel (transportation) services. The tourist product (tour package) is offered at a total price, including all services rendered and all expenses, and its consumer properties comply with the terms of the contract.

A tourism product has four features (characteristics) that distinguish a service from a product: intangibility, inseparability of production and consumption, variability and inability to store.

1. Intangibility or elusiveness tourism services means that they do not acquire a reified form. They cannot be demonstrated, seen or tasted before receipt. Unlike buying goods, service does not result in ownership.

The elusiveness of services causes problems for both consumers and providers. It is difficult for the buyer to understand and evaluate what is being sold before purchasing the service, and sometimes even after receiving it. So, for a client who has applied to a car repair shop, the service is intangible: he often cannot not only see the repair process, but also evaluate what has been done. Therefore, when buying a service from a consumer, there is always an element of hope and trust in the seller. Enterprises providing tourist services are taking a set of measures to strengthen customer confidence. They increase the tangibility of their services, emphasize their significance, focus on the benefits received by the client, attract pop stars, sports stars, etc. to advertising services. The intangible nature of services complicates the process of pricing and promotion of the tourist product on the market.

2. Inseparability of production and consumption of services - main feature which makes services truly services and distinguishes them from goods. You can only provide a service when an order arrives or a client appears. From this point of view, the production and consumption of services are inseparable.

With the inseparability of production and consumption of services, the degree of contact between the seller and the client may be different. Some services are provided in the absence of the customer, for example, car repair. But many types of services require close direct contact between the seller and the buyer. Thus, treatment at a resort is impossible without a client and medical staff; service in a restaurant is inextricably linked with employees of a public catering enterprise.

The inseparability of production from the consumption of services causes a change in the role of the buyer and seller in the process of reproduction. The client does not just consume the service, but is connected to its production and delivery. The participation of the buyer in all phases of the reproduction process in the service sector means that the supplier must take care of what and how to produce. The behavior of the seller in the presence of the buyer determines the probability of repeating the service. Therefore, the correct selection and training of personnel, primarily those who come into direct contact with the client, are of particular importance today. The quality of services, the loyalty of customers and, ultimately, the competitiveness of the company depend on the professionalism of employees.

3. Variability is important distinguishing feature tourist services. The quality of a tourist service depends on who, when and where it is provided. In one hotel, the service is organized according to the highest level, in another, located nearby, the service is worse. Inside the hotel, one worker is welcoming and efficient, while the other is rude. Even the same employee provides services in different ways throughout the day. The volatility of the quality of tourist services is due to many circumstances. Most often, the reason lies in the employee himself, his low qualification, weakness of training and education, lack of information, lack of regular support from managers. Sometimes the variability in the quality of service is associated with the professional unsuitability of the employee. The consumer contributes his instability of service. The uniqueness of each customer explains the high degree of individualization of the service in accordance with the needs of the client. This uniqueness makes mass production impossible for many services. At the same time, it gives rise to the problem of consumer behavior management.

4. Inability to store is the next hallmark of tourism services. They cannot be produced for future use or stored. Passenger transportation, overnight stays in accommodation facilities cannot be accumulated for further sale like industrial products. Unused hotel rooms or airplane seats will result in irreparable losses for their owners, in this sense, the tourist product is subject to deterioration. The inability of services to store is not a difficult problem in the face of constant demand. However, the demand for most types of services, including tourism, fluctuates. Its value varies depending on the time of year and days of the week. If demand exceeds supply, the situation cannot be corrected by taking goods from the warehouse, as in industry. Likewise, during times of low demand, it is not possible to build up stocks of services for use during the peak period. If there is an excess supply, production capacity is idle and the firm incurs losses.

Specialists have identified several main consumer properties of the tourist product:

Validity, i.e. the provision of all services must be conditioned by the purpose of travel and related conditions based on the needs of the tourist;

Reliability - compliance of the real content of the product with advertising, reliability of information;

Efficiency - achieving the greatest effect for the tourist at the lowest cost on his part;

Integrity - the completeness of the product, its ability to fully satisfy the tourist needs;

Clarity - the consumption of the product, its direction should be clear to both the tourist and the service personnel;

Easy to operate;

Flexibility - the ability of a product and service system to adapt to

consumer type and be immune to replacement service personnel;

Utility - the ability to serve the achievement of one or more goals (for example, recreation and knowledge), to satisfy certain needs of the tourist. Ensuring control over the implementation of these properties is, first of all, studying the degree of satisfaction of the tourist after the trip (survey, questioning, etc.), but the quality control of the tourist service itself begins already at the stage of planning the tourist product;

Hospitality is an immeasurable property of a tourist product. Without this, any most perfect tourist product will look impersonal and the tourist will not receive the expected level of satisfaction of one or another of his needs.

The optimality of service is also an important consumer property that is directly related to hospitality. It implies:

a) compliance of all types of services with one level (class) of service;

b) compliance of all services with the theme of the tour;

c) targeted orientation of the tour to a specific target group of consumers;

d) early agreement on maintenance programs;

e) program flexibility (the ability to change services);

f) the rational content of the service in terms of the number of services provided;

g) lack of service bias (non-intrusive service).

Hospitality in the tourism industry is a professional requirement, it is the art of making people feel welcome. The components of hospitality are the dignity, respect, courtesy of the staff. This concept is multifaceted and consists of many constituent factors:

High-quality information, both local and regional markets, about the possibilities of recreation, knowledge and entertainment, that tourists are expected and prepared to meet them;

Creation of a positive image of the tourist area, enterprises serving potential consumers (advertising, participation in television programs dedicated to tourism, charitable activities, etc.);

The undisguised desire of service personnel to provide tourists with signs of attention (service policy on the principle of "everything for the client");

Attentive attitude of those who provide a tourist product to the requests and wishes of the client (on the principle of “what else can we do for you?”);

Concern about facilitating the orientation of tourists in obtaining services (information within the company, about objects in guidebooks and booklets in a language understandable to the tourist, etc.);

Benevolent attitude towards tourists ("principle of service").

