FEDERAL AGENCY FOR EDUCATION

OREL STATE TECHNICAL UNIVERSITY

Department of Economics and Management

COURSE WORK

in the discipline "ANALYSIS AND DIAGNOSTICS OF THE FINANCIAL AND ECONOMIC ACTIVITIES OF THE ENTERPRISE"

Analysis marketing activities enterprises

based on materials: travel agencies LLC "Intertour XXI century"

Is done by a student:

Konovalova T.V.

Group: 51 - EU

Specialty: 0805020

Course leader:

Zhurman N.V.

Table No. 1 - Initial data on the production and financial activities of the enterprise for 2005-2007 (rubles)

Table No. 2 - Consolidated analytical balance sheet (assets), (rub.)

Table No. 3 - Consolidated analytical balance sheet (liabilities), (rubles)

Introduction

1. Theoretical aspects of the analysis of the marketing activities of the enterprise

1.1 Essence and principles of marketing activities

2. Analysis and diagnostics of financial economic activity OOO "Intertour XXI century"

2.1.1 a brief description of enterprises

2.1.2 Analysis of the efficiency of the use of enterprise resources

2.1.3 Analysis of the profit and profitability of the enterprise

2.2.1 Analysis of changes in the structure of the balance sheet of the enterprise

2.2.2 Analysis of indicators of financial stability and liquidity of the enterprise

3. Analysis of the marketing activities of LLC "Intertour XXI century"

3.1 Analysis of the demand and competitiveness of the enterprise

3.2 Pricing and marketing policy of the enterprise

Conclusion

List of sources used

Introduction

The rapid development of the service sector and tourism in the city of Orel in the last decade has contributed to the formation of a system for promoting service and tourism services and, in particular, the creation of an advertising market. AT market conditions service enterprises must qualitatively meet the needs of the population in services and at the same time make a profit. This is possible only with the right marketing policy, which is implemented by the tourism enterprise.

In order to increase sales, increase efficiency and profitability, any enterprise in the service and tourism sector should be engaged in the formation of demand for its products or services and sales promotion, i.e. product promotion. For these purposes it is necessary to use a system of marketing communications.

At the moment, marketing is just beginning to develop in Russia, so the experience of marketing activities of domestic enterprises is very limited.

Based on the relevance of this problem, we have chosen this topic term paper, based on the materials of the travel agency LLC "Intertour XXI century".

The purpose of this course work is to analyze the marketing activities of the enterprise. To address this problem, we need to solve a number of problems:

1. Learn the basics theoretical aspects analysis of the marketing activities of the enterprise

2. Analyze the financial and economic activities of the enterprise, identifying positive and negative sides development of this travel agency.

3. Analyze the marketing activities of Intertour XXI Century LLC, considering the competitiveness and demand for the services of this company.

This course work consists of three chapters. The first chapter contains the theoretical aspects of the analysis of marketing activities. Secondly, a study is given financial and economic activities of the travel agency, and the third analyzes the marketing activities of the enterprise under study.

The following documents were used as information sources for writing this work: balance sheets, literature on the financial and economic activities of the enterprise, publications of economic journals and newspapers.

1. Theoretical aspects of the analysis of the marketing activities of the enterprise

1.1 Essence and principles of marketing activities

Marketing is a system for organizing and managing the production and marketing activities of enterprises, studying the market in order to form and satisfy demand for products and services and make a profit.

As a management function, marketing is no less important than any activity related to finance, production, research, logistics, etc.

Marketing is a complex, multifaceted and dynamic phenomenon. This explains the impossibility in one universal definition to give a complete, adequate description of marketing to its essence, principles and functions.

Basic principles follow from the essence of marketing. However, in domestic and foreign literature under the "principles of marketing" are understood quite different things. Having considered the positions of various authors, comparing them, we single out the following fundamental principles:

1. Careful consideration of the needs, state and dynamics of demand and market conditions when making economic decisions;

2. Creation of conditions for maximum adaptation of production to market requirements, to the structure of demand (and based not on momentary benefits, but on a long-term basis);

3. Impact on the market, on the buyer with the help of all available means, primarily advertising;

Marketing activity is a set of activities focused on the study of such issues as:

Analysis of the external (in relation to the enterprise) environment, which includes markets, sources of supply and much more. The analysis allows you to identify factors that contribute to commercial success or create an obstacle to this. As a result of the analysis, a data bank is formed to make reasonable marketing solutions;

Analysis of consumers, both actual (acting, buying the company's products) and potential (who still need to be convinced to become relevant). This analysis is to study the demographic, economic, geographical and other characteristics of people who have the right to make a purchase decision, as well as their needs in the broadest sense of this concept and the acquisition processes of both our and competing products;

Merchandise and distribution planning, including the creation, if necessary, of appropriate distribution networks with warehouses and shops, as well as agency networks;

