Essence and principles strategic management firm. Definition of the concept of strategy. Strategy components. Marketing policy as a basis for planning the activities of the company. Strategic Marketing. Strategic planning. Prerequisites for the emergence of strategic management of a travel agency. Benefits of a strategic approach to management. The main objectives of the strategic management of the travel agency. Types and methods graphic representation travel agency problems. Levels of strategy in strategic management. Strategic management cycle. Mission and organization goals.

Analysis of the external environment and competitive forces in the industry. Four levels of organization strategy formation: corporate strategy, strategy homogeneous group production (business strategy), functional strategies, operational strategies. Types of competition of tourist enterprises in market economy. Analysis of industry competition. Evaluation of the attractiveness of the industry from the standpoint of an individual company. The concept of the national rhombus M. Porter. Determinants of competitive advantage. The concept of driving forces. System map "organization - external environment". Macro environment analysis. Analysis of the microenvironment. Five forces of competition model. Mapping methodology strategic groups. Assessment of the competitiveness of the company.

SWOT analysis and PEST analysis. The meaning and purpose of internal analysis. Analysis of the internal environment of the enterprise. Purpose of internal analysis. Principles of internal analysis. Evaluation of strengths and weaknesses. Identification of strengths and weaknesses by type of activity. Strategic cost analysis based on the value chain. General provisions. PEST analysis. H Four groups of factors are most significant for the strategy of the enterprise. Purpose of PEST analysis. The procedure for conducting a PEST analysis.

Analysis of the internal environment of the organization and its components. The order and methods of evaluation current state travel company. Evaluation of current strategies. External effectiveness of the strategy. Internal effectiveness of the strategy. Analysis of the use of the organization's potential. Strengths and weaknesses of the organization. SWOT analysis. Comparative analysis competitive advantage. Assessment of the competitiveness of the company. An indicator of the firm's competitiveness. Product competitiveness indicator. Efficiency criterion production activities competitors. Structural and functional approaches in determining the position of the firm in a competitive environment. Economic performance of the firm. Matrix methods for assessing the level of competitiveness. The concept of the competitive status of the firm. Peculiarities key factors success in tourism.

Strategies of the company's behavior in a competitive environment. Types of strategies. Classification of competition strategies. Basic strategies. The effect of scale and the effect of development. Cost minimization strategy. focus strategy. Differentiation strategy. Innovation strategy. portfolio strategies. Classification of diversification strategies. The strategy of pumping capital and liquidation. Approaches in the strategy of course change and restructuring. functional strategies. Directions for the implementation of the offensive strategy. Strategy of direct and reverse vertical integration. Leader strategies. Strategies for organizations following the leader. Strategies for weak organizations and organizations in crisis. Competition strategy in fragmented industries. The concept of a fragmented industry. Formation of a portfolio of strategies. Determinants of the organization's strategy portfolio. Stages of forming a portfolio of strategies. Strategic management tools used in the formation of a portfolio of strategies. Strategic Compliance. Classification of strategic correspondences. Algorithm for the analysis of strategic correspondences.

Strategic changes. Intended and implemented strategy. 4 sustainable types of change. Organization restructuring. Radical transformation of the organization. Moderate conversion. Regular changes. The unchanging functioning of the organization. Areas for strategic change.

Implementation of strategies. Causes of ineffective management. Organization culture. Ethical standards and postulates of faith. Features and possibilities of changing organizational structures. Functional organizational structure of management. Regional management structure. Network forms of business organization. Groups of network forms of organization. Process organizational development. Components of the strategy implementation plan. Types of situations in management. Management by ranking strategic tasks Management in the face of strategic surprises. Evaluation of the effectiveness of strategies.

Religious tourism

Religious tourism as an object of study. Fundamentals of practical organization of trips. Definition of religious tourism, its place in the system of tourism activities. Varieties of religious tourism. Secular and pilgrimage religious tourism. Forms, types and categories of religious tourism. Religious tourism industry and its development trends in Russia and abroad. Tourism product and tourism organizations specializing in religious tourism. Religious tourism potential. Rules and formalities in international tourist trips, including pilgrimages. Travel insurance, the specifics of insurance in religious tourism. Licensing of tourism activities. Certification. Subjects of religious tourism.