It is important to take into account all these principles even at the stage of developing a tourist product, remembering that an improperly prepared product is not only not in demand, but can also alienate potential, subsequent customers from the enterprise. In the face of serious competition that exists today on tourist market, is an important factor.

1.2. Tourism product structure

Success commercial activities in the tourism market is determined, first of all, by an attractive tourist product. The term “product” reflects the quality or essence of concrete and abstract things (for example, food prepared by a restaurant chef, or the services of a guide introducing a tourist to a given area or museum). But the tourist product is at the same time a combination of very complex heterogeneous elements:

Natural resources (air, water, sun, landscape, etc.), historical, cultural, architectural attractions that can attract

tourist and encourage him to travel;

Equipment (tourist accommodation facilities, restaurants, equipment for recreation, sports, etc.), which in itself is not a factor influencing travel motivation, but in its absence, numerous obstacles to a possible trip arise;

Possibilities of movement, which to a certain extent depend on the fashion on different kinds transport used by tourists. Such opportunities are evaluated in terms of their economic accessibility rather than in terms of speed of movement.

As you know, a tourist product is any service that satisfies the needs of tourists during travel and is payable on their part. In practice, the concept of basic and additional services operates. However, from the point of view of consumer properties, there are no significant differences between them. Yes, included in comprehensive service excursions are considered the main services, but if the tourist purchases them independently at the place of stay, then they already become additional.

Thus, the difference between basic and additional services lies in their relation to the package or complex of tourist services originally purchased by the tourist. The main tourism product in practical activities is a comprehensive service - a standard set of services sold to tourists in one "package" (package tours). By analogy with goods that have a material form, three levels are also distinguished in the tourist product (Fig. 1.1):

1) product by design;

2) product in real performance;

3) product with reinforcement;

Fig.1.1. Three levels of tourism product

At the heart of any tourism product is the need to satisfy any need. Therefore, the core of the product, its essential side is the so-called concept, i.e. its focus on solving a specific problem, satisfying a specific need. What does a tourist actually buy? In fact, as already noted, he does not acquire a product as such, having a certain set of properties, but its ability to satisfy some of his needs. Therefore, for a tourism enterprise, it is of great importance to provide and distribute not the properties of its product, but the real benefits and benefits from it for its client.

If the idea of a tourist product acts as its content side, then in terms of form, a tourist product in real performance is precisely a certain set of properties that make it possible to realize this idea, i.e. satisfy some customer need. Therefore, at the second level of the tourist product, its properties and characteristics are considered: the level of quality, comfort, prestige, economy, safety, impression, etc.

The third level is a tourist product with reinforcements. The activities of a tourist enterprise should be aimed at forming friendly relations with the client, providing him with comprehensive assistance, additional and symbolic benefits. This can be achieved through a high level of quality and speed of service, consultations and information, informal communication, etc.

Reinforcement of the tourism product greatly contributes to the search and retention of customers. Thus, the quality of service is determined by:

Efficiency of work on the selection and organization of tours at the request of customers;

Courtesy service, which is expressed in the hospitality of the travel agency staff, their attention to the needs of each client, patience when discussing the route;

Compliance of the proposed tour with the real content;

The presence of agreement of all constituent parts comprehensive service.

The speed of service in the complex determines the degree of satisfaction of each client:

The timing of the selection of the route;

Terms of registration required documents(passports, visas, tickets, etc.);

Terms of receipt background information.

Despite the fact that information services are provided free of charge, it is thanks to them that travel companies largely ensure the implementation of their tourism product.

To inform consumers, catalogs, brochures, brochures, information sheets are usually used, which contain detailed information about the content and quality of the service package, prices, etc. These materials must be provided to each client who has declared his desire to purchase a particular tour. In addition, the consumer must Additional information and advice on the procedure for booking, paying, changing and canceling the tour, as well as on all other features (passport and visa, customs and currency regulation, natural and climatic attractions, medical care, insurance, etc.) associated with a tourist trip.

The availability of information material, its knowledge by the personnel of the tourist enterprise and free presentation at the request of the tourist is an unconditional requirement for the creation of a tourist product and its successful implementation on the market.

The idea of reinforcing a tourism product forces us to take a closer look at the client's behavior system, how he comprehensively approaches the problem that he is trying to solve through the acquisition of a tourism product. From the point of view of competition, this approach allows the tourist enterprise to find opportunities to reinforce its product offer with the most effective way.

“New competition” is competition among themselves not of what is offered by travel agencies, but of what they additionally supply their products with in the form of specific services, consultations, information, service features and other things that people value. Therefore, tourism enterprises must constantly look for effective ways to reinforce the products offered to the market.

1.3. Setting the price of a tourism product

One of the most important decisions is the decision to set the price of a product or service. The price reflects how consumers perceive the product. The costs associated with the production, promotion, distribution and sale of the tourist product, as well as the rate of return, must be included in the price. The price performs an extremely important function, which is to receive revenue from the sale. The achieved commercial results depend on prices, and the right pricing strategy has a long-term and decisive impact on the competitiveness of tourism products and on the activities of enterprises.

Also, price is a factor great importance for consumers. It serves as a means of establishing relationships between the firm and customers. And finally, the price is the strongest weapon in the fight against competitors in the market. In order to establish the correct price for a tourist product, it is necessary to analyze many factors. Some of the most important external factors to consider when developing a pricing strategy include:

The ratio of supply and demand;

Level and dynamics of competitive prices;

State regulation of both the economy in general and the tourism sector in particular;

Consumers.

Price setting largely depends on the image of the tourist enterprise. When offering its services, it must take care of how its products are perceived by the consumer. When developing a pricing strategy, this must be taken into account, because. The more credibility an enterprise has, the more popular and trusted its services are. When setting the price, first of all, the nature of competition in this tourist market and the analysis of the pricing policy of competitors are taken into account. If we consider markets with different types of competition, we can see the following picture.