Providing demand generation and sales promotion (fosstis) through a combination of advertising, personal selling, prestigious non-profit events (“public relations”) and various types of economic incentives aimed at buyers, agents and direct sellers;

Ensuring a pricing policy, which consists in planning systems and price levels for exported goods, determining the “technology” for using prices, loan terms, discounts, etc.;

Management of marketing activities (marketing) as a system, i.e. planning, implementation and control of the marketing program and individual responsibilities of each participant in the work of the enterprise, assessment of risks and profits, the effectiveness of marketing decisions;

For the implementation of the above activities, it is necessary to take into account the large role of those on whom, in essence, the effectiveness of the marketing strategy depends, namely the subjects of marketing, which include manufacturers and service organizations, wholesalers and retailers. trade organizations, marketers and various consumers. It is important to note that although the responsibility for performing marketing functions can be delegated and distributed different ways, in most cases they cannot be neglected at all, they must be carried out by someone.

1.2 The process of managing marketing activities in the enterprise

Every firm, enterprise or company is interested in the effective management of its marketing activities. In particular, she needs to know how to analyze market opportunities, select suitable target markets, develop an effective marketing mix, and successfully manage the implementation of marketing efforts. All this makes up the process of marketing management.

In market conditions, it is not enough to rely on intuition, the judgments of managers and specialists, and past experience, but it is necessary to obtain adequate information before and after making decisions. A large number of factors influence the nature of decisions made. And the main thing is not even in quantity, but rather in the unpredictability of most of them. The behavior of competitors, for example, often goes beyond traditional patterns. The situation is complicated by the fact that the marketing management system operates in real time.

Under marketing information refers to information obtained during the study of the process of exchanging the results of socially useful activities and interaction regarding such an exchange of all subjects market system used in all areas (levels) of business, including marketing activities.

One of the main goals of marketing research is to determine the company's market opportunities. It is necessary to correctly assess and predict the size of the market, its growth potential and possible profit. Sales forecasts will be used by the finance department to raise capital or investments, the production department to determine capacity and planned productivity, the supply department to make purchases according to need, and the human resources department to hire the necessary workforce. After all, if the forecast turns out to be far from reality, the company will spend cash on the formation of excess stocks and production capacity or, failing to meet the needs of the market, will miss the profit.

One of the conditions for developing a competent marketing plan is the study of consumer markets and consumer behavior.

Price, like the product, is an element of the marketing mix. A company that pursues a certain pricing policy actively influences both the volume of sales in the market and the amount of profit received. The commercial results, the degree of efficiency of all production and marketing activities of the company, the enterprise depend on how correctly and thoughtfully the pricing policy is built.

The price strategy of an enterprise is an activity that is associated with a continuous process of adjustment. The pricing strategy needs to be reviewed:

1. When new products are created.

2. When products are improved.

3. When the competitive environment in the market changes.

4. When the product goes through different stages life cycle.

5. When production costs change.

Maintaining a pricing policy requires excellent knowledge of the market situation, high qualifications of decision makers, and the ability to anticipate possible changes in the market situation. When setting prices, one should not only know their lower and upper limits, beyond which their use is not economically justified, or causes punitive sanctions, but also flexibly maneuver prices within these limits so that at a certain point in time these goals would be optimal for both the seller as well as for the buyer.

The means of promoting goods to the market, the purpose of which is to stimulate demand, are one of the most important components of the marketing mix. The main ones are: advertising, public relations, organization of exhibitions, fairs, discounts, trade on credit, etc.

Advertising is a message intended for a certain predetermined group of people, paid for by a specific customer and aimed at inducing this group to specific actions desired by the customer.

Public Relations is defined as "the promotion of a common understanding of goodwill between an individual, an organization and other people, groups of people or society as a whole through the dissemination of explanatory material, the promotion of exchange and the evaluation of public reaction." The task of the Public Relations Manager is to prepare and conduct press conferences, briefings, press cocktails, presentations, meetings with company executives, press releases, photographs and other materials for printing, on the basis of which articles, essays and reports will then be written.

Marketing planning is important. It is done differently in different organizations. This concerns the content of the plan, the duration of the planning horizon, the sequence of development, the organization of planning. Thus, the scope of the content of the marketing plan for different companies is different: sometimes it is only slightly wider than the plan of the sales department. Individual organizations may not have a marketing plan at all, as an integral document. The only planning document for such organizations may be a business plan drawn up either for the organization as a whole or for individual areas of its development. In general, we can talk about the development of strategic, as a rule, long-term plans and tactical (current), as a rule, annual and more detailed marketing plans.

A marketing plan is developed for each strategic business unit of the organization and, in terms of formal structure, usually consists of the following sections: executive summary, current marketing situation, hazards and opportunities, marketing objectives, marketing strategy, action program, marketing budget and control.