Essence and types of religions. Definition and structure of religion. The functions of religion in society. Typology of modern religions. Tourist interest in religious tourism.

Religious tourism in Christianity. The history of the origin and foundations of the doctrine of Christianity. Orthodoxy in Russia. Orthodoxy: adherents, territory and tourist infrastructure. Orthodox pilgrimage. Religious centers of Orthodoxy in Russia and CIS countries. Orthodox centers, monasteries and temples in a number of foreign countries. Catholicism. Catholicism and Protestantism: territory, religious centers, pilgrimages and excursions. Christian shrines in the Holy Land.

Religious tourism in Islam. The history of the emergence and foundations of the doctrine of Islam. The territory of the spread of Islam. Religious objects of Islam.

Religious tourism in Buddhism. Buddhism and its main directions. Territory of Buddhism. Religious objects of Buddhism.

Religious tourism in Hinduism. Religious philosophy and directions of Hinduism. Characteristics of the territory of distribution of Hinduism. Holy places and pilgrimages in Hinduism.

Pilgrimage and excursion tourism of representatives of other religions and movements. Religious tourism in Judaism. Religious tourism in Sikhism. Religious tourism in Confucianism. Religious tourism in Shinto.

Features of the practical organization of trips in religious tourism. Characteristic features of the practical organization of tourist trips to Orthodox holy places. Requirements for the skills of a tour guide. Features of the organization of trips of pilgrims on the Hajj to Mecca. Features of the practical organization of trips to India, as well as other countries of the East. Practical organization trips to the Himalayas (Tibet). Ethics of religious tourism.

V.A. quarterly

Strategic management in tourism

PROBLEMS OF FORMING A STRATEGY FOR TOURISM DEVELOPMENT

The field of activity of a businessman in tourism has always been compared to a chessboard. The comparison is intriguing, but not really relevant. If shareholder strategy is limited to a combination of a set of firmly established rules, then management strategy can be mastered quite easily. In fact, the competitive tourism economy in Russia practically forces every hotel or tourist enterprise or an institution to find its new own solutions, while the limits of the business chessboard are limited only by the imagination and offensiveness of the players.

A single approach permeates all subsequent considerations: the success of the strategy of a corporation (joint-stock company or society), given that all efforts are aimed at achieving efficiency, will not limit anyone to any formula. They - the strategists - can and should operate within a weighty conceptual approach, firmly based on the fact of effectiveness.

In the section "Tourism Growth Strategies" it is pointed out the variability of the nature of the surrounding circumstances, which should be opposed by management decisions. The scope and direction of goals and objectives can be definitely and convincingly proven. But management cannot always confidentially approve the framework in which the company's tourism product will go through its life cycle (its appeal). Even less can he predict the nature of competition or know in advance the vagaries of the current economic situation. Therefore, the business strategy must be prepared for change, and if necessary, for rapid change.

When engaging in business, one must be a strategist and tactician, balancing flexibly with responses based on solid goals. While creating a sustainable philosophy for the growth process, at the same time it is necessary to remain flexible enough to take into account unforeseen opportunities. You should be ready to move in new directions, not deviating from an established strategic plan, even for the sake of exciting novelty. At the same time, beware of the danger of emotional commitment to the "established reliability" of products, one should not delay with a contribution and investments that guarantee the equivalent of a return.

Both firmness and flexibility are needed in overcoming the circumstances and alternatives that the company faces and which have been chosen in order to maintain a growth strategy and attractiveness tactics. Thus, in the section "Integration of business structures as a factor in the growth of tourism efficiency", a number of problems are documented that most bother joint-stock associations in the tourism business and which, leading them to a crisis, cause a collision of new organizational initiatives with the usual managerial actions. Based on the experience of individual successful entrepreneurs, a list of practical steps is proposed for the merger of two enterprises in single organization, capable of potentially becoming greater in its capabilities than the sum of its disparate components.