In a market of pure competition, no single buyer or seller has much influence on the level of current prices. On the market monopolistic competition enterprises set prices for their goods in a wide range, because offers of various tourist enterprises differ from each other in quality, special properties. The oligopolistic market consists of a small number of tourist enterprises. It is difficult for new applicants to penetrate it. Each manufacturer is sensitive to the strategy and actions of competitors. At pure monopoly There is only one seller on the market. It can be a state monopoly, private unregulated and private regulated monopoly. In each case, the price is set differently.

The state monopoly can set a price below cost for unique tourist objects if the buyer cannot purchase it for full cost or vice versa, the price may be set very high to reduce general consumption. In the case of a regulated monopoly, the state allows the company to set prices that ensure the required rate of return. In the case of an unregulated monopoly, the firm can set prices as it sees fit. The price of a tourist product is also greatly influenced by external factors: climatic, economic, regional conflicts, etc.

1.4. Tourism product positioning

Each tourism enterprise can, with fairly simple means, engage in analysis that will help it to better know its own product. Such an analysis seems too obvious to many managers and specialists, because each of them believes that he knows his own tourist offer better than anyone else. However, it is necessary to look at the tourist product from the outside, to determine its strengths and weak sides. Identification of differences in competitors' products in the language of marketing is called positioning.

eat. Tourism product positioning is a fundamental marketing concept for attracting a specific clientele and better satisfying the needs of a specific market segment.

Positioning is aimed at developing and creating the image of a tourist product in such a way that it takes a worthy place in the minds of customers, different from the position of competitors' products. Significant contributions to the development of the positioning strategy were made by two advertising specialists, Al Rais and Jack Trout. They view positioning as the creative process of highlighting the merits of an existing product and point out that “positioning is not about what you do with the product. Positioning is what you do with the mindset of the consumer, you position the product in the mind of the consumer.

Positioning should answer the question: "What is the value of the product for the customer?". And here we mean not only the purely practical benefit from the acquisition of this product, but also its psychological value (“the ideal prototype of the product”). The position of any product on the market can be real and estimated. It is real when a retrospective analysis of the market share allows the company to establish the actual position of the service in the market at the previous stages of activity. Estimated position is the result of the company's ideas about the positions of its product in the market. It may differ from consumer opinion. So, for example, a firm offers services to the market that, in its opinion, have high quality at relatively low prices - position X. But, according to customers, the company occupies a different position in the market: services of medium quality at low prices - position Y. In such a situation, the tourist enterprise may have problems with customers (Fig. 1.2).

It should be borne in mind that the position of a tourist product in one market segment may differ from how it is perceived by consumers in another. Therefore, market positioning is closely related to market segmentation.

The fact is that the task of positioning a tourism product is especially relevant when a differentiated approach to coverage is used.

market, requiring instead of choosing a single position in the entire market positioning in each segment. Therefore, positioning is the most important means of implementing a differentiated marketing strategy.

X Quality

● high

LowHigh

Rice. 1.2. Tourist product positioning scheme

Tourist enterprises can use several alternative approaches to positioning:

Positioning by a specific property (for example, low prices);

Positioning according to the benefits for the consumer or the needs that the tourism product satisfies;

Positioning by the consumer, which consists in highlighting the product as the most optimal for certain group consumers;

Positioning in terms of price / quality ratio;

Competitor positioning, where the product is positioned in relation to a named or perceived competitor;

Positioning according to the company's image, which should convey special, distinctive information about the main advantages and position of the proposed product.

The choice of a tourism product positioning strategy requires taking into account a number of

factors. In particular, the following is required:

Have a good understanding of the position actually occupied by the tourism product in the minds of consumers;

Know the positioning of competing products;

Choose your own position and identify the most convincing arguments to justify it;

Ensure that the product has the potential to achieve the desired positioning in the minds of consumers;

Assess positioning vulnerability;

Ensure the consistency of the selected positioning with other elements of marketing: price, volume, communications.

There are four main mistakes associated with product positioning:

Superficial positioning - the absence of any clearly defined position;

One-sided positioning - creating a too narrow view of the company and the products it offers among consumers;

Unseemly positioning - an attempt to create an exaggerated idea of \u200b\u200bthe company and its products among consumers;

Ambiguous positioning - creating a confusing perception among consumers about the company and its products.

In order for the chosen position to work, it must become the property of consumers. Therefore, after the position is selected, the position should be brought to the attention of consumers.

Therefore, the following should be emphasized: a tourism product is any service that satisfies the needs of tourists during a trip and is subject to payment by them. The success of any company in the market depends primarily on the attractiveness of the product. It forms the bulk of the marketing mix.

TOURISM PRODUCT LIFE CYCLE CONCEPTS

2.1. Tourism product life cycle

In determining the market opportunities of a tourism enterprise, the experience of marketing activities in the study of the life cycle of goods can be very useful. The concept of the life cycle of goods was developed by the German professor, legendary scientist and practitioner Theodor Levitt, and was first published in 1965. The concept is based on the fact that any product, no matter how excellent consumer properties it may have, is sooner or later forced out of the market by another, more perfect goods. Only the presence of needs is constant, and the means of satisfying them change. Each product offered to the market has a certain life cycle, during which it finds its buyers. The life cycle of a tourist product (LTC) is the time the product exists on the market, that is, the time interval from the beginning to the end of its release and sale in its original form.

Like any product, a tourist product goes through a series of successive stages in its development, which are characterized by fluctuations in sales and profits (Fig. 2.1).

Implementation Growth Maturity Decline Time

Rice. 2.1. Tourism product life cycle

The beginning of the stage of introducing a product to the market is the moment when the tourist enterprise first offered it to the target audience. The main characteristic feature of this stage is the slow rate of product sales, and, as a result, the complete absence or presence of insignificant profits. As a rule, the company's staff experiences significant difficulties in using the new product, and the infrastructure is not sufficiently adapted to the needs of the selected clientele. Inevitably at the implementation stage, there are high marketing costs associated with significant efforts to create broad awareness of the product. At the same time, the main advantage for the company at this stage is the almost complete absence of competition.

The duration of the stage of introducing a product to the market can vary widely and is determined by the quality, its compliance with the needs of consumers, the right marketing strategy and its consistent implementation.