Marketing planning is increasingly being used by many firms in the Russian Federation, although it meets many opponents. There are cases when enterprises, having adopted this powerful tool of the market economy, subsequently abandoned it. There is a perfectly logical explanation for such facts. The fact is that the system of planning in general and strategic planning in particular is not subject to blind copying, which was observed in most cases. Any enterprise has individual characteristics related to the organizational structure, values, technology, personnel, scientific potential, etc. Thus, organizations, in order to achieve maximum economic effect, need to adapt existing system marketing planning to the environment in which it operates.

In order to implement the concept of marketing in an enterprise, it is necessary to create an appropriate marketing service. Currently, without such a service providing marketing research By studying the prospects for demand, consumer requirements for a product and its properties, the trends of these requirements under the influence of various factors, it is difficult for manufacturers to survive in the competition. The ultimate goal of the functioning of marketing services is the subordination of all economic and commercial activities enterprises to the laws of existence and development of the market. Both manufacturers and consumers of products are interested in this. In the evolution of marketing departments, four stages of development can be distinguished, each of which is also found in the activities of today's companies.

Stage I - marketing as a function of distribution. Marketing of goods at this stage was relatively simple. The sales department plays a relatively important role.

Stage II - organizational concentration of marketing tasks as a function of sales. The emergence of sales problems and a better understanding of the role of marketing led to significant organizational changes.

Stage III - the allocation of marketing to an independent service, is characterized by the emergence of a specialized marketing service that has equal rights with other divisions of the enterprise. The marketing manager decides appearance, packaging, product name.

Stage IV - consists in the orientation of all areas of the company's activities to the requirements of marketing. Marketing is seen as main function companies. In fact, most companies are in the third stage of marketing development.

In real life, there are many different forms of organization of the marketing service, but we will limit ourselves to considering only some basic organizational structures:

1. Functional structure marketing. This form of organization means that marketing is on par with other functional divisions companies. Problems associated with such an organization: a) group selfishness, difficulties with coordination; b) the solution of tasks that go beyond the limits of competence is transferred to the top, which entails the danger of excessive centralization; c) employees do not always understand the ultimate goal; motivation decreases.

2. Organization by product. The more heterogeneous the program, the more diversified the company, the more dynamic the market, the better the organization by product. When organizing by product, functions relating to all products are usually transferred to the upper levels of management.

3. Organization by clients. When organizing customer marketing, each department is assigned a specific customer group or market segment. Such a structure justifies itself if the market segments are large enough and differ significantly from each other.

4. Organization of marketing on a geographical basis. Such structures may be suitable for companies with a large sales volume, within which there are regions with different requirements to the product.

5. Matrix marketing organization is based on at least two structuring criteria. With their help, companies are trying to overcome the problems that are characteristic of one-dimensional management structures.

2. Analysis and diagnostics of financial and economic activities of OOO "Intertour XXI century"

2.1.1 Brief description of the enterprise

LLC "Intertour XXI century" has existed for more than 7 years and is one of the competing travel agencies in tourist market the city of Orel. This company was organized in 2002, the chief director of which is Galushko Olga Nikolaevna.

This company is no longer licensed, in accordance with the legislation of the Russian Federation, but has a certificate of conformity.

Society with limited liability"Intertour XXI century" is legal entity and builds its activities on the basis constituent documents and current legislation.

LLC "Intertour XXI century" is located at the address: 302001 Russia, Orel, st. Komsomolskaya, 25, near the city center.

The travel agency Intertour XXI Century LLC works as a travel agent, offering its clients not only domestic Russian, but also international routes. Being engaged at the same time exclusively outbound tourism. At the moment the company works with 32 tour operators.

The number of vacationers per year is about 340 people. The main areas that are most popular are:

Inside Russian: Gelenzhik, Crimea, St. Petersburg, Anapa and Sochi;

International: Greece, Turkey, Spain, Croatia, Egypt.

Basically, the main purpose of clients traveling abroad is sightseeing, shopping, sports, recreational and cultural events and participation in them, holidays on the beaches and in the mountains. The rest go to resorts and sanatoriums.

2.1.2 Analysis of the efficiency of the use of enterprise resources

The resources of the enterprise consist of the means of labor (fixed assets), objects of labor (working capital) and labor (personnel).

In order to analyze the efficiency of using the resources of a given enterprise. To begin with, we will determine the level of provision of employees of the enterprise with fixed assets. To do this, we calculate the capital-labor ratio:

To assess the efficiency of the use of fixed assets, we calculate the following coefficients:

Capital productivity of fixed assets. economic sense indicator - how many rubles of production can be obtained from 1 ruble of invested fixed assets.

Capital intensity of fixed assets. The economic meaning of the indicator is how many rubles of fixed assets must be invested in order to get 1 ruble of production.

We will enter the obtained data in a table and analyze the resulting result.

Table No. 1 - Analysis of the efficiency of the use of fixed assets

Based on the data in the table, it can be noted that the capital-labor ratio is gradually increasing, this indicator increased by 2796 rubles / person. in 2007 compared to 2005. The return on assets also increased by 0.44 rubles/ruble in 2006 compared to the previous year and by 0.42 rubles/ruble in the next year. However, analyzing the capital intensity, we can say that this indicator has decreased from 0.33 rubles / ruble. in 2005 to 0.25 rubles / rub., in 2007.