The need to actually find solutions, as opposed to those based on intuition, tradition and hasty reasoning, is the topic of the next section, "The Quiet Revolution in Tourism Management Philosophy". The meaning and significance for tourism practice of management skills are revealed, which until recently were often denied by public administration and tourism regulation workers. These skills include: resolution of elusive goals that are put on the agenda by performers; delegating the responsibility of the first line of management instead of concentrating the real power of management to several persons of senior management; increased attention to technological change instead of developing measures to rationalize and justify adherence to previous policies; careful monitoring of the nature of competition; maintaining an atmosphere of dissatisfaction at all levels in the office or enterprise.

The section "Evolution of top management" examines the problems of strategy from above, that is, how its achievement is presented to the management of the corporation. The members of the board of directors are fully responsible - and this responsibility they cannot delegate or switch to others - for creating long-term goals and determining the strategy that will most successfully complete the implementation of the goals they have conceived. This presupposes: the development of effective powers in the planning and control of decisions; overseeing operational management plans until success is achieved; comparison of current results with initial projects (ideas); demonstrating the will and ability to cause or prevent deviations from the plan and to intervene in a timely manner if management has not been able to satisfactorily complete the program.

Ultimately, the success of the tourism association strategy is a personal enterprise, strictly determined by the temperament and abilities of the management, who is responsible, for better or worse, for maintaining its management principle. In the section "Leading Principle and Styles of Organizational Performance" the management principle of individual managers is revealed. The important thing to understand here is that in a single day, the business environment can profoundly change the role of the key executive. His task is to make less fundamental changes himself, contrary to the development of the organization and the process on which the decision should be made. Not so much to have your own ability to make a decision, but to free the company from personal influence. From how he implements the problem, providing a strict focus and filigree management skills, there is the essence of the principle of management and testing him as a leader.

1.1. Tourism Growth Strategies

The growth process of any economy depends on a series of interacting efforts. One of the main links is the state policy of tourism.

The stage of development of the tourism economy - whether it is the development of private entrepreneurship in tourism or the development of social tourism - is the second factor. The third factor, as yet unrecognized, is the impact of management actions on tourism companies, whose annual performance largely affects the promotion of the tourism product. Taken together, such a management policy is not only important: these efforts can be decisive in the process of growth of the country's economy in general and tourism in particular.

It is known that an effective direction of management can ensure the development of a tourism company faster than growth. general economy, or the tourism sector, or even the production of goods and services related to the provision of tourism. What's more, growth-driven management can spark the development of whole new industries, such as delivery vehicles. The increased activity of both the tourism sector and the industrial sector, strengthening each other, interacting with each other, develop and strengthen the country's economy as a whole. Experience shows that any discussion about managerial alternatives to increase growth national economy should be considered in terms of:

What strategic growth is most appropriate for the management of a tourism company;

· what management program can be adopted for a new field of activity of the tourist company.

To reveal the practical scope of both approaches, it is important to first analyze the strategies used for the development of tourism activities in a number of foreign countries and in Russia, and then highlight specific specific measures that can be used as management methods.

Development strategies

The analysis shows that companies that successfully compete in the tourism sector are guided by three strategic methods, applied both separately and in combination:

1. development of an existing product in the established areas of tourism;

2. expanding the geography of travel and sales through new areas of tourist destination;

3. introduction of counter areas of tourism activities, including through the creation of new companies.

Development of tourism based on an established market. The most striking example of a tourist company that has developed due to the strengthening of tourism in Russia can be called the Bureau of International Youth Tourism "Sputnik". From 1958 to 1998 Sputnik maintains an almost constant growth in tourist sales and offers. For the period from 1969 to 1985. this company increased its capacity by 15 percent a year, far outpacing the growth rate of most other companies in the country. Until 1992, Sputnik was virtually the only manufacturer showing diversified growth, and managed to approach the level of sustainable sales of the tourism product in all regions. former USSR and Russian Federation, even in the face of its own decentralization.