The growth stage is associated with a significant increase in competition, and the main marketing efforts of the tourist enterprise are directed to building consumer confidence in the quality of the product and further expanding the market. A characteristic feature is that those firms that have committed to the development of this product earlier than others have significant competitive advantages. However, this in no way relieves them of the concern for further improvement of the tourist product. The fact is that the "late" enterprises will most likely strive in every possible way to improve and further develop the introduced product, trying to press the leaders.

The stage of maturity is characterized by a slowdown in sales growth and its stabilization. This can be explained by a number of factors:

Changing customer needs;

Entering the market of new, more advanced products;

Increasing competition;

The product may not be profitable enough for the firm due to the emergence of new opportunities for more efficient capital investment.

At this stage, the circle of consumers is practically not expanding. Some growth in their number may occur at the expense of those for whom the increase in income and a more favorable ratio of currencies makes it possible to become possible consumers of this product. In addition, at this stage, the so-called “fidelity phenomenon” is clearly manifested, which in most cases encourages to use the proposed product again (for example, to visit a certain country again).

The recession stage means the moment when the tourism industry begins to get fed up with this product. There is a steady drop in sales and a decrease, possibly even to zero, in the amount of profit received. The transition of the tourism product to the stage of decline can be due to a number of reasons. First, it is the emergence of new products on the market. Secondly, the disappearance of the need to which this product corresponded. For example, if people who love swimming change their preferences in the field of tourism and recreation (in terms of combining sea bathing with visits to cultural sites), they become more interested in the exotic (Caribbean, East Africa, Indian Ocean Islands). However, this stage can continue for quite a long time. As a result of the weakening of competitive pressure, the tourism enterprise does not need to maintain high marketing costs, and in some cases even allows them to increase the price. However, this will not be evidence of the profitability of this product for the enterprise, since the sales volume at the recession stage is extremely low. Therefore, the right policy to improve and diversify the product, as well as to develop sales, allows you to adapt to new needs. In particular, the corresponding policy to revive demand often gives a second wind to some resort areas and recreation centers.

Thus, it is necessary to carefully analyze both products that have brought low profits for several years, and those that are well known in the market, but for the revival of sales of which it is necessary to change their image.

We can distinguish the following regularities of the LCTP.

1. The periods of introduction and growth of the cycle of a tourist product are reduced if the development of a new tour and its promotion to the market do not require significant financial investments and costs, and the agent network is in every possible way interested in the distribution and implementation of a novelty tour. The use of trademarks (brands) can significantly reduce and increase the efficiency of the stages of introduction and growth of a tourist product.

2. The period of maturity of the tourism product will last as long as the company holds a leading position in the competition, until the preferences and needs of potential buyers of the tourism product change.

3. The recession period will be the more rapid, the more the tastes and needs of customers are subject to change, the less popular this or that tourist destination or type of tours, and the greater the level of competition in the market.

The concept of LCTP therefore needs a separate and more detailed consideration, since the strategy of the tour operator's behavior in the market changes depending on what stage of its life cycle a particular tourist product is at.

Quality improvement;

Expansion of the range and modification of the tour (covering as many market segments as possible);

Expansion of agent networks (access to as many regional markets as possible);

Price cuts.

The market modification strategy can be focused, firstly, on increasing the intensity of consumption of a particular tour by regular customers (“old” consumers), which is achieved by promoting the idea of a multi-seasonal holiday (for example, Egypt is not only a winter, but also a summer destination), about new for the purpose of traveling to popular resorts (for example, Italy - not only seaside holidays, but also successful shopping), as well as holding events that stimulate more frequent trips of regular customers (for example, a system of discounts and benefits, a bonus program for frequent travelers, etc.). d.). Secondly, market modification can be focused on attracting new customers who have not previously used the services of a tour operator. This strategy is implemented by gaining the trust of potential customers, advertising the clear competitive advantages of a particular tour or destination, entering new tourism markets (by expanding agency networks) .

Tour modification as a strategy consists in changing the quality content of the tour package, which can prolong the maturity stage by attracting new customers or increasing trips among regular ones. Modification of the tour can be contained in improving the quality of the tour, improving its properties (for example, additional services on the trip, expanding the hotel base, using various vehicles when organizing trips, etc.).

Marketing modification consists in changing the terms of trade of a tourist product. This strategy is carried out by changing the price of the tourist product, expanding the distribution network, advertising campaigns and sales promotion activities.

Finally, at the recession stage, the tour operator's management needs to make the two most important decisions: to anticipate the recession as the logical end of the life cycle of the tourism product and to determine its behavior after the onset of the recession stage.

1. Growth of competition in the regional market. When almost all leading tour operators offer identical tours or destinations on the same market, it is worth considering that the market is saturated with this tour, and even if at the moment the demand for the tour product remains at a high level, it is likely that this tour will enter its recession stage.

2. Transition to price competition. If competing tour operators are fighting for a client by changing selling prices, it is no longer possible to attract a tourist with the quality of the tour itself. The consumer chooses a specific tourist destination or type of tour, not because he wants to go there, but because he wants to save money on vacation. This is the so-called "artificial demand", which does not reflect the desires and needs of the client, but, above all, his modest financial capabilities. It is obvious that as soon as the prices of the offers of other tour operators fall, a huge number of customers will change their places of rest, which will immediately lead to the onset of the recession stage.

3. A deepening range of competing tour operators. If a large number of tour modifications are simultaneously offered on the tourist market, this is another symptom of its moral obsolescence. The logic of this conclusion is that tour operators, modifying the tourist product, try to attract tourists not by the tourist destination or type of tour itself, but by the variety of basic or additional services offered during the holiday.

4. Growth of expenses for the promotion of the tourist product. In the event that a tour operator finds that it is becoming more and more expensive to maintain the previous sales volumes in terms of the cost of promoting a tour, it makes sense to talk about another symptom of an approaching recession. If the tour operator's management fails to act after they discover the symptoms of an approaching recession, there may be much more significant negative consequences for the travel company, which are signs of a recession that has already begun. Examples of such signs can be: a decrease in sales, a sharp decrease in the effectiveness of advertising, a growing inefficiency of modifications, a transition to dumping "wars" between tour operators.