Now we will analyze the use of working capital of the enterprise. To begin with, we calculate the turnover ratio, which characterizes the number of turnovers made by working capital for a certain period and is the ratio of sales proceeds to the amount of working capital. In 2005 it was 48 times, in 2006 23.7 times, and in 2007 24.7 times.

Then we calculate the coefficient of consolidation or loading in turnover, which amounted to 0.02 in 2005, and 0.04 in 2006 and 2007.

The duration of one turnover per year in 2005 was 7.5 days, in 2006 15.2 days, and in 2007 14.6 days.

The obtained data will be analyzed in the table below.

Table No. 2 - Analysis of indicators of the efficiency of the use of working capital

The table shows that in 2005 the efficiency indicators for the use of working capital were much better than in comparison with 2006 and 2007. The turnover ratio has almost halved, which is why there was an increase in the fixing ratio. The dynamics of growth in the duration of turnover has also increased, which indicates the inefficient use of working capital at this enterprise.

Let's analyze the factors that influenced the change in the turnover ratio:

6. =-29,3+6=-23,3

It follows from the analysis that the increase in the turnover ratio is due to the positive impact of sales proceeds, but this trend is offset by a decrease under the influence of the amount of working capital and a general focus on reducing the turnover ratio is manifested.

For any company operating in the service sector, a very important role is given to the staff, the quality of their work, the ability to attract the attention of the client. That is why the analysis of the effectiveness of the use labor resources so important to this company.

To do this, we analyze the table below.

Table No. 3 - Analysis of the efficiency of the use of labor resources

According to the data from the table, it can be seen that the number of personnel has not changed for 3 years, which indicates the stability of the staff. The average monthly salary is 7166 rubles. However, due to the increase in the volume of marketable output, there was an increase in labor productivity by 116.1% compared to 2005 and 2006 and by 113.9% compared to 2006 and 2007. A slight increase is also observed in other indicators of the efficiency of the use of labor resources.

In order to analyze the efficiency of the use of material resources, it is necessary to consider the table.

Table No. 4 - Analysis of indicators of the efficiency of the use of material resources

The table shows that the indicator of material consumption is gradually decreasing, which has a positive effect on the enterprise. Accordingly, the reduction in material consumption is due to an increase in material productivity from 450 rubles/ruble in 2005 to 594 rubles/ruble in 2007.

After analyzing the efficiency of the use of fixed assets, working capital of the enterprise, as well as the efficiency of the use of labor and material resources, we can say that the enterprise as a whole worked positively.

2.1.3 Analysis of the profit and profitability of the enterprise

To analyze the profit and profitability, it is necessary to analyze the following table.

Table No. 5 - Analysis of the formation of profit (rub.)

Based on the data in the table, we can say that the balance sheet profit of this enterprise gradually increased by 20,453 rubles. in 2006 compared to 2005 and by the same amount in 2007 compared to the previous year. There was also a slight increase in non-operating income. The taxable amount increased by 14316 rubles. in 2007 compared to 2005. The net profit also increased by 18,735 rubles. from 2005 to 2007, the figure amounted to 272,973.8 rubles. However, analyzing the profit from sales, it should be noted that this indicator decreased by 26,978 rubles. in 2007 compared to 2005.

Table No. 6 - Analysis of profitability indicators

This table shows that the sales profitability indicator slightly decreased both in 2006 by 0.02% and in 2007 by 0.05% compared to 2005. However, the return on capital has remained stable over 3 years, this figure is 0.2%.

2.2.1 Analysis of changes in the structure of the balance sheet of the enterprise

To evaluate the dynamics financial condition enterprises, we will group the balance sheet items: assets - according to the principle of liquidity; liabilities - according to the urgency of obligations.

Let's assess the structure of balance sheet assets and liabilities, which are presented in the tables below.

Table No. 7 - The structure of the assets of the balance sheet of the enterprise, rub.

Table No. 8 - The structure of the liabilities of the balance sheet of the enterprise, rub.

The table shows that there is an increase in equity capital. However, at the same time, accounts payable are increasing from 463,152 to 681,271, which already indicates signs of a “negative” balance. The rest of the indicators are not stable.

To assess the financial condition of the enterprise, we calculate the coefficient of financial autonomy or the share of equity in total capital, reflecting the structure of the balance sheet. Let's analyze the indicators in the table.

Table No. 9 - Analysis of indicators of the balance structure

The analysis showed that the share of equity in the total capital of the enterprise is gradually increasing from 0.67 in 2005 to 0.7 in 2007. A coefficient financial risk on the contrary, it decreases in 2006 compared to 2005, but in 2007 it grew slightly. This indicator indicates that the amount of financial risk decreases, as the dependence of the enterprise on borrowed funds also decreases.