Development through new tourism products based on the established industry. Only a few companies can grow their business year after year with only one product on the market. The success of many enterprises was achieved by a different strategy - the creation of a new product in their activities. Thus, the tourist company "Academservice" used this method to crack the existing tourist business through new tours and markets, annually expanding the market of its tourist offer.

In contrast to Sputnik, since 1993 Academservice has been developing through the systematic introduction of new routes and tours, as well as new types of stay programs. An essential element of this strategy is the conscious encouragement of a specific market completeness. For example, "Academservice" developed not only new tour packages, but also corresponding programs for clients with different needs. This company has specialists, sales managers and programmers who, with the help of computers and information systems have developed their own system of sales and tourism activities to automatism. New tours and services, combined with the demand market, allowed the corporation to expand its market in certain regions and achieve remarkable performance in the development of the company.

Strategic planning of a travel company

Introduction. 2

1 Strategic planning. 4

1.1 The concept and essence of strategic management.4

1.2 Strategic planning in the tourism industry.7

1.2.1 Setting development goals.10

1.2.2 Analysis of the external environment .. 12

1.3 Development strategies and determinants.21

2. Strategic planning on the example of Megatest company. 24

2.1. General features of strategic management in tourism. 24

2.2. Features of the Megatest company. 26

2.3. SWOT analysis (analysis of internal capabilities and external environment).32

Conclusion.36

References.. 38

Introduction

Why did I choose this topic? First of all, because of its relevance. The competitive tourism economy in Russia practically forces every hotel or tourism enterprise or institution to find its own new solutions. The scope and direction of goals and objectives can be definitely and convincingly proven. But management cannot always confidentially approve the framework in which the company's tourism product will go through its life cycle (its appeal). Even less can he predict the nature of competition or know in advance the vagaries of the current economic situation. Therefore, the business strategy must be prepared for change, and if necessary, for rapid change. When engaging in business, one must be a strategist and tactician, balancing flexibly with responses based on solid goals.

The life of a company is impossible without planning. When creating any enterprise, it is necessary to determine the goals and objectives of its activities, which determines long-term planning. Long-term planning defines medium-term and short-term planning, which are designed for a shorter period and therefore imply greater detail. The basis of planning is the sales plan, since production is focused primarily on what will be sold, that is, in demand in the market. The volume of sales determines the volume of production, which in turn determines the planning of all types of resources, including labor resources, raw stocks and stocks of materials. This necessitates financial planning, cost and profit planning. Planning should be carried out according to a rigid scheme, using calculations of many quantitative indicators.

Currently, strategic analysis is one of the fundamental disciplines that any manager needs to know. The strategic planning process includes a number of important operations: cost planning, production planning, sales planning and financial planning(profit planning). Strategic analysis, as a science, allows the entrepreneur to plan the company's activities in the short, medium and long periods in such a way as to ensure that the company receives the maximum possible profit from minimal cost in conditions of market volatility. Of course, this is associated with an inevitable financial risk, especially in modern Russian conditions, but properly conducted planning

olite to minimize the risk.

The purpose of the work is to show the value strategic analysis for a tourism enterprise.

Object of study - tourist enterprise Megatest LLC (Moscow). The subject of research is the strategic management of a travel company.

Tasks solved in the work:

Analyze the theoretical concepts of strategic planning, show the importance of this type of planning for modern business;

Consider the features of strategic planning in tourism;

To characterize modern tendencies of strategic management in tourism;

Consider the features of strategic management of the company under study;

Conduct a SWOT analysis of the company.

The work used the literature on the strategic and general management of the enterprise, publications from periodicals on the issue under consideration, materials of the company under study, openly published on the site.