2.2. Types of tourist product life cycle curves

Having reviewed the traditional LCPP curve above (Fig. 2.1), we have studied descriptions of distinct periods of introduction, growth, maturity, and decline. There is also an ideal curve (Fig. 2.2) and a worst-case curve (Fig. 2.3) ZhCTP.

Volume

Rice. 2.2. Ideal tourism product life cycle curve

Rice. 2.3. Worst-case tourism product life cycle curve

These graphs are not mathematically accurate. On the charts, the curves of sales volumes fall below zero until a certain point. Of course, this cannot be, since this would mean that the company buys its product. So schematically displayed material costs firms to develop a new product, i.e. the purchase of other products (labor, technology, etc.).

Depending on the specifics of individual products and the characteristics of demand for them, there are various types of the life cycle of a tourist product, differing both in duration and in the form of manifestation of individual phases.

1. Curve boom (Fig. 2.4). It describes a very popular product with stable sales over time. In the case of such a tourism product life cycle curve, the company produces a tourism product and makes a profit for a long time. An example of such a tourist product can be tours to Egypt, to Thailand.

Sales

Rice. 2.4. Boom, or classic

2. Entrainment curve (Fig. 2.5). It describes a product with a rapid rise and fall in sales. Often a fashionable, popular tourist product has such a curve.

Rice. 2.5. Enthusiasm

3. Curve of prolonged entrainment (Fig. 2.6). Describes also popular item, however, this product is still preferred by some consumers. An example of such a tourist product is tours to Turkey.

Rice. 2.7. Seasonality, or fashion

5. Curve of a new start or nostalgia (Fig. 2.8). Demand for this product falls, but after a while it resumes. An example is the family of tourist routes "Along the Golden Ring of Russia", which was popular in the USSR in the 70s and 80s. last century, and now again in demand.

Rice. 2.10. new rise

2.3. Analysis of the life cycle of a tourism product

Life cycle analysis is carried out by one proven means - by proving the effectiveness of a number of promising companies and changing positions in the life cycle of the company's products. This can be achieved both by considering the results of a tourism company during formal checks, when a specific position in the life cycle of a tourism product is established, and through profiling the entire set of tourism products in its life cycle.

Measures of market management and analysis in the first aspect, i.e. when considering each position of the life cycle, can vary in companies as follows:

1) study of product development information for a period of 3 to 5 years (for some software packages longer). This information allows you to combine data on sales amounts, marginal profit, total profit, return on invested capital, market share and price;

2) the introduction of accounting for the number and nature of competitors, i.e., the number and market share occupied by competitive products, their quality and advantages, changes in distribution channels, the relative advantages of competitive products that satisfy each distribution channel;

3) analysis of the development of short-term competitive tactics, including the latest announcements of competitors about the emergence of their new offers or plans to increase tourist sales;

4) search for information about the life cycles of similar or related tourist offers;

5) sales planning for subsequent periods, based on all available information, including an increase in the profit ratio in each period of circulation of the tourist offer (total direct cost ratio: route creation, advertising, product development, sale, distribution, etc. , as well as profit after taxes). The ratio generally improves (becomes lower) as the product enters the growth stage, begins to deteriorate (increases) as the product approaches maturity, and rises sharply as the product reaches the stagnation or extinction stage;

6) estimation of the number of periods of profit, repeated in the LCTP. Based on all available information, it is necessary to fix the position of the product on the life cycle curve: introduction to the market, early or late stage of growth, early or late stage of maturity, early or late stage of stagnation or extinction.

Having once established the position of the life cycles of the main tourism products of the company, market regulation continues to develop the life cycle profile within all of the company's products. And again, a whole series of measures is being taken:

1) determination of the percentage relationship between sales and profits of the company for each phase of the life cycle. This ratio reflects the current sales life cycle profile and the current profit life cycle profile in today's business;

2) calculation of changes in the life cycle and determination of the profit profile for the last 3-5 years in order to obtain the project and the profit profile for the next period;

3) development of the company's life cycle profiling and its comparison with the current life cycle profile. The target profile set by market regulation precisely determines the desired share of the company's sales, which will decrease in each subsequent phase of the product life cycle. In this way, stagnation trends in tourism products, the rate of development of the product introduced to the market, the average length of the product life cycle in the entire program of the company, as well as the desire of management to increase profitability can be determined. As a rule, the goal of profiling the product of a company whose life cycles tend to shorten is the requirement for a high correlation of sales in the phase of introducing the product to the market and in the growth phase, i.e. its full implementation.

Having worked through all three of these measures, management can prioritize them for new product development, acquisition, line reduction, taking into account the difference in goals and profile of the company, as well as the current life cycle profile. By dividing efforts between the various stages of the life cycle, market plans can be worked out in detail for each individual sales complex.

Both the depth of the life cycle analysis and the factors tend to change as much as company needs, facilities, and sales lines change. Therefore, it cannot be general formula to assess the available factors that are combined to determine the position of the life cycle. But this flexibility should not seem like a disadvantage. Suffice it to emphasize this versatility, which makes life cycle analysis a useful tool for managing both the entire sales system of a company and its individual offer (product).

2.4. Monitoring and managing the life cycle of a tourism product

Lifecycle management has two main aspects.

1. Controlling the life cycles of all tourism products across the entire trade line: firstly, planning new and improved offerings and shrinking the trade line, and secondly, allocating money and personnel between existing tourism products and tour packages according to profit opportunities, taking into account all components of the life cycle.

2. Life cycle monitoring for each individual product in order to identify additional profits.

Experience suggests that there are opportunities for market regulation of the process of changing the shape and duration of the life cycle of each individual product at all stages, excluding the last one.

For example, the introduction period of a tourism product can be shortened by increasing market costs and enabling faster network distribution. In the next phase, growth can be accelerated, and sales and profits can jump to a higher level through the use of, say, additional markets, incentives for expanding the list of services or increasing advertising and sales, in short, through a more effectively planned and executed market strategy.