2.2.2 Analysis of indicators of financial stability and liquidity of the enterprise

Indicators of financial stability characterize the state and structure of the assets of the enterprise and the availability of their sources of coverage, that is, liabilities. Let's calculate the dynamics and draw conclusions about the existing trends in financial stability indicators.

Calculate the indicators of financial stability, characterizing the state of working capital and analyze them in the table.

Table No. 11 - Analysis of indicators characterizing the change in current assets

The amount that remains to cover working capital is shown by own working capital. The dynamics of this indicator increases from 212435 in 2005 to 753545 in 2007. In accordance with this, as well as with a sharp increase in inventories, the ratio of the provision of material costs with own working capital decreases by 1.6 by the end of 2006. and increases by 3.4 by the end of 2007. This indicates that the position of this enterprise is not stable, but, nevertheless, the values ​​of the indicator exceed the normative ones, which means that the enterprise does not need additional borrowings.

In 2005 and 2006, the enterprise's own working capital security ratio was stable, it was 0.6, but by 2007 it had grown sharply to 1. This indicator in the reporting and base years fully complies with the standard, thus revealing the ability of the enterprise to cover own funds current assets necessary for the activity.

The coefficient of flexibility of own working capital during the base period did not change, after which it increased by 0.3 in the reporting year, which indicates an improvement in the financial condition of the enterprise.

After analyzing the indicators of the financial stability of the enterprise, we calculate the indicators of liquidity and solvency.

On the basis of the conducted grouping of assets depending on the degree of liquidity, and liabilities according to the urgency of payment (table No. 8, No. 9), we will check the fulfillment of the liquidity conditions of the balance sheet.

For 2005: A1<П1; А2>P2; A3>P3; A4>P4 - only two conditions coincide.

For 2006: A1<П1; А2>P2; A3>P3; A4>P4 - two conditions match.

For 2007: A1<П1; А2>P2; A3>P3;A4<П4 - совпадают три условия.

This analysis shows that the balance sheet of this enterprise is not absolutely liquid, because no year fulfills all four conditions. However, in 2007, liquidity increased, which indicates the establishment of the enterprise.

Next, we calculate the company's liquidity indicators for the period under review in Table No. 12. These indicators make it possible to determine the company's ability to pay its short-term obligations by realizing its current assets.

An enterprise can be liquid to a greater or lesser extent, since the composition of current assets includes heterogeneous working capital, among which there are both easy to sell and hard to sell to pay off external debt.

Table No. 12 - Analysis of liquidity indicators

The data from the table indicate that the absolute liquidity ratio is gradually increasing from 027 to 0.4, the values ​​of which correspond to the standard, that is, >= 0.2 - 0.5. What cannot be said about the adjusted liquidity ratio, the values ​​of which are below the presented standard (>=1). However, the closest value to the standard was in 2006, after which there was a sharp decline. The coverage ratio is also far from the specified standard (>2). In 2006, its growth was observed, after which it again decreased from 0.89 to 0.62.

Analyzing the indicators of financial stability and liquidity of the enterprise, we can conclude that, in general, the enterprise worked positively and is not now in a critical situation.

3. Analysis of the marketing activities of LLC "Intertour XXI century"

3.1 Analysis of the demand and competitiveness of the enterprise

To date, in the city of Orel, the number of travel agencies has increased significantly. In this regard, fierce competition is also increasing, which forces everyone to occupy their own niches in the tourist market of this city. In total, 54 work in the region travel companies, out of 20 operating travel agencies, only 6 offer trips along intra-regional tourist routes, while the rest are mainly engaged in outbound tourism.

Intertour XXI Century LLC, like most travel agencies, works as a travel agent, offering its tourists not only domestic, but also foreign tours.

Analyzing the demand of consumers for the services of this travel agency, it should be noted that in recent years there has been an increase in tourists from 302 people in 2005 to 348 people in 2007.

Basically, the main purpose of clients traveling abroad is sightseeing, shopping, recreational and cultural activities and participation in them, relaxing on the beaches. The rest go to resorts and sanatoriums.

However, it should be noted that the company's activity is mainly seasonal, since the tourist flow in winter is almost zero.

It is possible to identify several time periods when Oryol tourists prefer to spend their holidays abroad:

1 Two summer months July and August, especially August is the biggest peak.

2 Autumn school holidays and November holidays.

3 New Year and winter school holidays.

5 Spring school holidays.

The age composition of clients is different, both young and elderly people come. However, when analyzing tourists by age category, it should be noted that there are significantly more people aged 25 to 45 than older people. More often they are sent by families than traveling alone.

Considering tourists by gender, the company's clients are most often women - about 60%, than men, who make up 40%.

To consider the competitiveness of this company, we analyze the 12 most famous travel agencies in the city of Orel by type of tourism. The data are presented in the table below.

Table No. 13 - Analysis of the types of tourism offered by Oryol travel agencies.