1 Strategic planning

1.1 The concept and essence of strategic management.

Strategic planning is the process of formulating the mission and goals of an organization, selecting specific strategies to identify and obtain the necessary resources, and allocating them to ensure effective work organizations in the future. The strategic planning process is a tool to assist in making management decisions. Its mission is to innovate and organizational change in sufficient volume to adequately respond to changes in external environment. Strategy planning does not end with any immediate action. It usually ends with the establishment of general directions, following which ensures the growth and strengthening of the organization's position.

Strategic planning is a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals. The strategic planning process is a tool that helps in making managerial decisions. Its task is to provide innovations and changes in the organization to a sufficient extent. There are four main types management activities as part of the strategic planning process:

Resource allocation

Adaptation to the external environment

Internal coordination

Organizational strategic foresight

Resource allocation.

This process involves the allocation of limited organizational resources such as funds, scarce managerial talent and technological expertise.

Adaptation to the external environment

Adaptation covers all actions of a strategic nature that improve the relationship of the enterprise with its environment. Enterprises need to adapt to both external opportunities and hazards, identify appropriate options, and ensure that strategy is effectively adapted to the environment.

Internal coordination

Includes coordination strategic activities to display the strengths and weaknesses of the enterprise in order to achieve effective integration of internal operations.

Awareness of organizational strategies

This activity involves the implementation of a systematic development of the thinking of managers by forming an enterprise organization that can learn from past strategic decisions.

Strategic planning consists mainly in choosing the main goals of the company's activities and is focused on determining the intended final results, taking into account the means and methods for achieving the presented goals and ensuring necessary resources. At the same time, new opportunities for the company are also developed, such as expanding production capacity by building new plants or acquiring equipment, changing the profile of an enterprise or radically changing technology. Strategic planning covers a period of 10-15 years, has long-term consequences, affects the functioning of the entire management system and is based on huge resources. Strategic planning aims to give a comprehensive scientific basis for the problems that the company may face in the coming period, and on this basis to develop indicators for the development of the company for the planning period.

The plan is based on:

Analysis of the prospects for the development of the company, clarification of the factors influencing the development of relevant trends;

Analysis of competitive positions, the task of which is to determine the competitiveness of the company's products in different markets and opportunities to improve performance in competitive areas in all types of activities;

Choosing a strategy based on an analysis of the company's prospects for various types of activities and determining priorities for specific types of activities in terms of its effectiveness and availability of resources;

Analysis of directions for diversification of activities, search for new more efficient activities and determination of expected results.

An appropriate service strategy addresses three main components of any service business:

1. customer need; 2. the company's ability to meet these needs; 3. long-term profitability of the company.

Many firms operate without formally adopted plans. In newly opened enterprises, managers are so busy that they simply do not have time to do planning. In mature firms, many managers claim that they have so far gotten along just fine without formal planning, and therefore it cannot be essential. They don't want to take the time to prepare a plan in writing. According to them, the market situation is changing too fast for the plan to be of any use, and, in the end, it will simply gather dust on the shelf. It is for these and a number of other reasons that many firms do not use formal planning.

But formal planning promises a lot of benefits for the manager:

1. Planning encourages leaders to constantly think ahead.2. It leads to a clearer coordination of efforts undertaken by the firm.3. It leads to the establishment of performance indicators for follow-up.4. It forces the firm to more clearly define its objectives and policies.5. It makes the firm more prepared for sudden changes.

1.2 Strategic planning in the tourism industry.

It is known that an effective direction of management can ensure the development of a tourism company faster than the growth of the overall economy, or the tourism sector, or even the production of goods and services related to tourism. What's more, growth-driven management can spark the development of whole new industries, such as delivery vehicles. The increased activity of both the tourism sector and the industrial sector, strengthening each other, interacting with each other, develop and strengthen the country's economy as a whole. Experience shows that any discussion about managerial alternatives to increase the growth of the national economy should be considered from the standpoint of:

• what strategic growth is most appropriate for the management of a tourism company;
• what management program can be adopted for a new field of activity of a tourism company.

To reveal the practical scope of both approaches, it is important to first analyze the strategies used for the development of tourism activities in a number of foreign countries and in Russia, and then highlight specific specific measures that can be used as management methods.