The maturity stage usually offers marketing managers the greatest opportunity to change the shape and length of a product's life cycle. How close is a product to extinction as it is replaced by more the best offer, or the needs of the buyer are changing radically? Or does it just seem that the recession stage is approaching due to the fact that market regulation has reached the required demand of the consumer due to the better mastery of competitors in the art of marketing? The question will be in the stage of criticism as long as the expected stage of maturity will mislead the manager. Radical measures can sufficiently influence the period of youth of a product through a change in the list of services, external changes, re-evaluation, an increase in the number of distribution channels or a change in market strategy combinations.

Of course, this is not always possible. The maturity stage for some tourism products is accelerating due to changes in consumer habits or due to the introduction of an improved product. In this case, it is determined when to reduce the time for adjustment and investment, giving preference to a new, more competitive product. These are key features in making market decisions.

Eventually, in a downturn, market efficiency becomes almost entirely dependent on knowing when to shorten the life of a product that requires more attention from management than the profit it generates.

The success of leading companies in managing the development of the life cycle of each individual product, as well as the entire mass of tourism offers, can be a huge impetus for effective management.

Driven by technological changes in the field of booking and issuing transport documents for an ever-increasing flow of tourists, travel companies are increasingly mastering and participating in new information systems ah, for example, Galileo, Saber, Amadeus, Gabriel, Sirena, etc. Recently, these systems have become transnational in nature, competing with each other, leading to a global redistribution of tourist flows. Today, there is practically no large tourist company that would not master these systems in combination with the Internet. The viability of tourism companies, as well as their range of services and tours, actually depends on the qualifications and ability of staff to use these systems. The advent of improved booking systems has affected the sale of not only individual tours or a package of routes, but also the entire catalog of offers that the largest tour operators have, for example, American Express (USA), Delta (USA), Nekkerman (Germany), “ Vagon Lee Cook" (France), "Medeterian Club" (France).

Effective life cycle management can be found in the life cycle management of the entire mass of the tourist offer. Recognizing the stage of maturity of information systems, the Internet began to develop local and regional subsystems to include new users. Now leading in the number of users, thanks to a change in the shape of the life cycle information support tourism, the Internet has also provided growth for other new tourism products, thereby increasing their sales volume.

Based on the foregoing, it can be concluded that the existence of the LCTP allows the tourist enterprise:

Find new products in a timely manner to replace those in decline;

Effectively organize work with existing tourism products at each stage;

Optimize the structure of the proposed products in terms of their belonging to different stages of the life cycle, etc.

A tourism product and its planning - the life cycle of a tourism product - are the most important links in the activities of a tourism enterprise. After analyzing the available domestic and foreign literature and, based on the stated goals and objectives of the work, we can draw the following conclusions.

1. Tourist product - a set of services, works, goods necessary to meet the needs of a tourist during his tourist trip. A tourism product has four features (characteristics) that distinguish a service from a product: intangibility, inseparability of production and consumption, variability and inability to store. Specialists have identified several main consumer properties of a tourist product: validity, reliability, efficiency, integrity, clarity, ease of use, flexibility, usefulness, optimal service, hospitality.

2. The structure of the tourist product. A tourist product is a combination of complex heterogeneous elements: natural resources, equipment, and the possibility of movement. The tourism product also includes basic and additional services. There are also three levels in the tourist product: a product by design, a product in real execution, a product with reinforcement.

3. In order to establish the correct price for a tourism product, it is necessary to analyze the most important factors: the ratio of supply and demand, the level and dynamics of competing prices, consumers, the image of a tourism enterprise, the nature of competition in this tourism market, analysis of the pricing policy of competitors and other factors. Achieved commercial results depend on prices, and a correctly chosen pricing strategy has a long-term and decisive impact on the competitiveness of tourism products and on the activities of enterprises.

4. Positioning of a tourist product is a fundamental marketing concept for attracting a specific clientele and better satisfying the needs of a specific market segment. There are several alternative approaches to positioning, and there are also a number of factors that require the choice of a tourism product positioning strategy.

5. LCTP is a model of the market response to a product over time, where the independent variable is time, and the dependent variable is sales, costs and profits. A tourism product goes through a number of successive stages in its development: introduction, growth, maturity, decline. The life cycle is not fixed. Even at the stage of growth, stagnation and decline are possible. The regularities of the life cycle are determined by its stages. Economic and competitive environment changes at each stage of the life cycle. The structure of costs and profits at different stages of the life cycle is different. Each stage is prioritized strategic goal. Marketing activities adapted to each specific stage of the life cycle.

6. Types of life cycle curves can be as follows: ideal, worst, boom curve, infatuation curve, continuous infatuation curve, seasonality curve, new start or nostalgia curve, failure curve, new upsurge curve. Each curve differs both in duration and in the form of manifestation of individual phases. The life cycle curve can be changed by the efforts of the enterprise.

7. Life cycle analysis is carried out by one proven means - by proving the effectiveness of a number of promising companies and changing positions in the very life cycle of the company's products. This can be achieved both by considering the results of a tourism company during formal checks, when a specific position in the life cycle of a tourism product is established, and through profiling the entire set of tourism products in its life cycle.

8. Life cycle management has two main aspects: control of the life cycles of all tourism products throughout the entire trade line, control of the life cycle for each individual product. As you can see, control and management are interconnected.

LIST OF USED LITERATURE

1. About amendments to the Law of Ukraine "On Tourism" Law of Ukraine dated November 18, 2003 No. 1282-IV // Vedomosti of the Verkhovna Rada of Ukraine. - 2004. - Art.1.

2. Balabanov I.T. Economics of tourism: Proc. allowance / I.T. Balabanov, A.I. Balabanov. - M .: Finance and statistics, 1999. - 176 p.