It can be seen from the table that the largest number types of tourism have several firms, these are: "Intourist" and "Tourinfo". The lowest figure for the travel agency "Sphere" is due to the concentration of its efforts only on the organization of beach tourism.

Intertour XXI century, like most other travel agencies, offer their customers only beach and cultural tourism, which indicates a rather difficult situation for this company in the competition when offering these types of services.

A less tense situation is observed in such areas as educational, religious and shopping tourism. Sports and business tourism are not represented at all, this niche is free, and this should be taken into account by companies entering the tourism market.

An important indicator of competitiveness is the list of proposed vacation spots. To do this, let's analyze another table.

Table No. 14 - Places of rest offered by Oryol travel agencies

The table shows that firms specialize in one or two areas. Basically, travel agencies offer the same range of services. Intertour XXI Century LLC, like many others, offers only historical and cultural centers and sea resorts, which also negatively affects the competitiveness of this enterprise.

Places with untouched nature and mountainous areas turned out to be completely undeveloped, which at the moment is already gaining momentum and becoming more and more popular both throughout the world and in our country. Given this information, we can offer Intertour XXI Century LLC to diversify its list of services with promising areas, while increasing its competitiveness.

AT recent times one of the priorities in the activities of travel agencies in the city of Orel was the regulation of the quality of travel services. Moreover, quality assurance has become the most effective way survival in a highly competitive environment. Therefore, it is very important to determine the level of service during tours offered by Oryol travel agencies.

Tourist service classes are used to indicate the quality of the services provided. Regulatory standards for establishing classes of tours and service programs do not exist both in our country and on the international market. Therefore, tour operators and travel agents, when promoting and selling a tourist product, conditionally designate the level of service in the following categories: “luxury”, first class, tourist class, economy class. Let's analyze the quality of service in the table.

Table No. 15 - Class of Service

This table clearly shows that only two travel agencies offer all classes of service, these are Turinfo and Intourist. Basically, the activities of travel agencies are aimed at selling economy class, they offer tourist class tours a little less, this indicates that the majority of the population traveling on an average-income trip. LLC "Intertour XXI century" offers, like everyone else, only economy and tourist class.

Having considered all the tables as a whole, we can say that Intertour XXI Century LLC is a fairly competitive travel agency, offering a wide range of services on the tourist market. It is obvious that the strongest competitors are Intourist and Turinfo. On an equal footing with LLC "Intertour XXI century" are: "Oreltourist", "Remix-tour". Less competitive, which do not pose a threat to LLC "Intertour XXI century" are: "Sphere", "Azimut" and "MKP".

After analyzing the competitive positions of travel agencies in the Oryol region. It can be said that at present there is quite tough competition in the tourism industry of the region. The three oldest companies with solid experience have to compete with young and enterprising travel agencies.

3.2 Pricing and marketing policy of the travel agency

One of the most important marketing decisions in tourism is the decision to price a product or service. When setting the price of a tourist product, first of all, the nature of competition in this tourist market and the analysis of the pricing policy of competitors are taken into account.

It is worth noting that in pricing decisions, firms choose one of three strategies for setting the price of a tourism product:

1 Firms may decide to sell their product (service) at a market price, that is, at a price generally recognized in the market. In this case, firms are considered to operate in conditions of non-price competition.

2 Firms can appoint more than low price compared to current market prices. Firms that practice this kind of discounting policy create a reputation for themselves as firms trying to achieve a higher sales boost than their competitors.

3 Setting a price above the market. At this approach the focus is on quality, which many customers believe is a function of price. Quality generates more costs.

In Intertour XXI Century LLC, of ​​all the above strategies, the most common one today is the sale of a tourist product at a market price. The main competitive feature is that this company is a multidisciplinary travel agency, distinguished by reliability and high quality customer service, which is guaranteed by more than seven years of experience of its employees in the travel services market.

Analyzing the prices for services, we can say that the most expensive tours in the company to India, the prices are about $ 850 -950 for a 7-day tour. A trip to France will cost a tourist $495-600, to England $500-540, to Malta $530-650.

The cheapest tours are tours to the Czech Republic for $150 and Hungary for $175-180. Therefore, the clients of this company are people, both with high and medium incomes, who prefer to spend time traveling.

The profit of Intertour XXI Century, like any other company, largely depends on the demand for the services provided. That is why, to increase the demand for services, many travel agencies offer their customers various discounts. Today in the world there are about 20 types of discounts for the services provided, such as:

seasonal discounts,

special discounts,

Discount per turnover (bonus),

corporate discounts,

Dealer discounts and so on.

However, this method, which helps to increase the promotion of sales of services, has not been developed at INTERTUR XXI Vek LLC. The company only offers special discounts for "faithful" and regular customers. Discounts range from 3-7%.