The planning process:

So, the generally accepted process of strategic planning consists of the following components:

Definition of the mission of the company;

Analysis of the external environment;

Analysis of the internal capabilities of the company;

Study of strategic alternatives that contribute to the achievement of the set goals, and the choice of strategy;

Development organizational structure companies, the basic principles of motivation and control;

Strategy implementation;

Operational planning and management;

Evaluation of the strategy (monitoring the progress of the implementation of the strategy and making appropriate adjustments to it, if necessary)

Fig.1.1 Stages of strategic planning.

1.2.1 Formation of development goals.

The first and perhaps the most significant decision in planning is the choice of enterprise goals.

The main overall goal of the enterprise - a clearly expressed reason for its existence - is designated as its mission. Goals are developed to carry out this mission.

The mission details the status of the enterprise and provides direction and guidance for setting goals and strategies at various organizational levels. The company's mission statement should include the following:

1. The task of the enterprise in terms of its main services or products, its main markets and main technologies

The main tasks of strategic planning are:

1. Planning for profit growth.

2. Planning the costs of the enterprise, and, as a result, their reduction.

3. Increase market share, increase sales share.

4. Improvement of the company's social policy.

Thus, the main task of planning is to obtain maximum profit as a result of activities and the implementation of its most important functions: marketing planning, productivity, innovation, and more.

Goal-setting and strategy formulation are influenced by different external and internal groups (Fig. 1,2).

Fig.1.2. Groups acting in goal-setting and shaping the firm's strategy

2. The external environment in relation to the firm, which determines the working principles of the enterprise.

Goal setting is the process of converting a business purpose into a specific set of goals. At the same time, the necessary process of directing the efforts of each part of the organization in the appropriate direction begins. Goals are needed for each key result that the manager considers important for success. Specific key results may typically include size and rank in the industry, business growth, return on investment, dividend growth, market size, reputation for product quality and/or technology leadership, ability to operate in an unstable economy, degree of diversification, financial strength, customer service, ability to compete by cost.

Both long-term and short-term goals are required. Long-term goals have two purposes: firstly, they indicate what needs to be done today in order to achieve long-term goals, and secondly, the presence of such goals pushes the manager to make today's decisions, taking into account the long-term perspective.

Short-term goals consistently indicate what immediate and short-term results should be achieved. They show both the speed the organization needs to move along the chosen path and the required level of action ("how much and when" should be done).

The purpose and goals of the organization must be measurable. Companies whose managers set goals for each key result and then take aggressive action to achieve what needs to be achieved are better candidates for winning than companies whose managers operate with hopes, requests, and good intentions. Wordings should be excluded: "maximize profits", "reduce costs", "make more efficient", "increase sales".

For strategic thinking, the complex establishment of a hierarchy of goals at all levels of leadership from top to bottom is important. This ensures for all managers not only the clarity of tasks, but also the reality of their achievement (which is ensured by the participation of low-level managers in the process).

1.2.2 Analysis of the external environment

The external environment is considered as a combination of two relatively independent subsystems:

Macroenvironment (macroenvironment) creates general terms and Conditions location of the tourist enterprise. In most cases, the macro environment is not specific to a single firm. However, each of them is influenced by it and cannot control it.

Study of demographic factors The macro environment occupies an important place in the analysis of the market opportunities of a tourist enterprise. Marketing should consider issues related to the size of the population, its placement in individual countries and regions, the age structure with the allocation of the working population, students and retirees. Thus, the tourism market for the elderly is currently the fastest growing. International tourism of 55-year-olds and older in the period from 1995 to 2000 increased by 35%, from 2001 to 2002. - by 41%, and by 2005 it is expected to increase by another 60%. in the Caucasian Mineralnye Vody 68% of the total number of tourists are travelers of mature age.

Urbanization is one of the main prerequisites for the development of mass forms of tourism, because the degree of departure of the population in tourist trips is directly proportional to the degree of urbanization. Moreover, the larger the city, the greater the number of its inhabitants goes on tourist trips.