3. Birzhakov M.B. Introduction to tourism. - M.: Nevsky Fund, 2002. - 320 p.

4. Bogolyubov V.S., Orlovskaya V.P. Tourism Economics.–M.: Academy, 2005.–192 p.

5. Volodkin M.V. Strategic management: Proc. allowance. - K .: Knowledge-Press, 2002. -149 p.

6. Gerasimenko V.G. Fundamentals of tourism business: Proc. allowance. - Odessa: Chernomorye, 1997. - 160 p.

7. Gorbyleva Z.M. The economics of tourism. Workshop: Proc. allowance. - Minsk: BSEU, 2002. - 144 p.

8. Dracheva E.L. Economy and organization of tourism. International tourism: Proc. allowance / E.L. Dracheva, Yu.V. Zabaev, D.K. Ismaev; Ed. I.A. Ryabova. – M.: KNORUS, 2005. – 576 p.

9. Dyadechko L.P. Economics of tourism business. Head helper. - K .: Center for Educational Literature, 2007. - 224 p.

10. Zorin I.V. Encyclopedia of Tourism: Directory / I.V. Zorin, V.A. Quarterly. - M.: Soviet sport, 2001. - 288 p.

11. Zorina G.I. Fundamentals of tourism: Textbook / G.I. Zorina, E.I. Ilyina, E.V. Moshniaga. - M.: Soviet sport, 2000. - 224 p.

13. Kabushkin N.I. Tourism management: Proc. allowance. - Minsk: BSEU, 1999. - 644 p.

14. Kvartalnov V.A., Zorin I.V. Tourism management: Tourism as an activity: Textbook. - M.: Finance and statistics, 2005. – 288 p.

15. Kvartalnov V.A. Strategic management in tourism: modern management experience. - M.: Finance and statistics, 1999. - 496 p.

16. Kotler F., Bowen J., Makenz J. Marketing. Hospitality. Tourism: Textbook for universities. - 2nd ed. – M.: UNITI-DANA, 2005. – 1063 p.

17. Loiko O.T. Tourism and hotel industry: Proc. allowance. - Tomsk: TPU Publishing House, 2005. - 152 p.

18. Senin V.S. Organization international tourism: Proc. allowance. - M.: Finance and statistics, 2000. - 400 p.

19. Sokol T.G. Fundamentals of tourism studies: Navch. posib. - K .: Line, 1999. - 77 p.

20. Timokhina T. L. Organization of reception and service of tourists: Tutorial. - M .: LLC "Knigodel": MATGR, 2004. - 288 p.

21. Tourism and hotel industry: Textbook. / Ed. prof., d.e.s. Chudnovsky A. D. - M .: Association of Authors and Publishers "TANDEM". EKMOS Publishing House, 2000. - 400 p.

22. Ushakov D . FROM . Applied tour operating . - M .: ICC "Mart", Rostov n / D : Publishing Center "March", 2004 – 416 p.

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24 Excelion: Informational portal: Science and education: Economics: Product life cycle. - 2002. - Access mode: http://articles.excelion.ru/science/em/23957833.html

25. 5ka.su: Main: Essays: Sports and tourism: Features of promoting a tourist product. - 2003. - Access mode: http://5ka.su/ref/sport/0_object7594.html

The tourism product life cycle is a concept that tries to describe the marketing strategy for promoting and selling a tourism product and its profit. It also looks at customer relationships, competitors, and marketing strategy from the moment a product enters the market until the product leaves the market.

The theory of the life cycle of a tourist product is based on the fact that every product, no matter how good it is, sooner or later gives way to another, more modern product on the market. Only the existence of needs remains constant, and the means of satisfying them are constantly changing. A tourist product, like many other products, is “born” and “dies”, in view of these circumstances, it must always meet the needs of customers. The nature of the use of various tourism products depends on many factors, such as state policy in the field of tourism and recreation, the position of competitors, the experience of the travel company, as well as the tastes and needs of the clientele.

In its development, the tourist product goes through several successive stages, which are characterized by fluctuations in sales and profits.

Tour product life cycle stages

The first stage is implementation stage the product itself, which includes the development phase of the tourist product and the phase of its "launch".

On the development stage research and design of a tourist product is carried out. At this stage, a detailed description of the tourist product is developed, its cost is calculated, and specific approaches to advertising and the necessary information are developed.

"launch" phase begins its action from the moment it is submitted to its target audience - consumers. This stage is characterized by the fact that the turnover of the tourist product is extremely slow, the profit is insignificant or non-existent. The staff of the travel company feels a number of difficulties with the implementation of this product. Practice shows that the costs of marketing a newly created tourist product are maximum. These costs are due to the fact that it is necessary to spend a significant part of the funds on advertising and information so that potential customers receive maximum information about the new product.

It is important to note the fact that at this stage there is practically no competition. But this circumstance is due to the fact that at the moment there is no data on a new product.

The time during which a new product is introduced to the market can vary within fairly wide limits, and will be determined by the quality of the product, its compliance with consumer needs and the correctness of the chosen strategy. tourism marketing.

growth period tourism product is characterized by a significant increase in the volume of marketing strategy, promotion and sale, as well as an increase in profits. A significant part of consumers is beginning to show interest in the tourism product itself. At this stage, the costs of tourism marketing are still quite high, but in general expenses travel company they begin to decline.

The growth stage of the tourism product is characterized by an increase in competition, and the marketing efforts themselves are focused on shaping consumers' conviction about how profitable the tourism product is. It is important to note the fact that those tourist companies that began to develop a tourist product earlier than others own more significant competitive advantages, but, nevertheless, this does not relieve them of concerns about improving the tourist product. This is because companies that are "late" will try to different ways to improve the product they introduce to the market, trying to get a leading position for themselves.

A travel company in the growth stage must clearly define the target market segment and do its best to strengthen the penetration of its product into new segments.

For example, if a travel company that successfully operates in the eco-tourism segment has managed to interest mobile tourists with its tours, then their next step may be to cover the next segment in the eco-tourism market. The company will be able to offer its tours to teachers and students, scientists who are professionally engaged in such sciences as zoology, botany, ornithology, etc.

This approach makes it possible to increase profits and attract new customers to your side. The growth stage becomes profitable for the travel company, and its continuation becomes the most important marketing task.