Discounts for "loyal" or prestigious buyers - a special type of discounts found in commercial practice are discounts for "loyal" or prestigious buyers. Such discounts, as can be seen from their very name, are provided by INTERTOUR XXI Vek LLC to such buyers who:

or regularly make purchases in this company over a long period of time;

These discounts are granted on a purely individual basis and can be issued, for example, in the form of personalized customer cards. However, INTERTUR XXI Vek LLC does not use such cards. This discount varies from 5% to 7%.

To promote your services, you need to properly and clearly conduct marketing activities. After all, advertising in tourism is one of the most important means of communication between the producer and consumer of travel services. Today, no service enterprise can successfully conduct business without advertising in one form or another. In order to sell any product or service, it is necessary, first of all, that this product or service be familiar to the buyer, and he felt the need and need to purchase them.

At the beginning of its activity, LLC "Intertour XXI century" placed advertising and information material in many advertising media. Advertising was both on television on the channel ORT, RTR, and on the radio "Silver Rain", "Autoradio". To date, this travel agency has abandoned this expensive tool and decided to save its financial situation by placing ads in only a few newspapers, such as:

- "From hand to hand"

In addition, a pillar is located on Komsomolskaya Street not far from the office. Pavement signs are portable panel structures placed by the company during their working hours. They are placed in pedestrian areas and on sidewalks so that they do not interfere with the passage of pedestrians.

However, according to CEO in the tourism industry big role given to oral advertising. After all, positive and negative feedback spread in tourism much faster than in any other field of activity.

Despite the fact that the number of clients has increased over the past year, in our opinion, it is still necessary for this company to expand both marketing and pricing policy by introducing the following ways of improvement.

1. Expansion of marketing policy through the use of other means mass media, namely the placement of advertisements on the radio.

2 Use of additional discount systems such as: off-season discounts; providing discounts for newlyweds; group; temporary discounts.

Indeed, today, in the face of constantly increasing competition, a travel agency needs to take into account not only its own financial interests, but also the interests of the buyer in order to retain it and maintain its market share. And this can be achieved only if a pre-developed pricing and marketing policy is observed, using all modern developments.

Conclusion

The saturation of the tourism market with a variety of tourism services, the intense competition of travel companies for consumer preferences, the ability of entrepreneurs to independently determine goals, strategies, and management structures have necessitated and enabled the use of marketing in the field of tourism. Marketing as an active process solves a number of tasks necessary for the smooth functioning of a company in a market economy.

Thus, marketing research of consumers of a tourist product is a systematic determination of the range of data required in connection with the marketing situation facing the company, their collection, analysis and reporting on the results, and the subsequent use of the study, which is a process consisting of several stages.

In this term paper we reviewed the analysis of marketing activities, one of the travel agencies of the city of Orel, Intertour XXI Century LLC. Based on the goal, the following tasks were solved:

1. Studied the main theoretical aspects of the analysis of the marketing activities of the enterprise

2. We analyzed the financial and economic activities of the enterprise, identifying the weaknesses and strengths of the travel agency.

3. We analyzed the marketing activities of Intertour XXI Century LLC, considering the competitiveness and demand for the services of this company.

After analyzing the changes in the structure of the balance sheet, we saw that the financial risk ratio decreased, saying that the amount of financial risk is decreasing, as is the company's dependence on borrowed funds.

The financial position of the enterprise is unstable, with an average level of solvency, but, nevertheless, the values ​​of the indicator exceed the normative ones. A firm's liquidity is relative, as no single year fulfills all four conditions.

Of the entire period under review, 2007 is the most positive among the rest, this growth can lead the company to rise and even more gain a significant market share.

Speaking of marketing analysis, we can conclude that this company is quite competitive among other travel agencies in Orel. Travel agencies have the strongest influence on the tourism market: Intourist and Turinfo. To improve the marketing policy, we proposed: to use additional system discounts, as well as advertising on the radio.

List of sources used

1. Bakanov M.I. Theory of analysis of economic activity: Textbook. - 4th ed., revised. and additional [Text] / M.I. Bakanov, A.D. Shermet - M.: Finance and Statistics, 1997.

1. Grachev A.V. Financial stability enterprises [Text] / A.V. Grachev - DIS, 2004

2. Durovich A.P. Marketing in tourism [Text] / A.P. Durovich. - M.: OOO New knowledge, 20002.

3. Efimova O.V. Analysis of liquidity indicators [Text]// O.V. Efimova Accounting. - 1997 - No. 11, p. 27 - 28.

4. Kovalev V.V. Financial analysis: capital management, investment choice, reporting analysis [Text] / V.V. Kovalev - M.: Finance and statistics, 1994, p. 86-196.