Having collected data on trends in demographic processes, it is possible to analyze their possible impact on the activities of a travel company, determine the directions for applying the main efforts and predict the results of future work.

Economic factors are no less important than demographic ones. It is not enough to know how much a firm has potential clients. It is important to determine how many more and what services they want to purchase. The effective demand of the population is influenced by many factors, including the level economic development the country itself, and wages, and inflation, and unemployment. It is necessary to take into account the high dependence of demand on tourist services from income level.

It is also important to know the structure of income distribution between various groups population. The unevenness of such a distribution is a completely natural phenomenon. Therefore, when choosing to serve a particular market segment, the company must proceed from the financial situation of its potential customers.

Natural factors also affect the activities of the tourism enterprise. Natural factors (climate, topography, flora and fauna) are the most important element in encouraging customers to travel and attracting tourists to a particular region or country.

The most powerful are the established norms adopted in society, the systems of social rules, spiritual values, people's attitudes to nature, work, to each other and to themselves. company,

Scientific and technological progress brings great opportunities and no less serious threat to the company. Any innovation threatens to be crowded out, outdated technologies and methods of work, which is fraught with the most unpleasant consequences, if due attention is not paid to the study of factors of a scientific and technical nature.

An analysis of laws and other regulations that establish legal norms and frameworks for relations gives the tourism enterprise the opportunity to determine for itself the permissible limits of actions and acceptable methods for defending its interests.

http://www.z-r.biz/ The immediate environment is represented by those components of the external marketing environment with which the tourist enterprise is in direct interaction.

The first "among equals" in the immediate external environment of a travel company is, of course, consumers. Their study allows you to better understand what services will be most accepted by them, how much sales you can count on, how much you can increase the circle of potential customers.

The next most important component of the immediate external environment are competitors, involved in the ongoing competition for consumer preferences. The American marketing specialist J. Pildich in his book "The Way to the Buyer" emphasizes that knowing your competitors means, sparing no time and effort, scrupulously studying them. What is it for? And for the fact that it is competitors who set the criteria that the company has to achieve or surpass.

Almost no tourist company is able to independently organize a tour, provide customers with all the necessary vehicles, provide accommodation, organize meals, etc. For this, appropriate enterprises and organizations ("allied partners") are usually involved, providing the missing links in comprehensive service:

Relations with contact audiences have a significant impact on the activities of a tourist enterprise. They are groups of persons, organizations, institutions, potentially or actually influencing the activities of the company. The potential impact can be expressed both in maintaining neutrality in relation to the firm, and in showing a certain attitude towards it.

The main contact audiences surrounding the travel company are:

Task marketing research consists in obtaining information about the mood prevailing in contact audiences, anticipating the most likely actions against the firm, as well as finding means for establishing constructive cooperation with the public.

Thus, the tourist enterprise in the market does not operate in isolation, but in the environment and under the influence of various forces that make up the external marketing environment. The relations that develop between the subjects of the environment and the firm are diverse and, according to the nature of the impact on them from the side of the firm, they can be controlled and uncontrolled. The task of the enterprise is reduced to a minimum of uncontrolled environmental factors and finding opportunities for indirect influence on them.

Analysis of the external environment and internal capabilities of the company is also called SWOT analysis. This component of strategic planning is used by the widest range of Russian companies almost constantly, since even small businesses intuitively look for their market niches and are forced to measure business development plans with their resources.

However, the possibilities of using SWOT analysis in conditions of economic, financial and political instability are much wider. We will only mention the so-called scenario forecasts, which should be compiled by units responsible for strategic planning. Each of these forecasts is actually a company development strategy, developed on the basis of the application of all elements of strategic planning, which can be implemented under a certain variant (scenario) of the development of events. The development of alternative strategies for the development of the company takes a lot of time, but, being prepared in advance, these forecasts enable the company to act according to a clearly drawn up plan in the event of the implementation of one or another scenario of events, which eliminates the possibility of making hasty decisions. impulsive decisions that put the company in a difficult position after their implementation.