For stages of maturity the growth of the slowdown in the marketing strategy for the creation, promotion and sale of the tourist product and its stabilization is already characteristic. In practice, the circle of its consumers is not expanding. This picture is caused by a number of factors:

1. Entering the market with more advanced products and services.
2. Changing consumer needs.
3. Insufficient efficiency of the tourist product.
4. Increasing competition.

Also, this stage is characterized by the “phenomenon of fidelity”. Some of the regular customers are ready to use the offered tourist product again. This phenomenon is psychologically quite understandable, as it expresses a kind of nostalgia for past times, interesting events, impressions, location that remained in the memory of tourists. At the stage of maturity, the amount of income received decreases somewhat, although it remains quite high, so the travel company is trying in every possible way to extend this stage.

The main efforts of the travel company at this stage are aimed at maintaining the market share and increasing the consumption of this product through its further improvement and, if possible, a new positioning in the market. If such measures are not taken, then the product may lose its position in the market of tourist services.

decline stage is characterized by the fact that there comes a moment when the recreational tourism sector begins to be oversaturated with this tourist product. There is a steady decline in the volume of promotion and sales of this tourist product, and with it a decrease in the amount of profit received. The decrease in demand for a tourist product is due to a number of reasons - the disappearance of needs, the emergence of more advanced products on the market, a change in fashion, etc. Most often, the reason is a change in preferences in the field of tourist services.

Therefore, there should always be a thorough analysis of low-margin and well-known tourism products that need to be promoted and sold. By changing their usual image, you can again make them significant in the tourist services market for a long time. Festivals, sports games, rural tourism can be called such means. Depending on how the demand for diversification and specialization of recreational organizations develops, traditional tourism products will have the opportunity to develop and become more original and interchangeable accordingly.

By maintaining such a trip, it will be possible to keep a specific clientele and a place formed by a travel company in the tourism services market.

To do successful activity in the tourism market, it is necessary to develop a well-thought-out product strategy in detail. Strategic Decisions for the promotion and sale of a tourist product are significant within the overall marketing strategy of a tourist company. This is mainly due to the fact that the tourism product serves as an effective means of influencing the market, the main source of profit and the main concern of the tourism company. In addition, this product is the main element of the tourism marketing mix. The price, marketing strategy of promotion and sale of the tourist product are based on the features of the tourist product. In this regard, American marketers believe that if the proposed product is not able to satisfy the needs of the buyer, then the efforts and expenses that are associated with the use of other elements of tourism marketing are not able to improve the position of the tourism company in the market.

Carrying out work with the product for the economic development of the tourism company is greatly increased in market conditions. Newly introduced or improved products that are positively received by the consumer provide the company with a rather significant advantage over competitors for some time. This makes it possible to somewhat reduce the intensity of price competition, which is associated with a marketing strategy for promoting and selling a tourist product.

A product strategy in the field of tourism business is the development of directions for determining the assortment and optimizing the product range of a tourism product, which ensure the efficiency of the tourism company as a whole.

The lack of a product strategy of a travel company entails the instability of the supply structure due to the impact of random factors, loss of control over the commercial efficiency and competitiveness of the tourism product. Marketing decisions made in such situations are most often based solely on intuition, but not on sober calculation, which should take into account the long-term interests of the travel company.

A well-thought-out product strategy makes it possible to optimize the entire process of updating tourist offers, and also serves as a direction indicator for the management of a tourism company, which makes it possible to correct current decisions in a timely manner.

A travel company is developing a product strategy with future perspectives in mind. Such a perspective provides for the solution of fundamental problems related to the optimization of the structure of tourism products in general, including from the standpoint of their belonging to different stages of the life cycle, as well as the development and introduction of completely new tourism products to the service market.

Marketing in social and cultural services and tourism Yuliya Bezrutchenko

6.3. Tourism product life cycle

In determining the market potential of a tourism enterprise, the experience of studying the life cycle of goods can be very useful. The essence of the theory of the life cycle of goods is that each product, no matter how excellent consumer characteristics it may have, is sooner or later forced out of the market by another, more perfect product. Only the presence of needs is stable, and the means of satisfying them are being transformed. Any product offered on the market has a conditioned life cycle, during which it is looking for its consumers. Like every product, a tourist product goes through a series of successive periods in its formation, which are characterized by fluctuations in the amount of sales and income.

The period of introduction of the tourist product to the market is the time when the travel company first offered it to the target audience. The main characteristic of this period is the low rate of product sales and, as a result, the absolute absence of even an insignificant income. The duration of the period for introducing a product to the market may vary and is determined by the quality of the product, its response to consumer needs, the right marketing strategy and its phased implementation.

growth period can be characterized by a rapid increase in the scale of sales and, as a result, profits. Although marketing costs remain at a fairly high level, their share in the joint costs of the enterprise is significantly reduced.

maturity period can be characterized by a slowdown in the growth of sales, its stable position. This can be explained by a number of factors:

1) transformation of customer needs;

2) launching new, more advanced products on the market;

3) increased competition;

4) the product may not be profitable enough for the travel agency due to the emergence of new opportunities for more efficient investment of capital.

recession period occurs at the moment when consumers begin to get fed up with this product. There is a constant decrease in the scale of implementation and a decrease, possibly even to zero, in the amount of income received. The entry of a tourist product into a recession can be determined by a number of reasons. First, the introduction of new products to the market. Secondly, the disappearance of the need that this product met. Therefore, it is necessary to scrupulously consider both those products that give little income for several years, and those that are perfectly familiar to the market, but in order to activate sales of which it is necessary to change their image.

Therefore, the presence of a tourist product life cycle means - before the tourist enterprise three big problems. First, it must bring new products to market in time to replace those in decline (a matter of innovation). Secondly, the tourist enterprise must be able to effectively organize permanent job with existing products at each of the periods of their life cycle (a matter of a strategic approach to the periods of the life cycle of a tourism product). The third problem is to optimize the composition of the products offered by the tourist enterprise at different periods of the life cycle.

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