5. Kovalev V.V. Financial analysis: methods and procedures [Text] / V.V. Kovalev - M.: Finance and statistics, 2002

7. Savitskaya G.V. Analysis of the economic activity of the enterprise [Text] / G.V. Savitskaya - Infra - M, 2007

8. Soboleva E.A. Sobolev I.I. Financial and economic analysis of the activities of the travel agency [Text] / E.A. Soboleva, I.I. Sobolev - M.: Finance and statistics, 2006

9. Theory economic analysis. [Text] / Ed. Shermeta A.D. - M.: Progress, 1982.

10. Walker J. Hospitality management: textbook / J. Walker - M.: Unity-Dana. - 2006. - 851 p.

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3.1. Scheme of marketing activity of a tourist enterprise

Schematically implementing marketing in activities tourist enterprise can be represented by the following steps:

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). United marketing strategy tourist enterprise consists of:

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

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

4. Administrative Marketing, which is a continuous process of managing marketing activities. General management functions are planning, organization, regulation and control over 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 capabilities of an enterprise are largely determined by legislative acts regulating external environment tourist enterprise (for example, the Law "On the 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 of marketing analysis of the possibilities of a tourist enterprise, the following methods are used:

- SWOT analysis– detailed analysis of the internal and external environment;
- situational analysis(method "5 * 5" A. Meski) - analysis current situation, 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 communicative (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 of shareholder value, 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, competitiveness of the product, market power of the brand, penetration, repeat purchases and intensity of consumption, indicators of the “perceived value” of the product, market coverage, workload of 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 profits of the enterprise;
- financial planning marketing costs are produced 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 to individual marketing activities.
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 constant maintenance functioning of the marketing system of a tourist enterprise, as a rule, these are the costs of maintaining marketing employees (services), regular marketing research and the creation of a marketing data bank, financing work on the 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. Tourism product study(novelty, competitiveness, compliance 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, but recently the following gradation is most often used:

- 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 life values consumer and determine how they affect his purchasing behavior.

4. Studying competitors(major competitors with the largest market share; most dynamic competitors; 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 are tangible assets (material and technical and financial) and intangible assets ( trademark, prestige, image of the enterprise, staff competencies) that a tourist enterprise has. Competitor analysis is recommended to be carried out in the form of tables showing their strengths and weak sides, 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.

test 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 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 of activity 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.

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 manage the activities of the travel agency, line managers determine specific mechanisms, procedures and algorithms for the implementation professional duties employees of the company, ensure the return of each employee and, in general, in 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 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 regional market 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 define the circle potential clients firms, their requests and wishes, financial capabilities, and, based on this, then determine the 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 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 helps to maintain the spirit 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 pricing, marketing, advertising activities of the company, methods of sales promotion, 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 advertising, operational analysis of the effectiveness of their implementation and, if necessary, adjustment;
• - development of proposals for the formation and adjustment of a positive image of a 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 tourist product is a product of the company, and therefore its formation in the quantity and quality demanded target audience, is an 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. Obviously, in the face of fierce competition between local travel agencies, high demand of the population to rest 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 the New Year holidays, May holidays, summer holidays, days off, 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.

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.

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.

The tourist product and the price level for different kinds services when a travel agency offers sightseeing, 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 operator firms 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 specified activity within the framework of the marketing mix 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.

Places of sale of tourist products as the next element of the marketing mix in relation to the company "Pink Elephant" are due to two points: the location of the company in Rostov-on-Don and purposeful work to attract new customers to the services of the company. 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 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 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 Pink Elephant travel agency 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.

Let's analyze the use of marketing techniques on the example of a particular tourist enterprise. Such an enterprise in this work will be the travel agency "Alexandria" Nizhny Novgorod.

This agency is one of the most successful agencies in the city, which is evidenced by a large flow of customers, a large volume of regular customers who purchase tours above the middle class and the ability to provide a fixed wages by your employee, as well as providing premiums and bonuses for the sale of V.I.P. - tours and organization of incentive tours for their staff.

The travel agency in question is still quite young and has been on the market since 2009. But, despite this, "Alexandria" has already reached certain heights in the tourist market (this is evidenced by numerous diplomas from tour operators with which the agency successfully cooperates: Pegas Tour, Mostravel, Tez Tour Anex tour, Lanta tour and many others).

The office also has a system of air ticket offices, through which the sale of air tickets for flights of both Russian and foreign airlines is carried out.

We define the main segment in which the travel agency in question operates.

The consumer contingent of this agency is as follows: basically, tours purchase successful entrepreneurs aged 30 to 55 years, whose income level is above average. Most often these are family people, so vouchers are purchased for 2 - 4 persons. Travel motivation: the desire to relax, the desire to get treatment, the desire to get an extreme type of tour. services (diving, safaris, exotic countries, etc.).

Thus, we can draw the following conclusion - since the clients of this travel agency are mostly promising, successful entrepreneurs, this group of consumers allows you to quickly recoup the costs of producing and promoting your tourist product. However, one should not dwell only on this segment, since the company must win consumer favor. It is on this basis that all marketing efforts should be directed to the formation of strong preferences among both real and potential customers. The task here is to attract new categories of customers. However, one should also take into account the fact that the expansion of the consumer category requires the development of a new tour. a product that will be focused specifically on him, which, accordingly, will take time and money.