Basic rules for conducting a SWOT analysis:

Rule 1 Carefully define the scope of each SWOT analysis. Companies often conduct a general analysis that covers their entire business. Most likely, it will be too general and useless for managers who are interested in opportunities in specific markets or segments. Focusing the SWOT analysis on, for example, a specific segment ensures that the strengths, weaknesses, opportunities, and threats that are most important to it are identified.

Rule 2 Understand the differences between SWOT elements: strengths, weaknesses, opportunities and threats. Strengths and weaknesses are internal features of the company, therefore, under its control. Opportunities and threats are related to the characteristics of the market environment and are not subject to the influence of the organization.

Rule 3 Strengths and weaknesses can only be considered as such if they are perceived as such by buyers. Only the most relevant strengths and weaknesses should be included in the analysis. Remember that they must be determined in the light of competitors' offerings. A strong side will only be strong when the market sees it as such. For example, the quality of a product will only be a strength if it performs better than competitors' products. And finally, there can be a lot of such strengths and weaknesses, so you won’t understand which of them are the main ones. To avoid this, strengths and weaknesses should be ranked according to their importance in the eyes of buyers.

Rule 4 It is necessary to be objective and use versatile input information. Of course, it is not always possible to conduct an analysis based on the results of extensive marketing research, but, on the other hand, one cannot entrust it to one person, since it will not be as accurate and deep as an analysis carried out in the form of a group discussion and exchange of ideas. It is important to understand that a SWOT analysis is not just a list of managers' suspicions. It should be based as much as possible on objective facts and research data.

Rule 5 Avoid lengthy and ambiguous statements. Too often, SWOT analysis is weakened precisely because it includes such statements, which most likely mean nothing to most buyers. The more precise the formulations, the more useful the analysis will be.

1. Culture of the organization. What type of working climate exists within the enterprise?

The culture of an enterprise is made up of a set of norms, rules and values ​​that guide it in its activities. Culture covers the system of relations between people existing at the enterprise, the distribution of power, management style, personnel issues, and the definition of development prospects. The achieved level of culture can help the enterprise to work competently, the lack of culture, on the contrary, will impede the normal implementation of its business behavior. Everything here matters - from the design of the office to the reaction of employees to this or that version of the marketing strategy. http://www.z-r.biz/

Since the culture of the enterprise does not have a pronounced manifestation, it is quite difficult to study it. However, there are a few persistent points that are important to be clear in order to try to point out those weaknesses and strengths that culture gives to the enterprise.

First of all, businesses with a strong culture tend to emphasize the importance of the people who work for them. Such enterprises pay great attention to explaining their corporate philosophy, promoting their values.

Secondly, about The culture of an enterprise can be judged by how it builds relationships with competitors and treats its customers.

Thirdly, an idea of ​​the culture of the enterprise comes from observing how employees work in their workplaces, how the career system is built and what criteria are used to promote employees in the service.

Fourth, understanding of culture is facilitated by the existence of stable commandments at the enterprise, unwritten norms of behavior, awareness of this by all employees and how seriously they take them. If employees are well aware of the company's history and take the rules and symbols seriously and respectfully, then it is highly likely that the company has a strong culture.

The particular importance of analyzing the culture of an enterprise lies in the fact that it not only determines intra-company relationships, but also has a serious impact on how the enterprise builds its interaction with the external environment.

The management of the tourism company must demonstrate from the very beginning that development is not just a tribute to the hopes that are subject to discussion at the annual meetings, but also the leading task of association. This means the formation of development goals for each section of the company's activities, the required results and the rejection of solving ordinary problems. Almost without exception, the management of the powerful tourist associations of the world adhere to this tactic. This is reflected in their decisions, compensatory efforts, determinations to find financial resources, as well as in their assessment of the suitability of subsidiaries and structural management units.

Through its development philosophy, the company can achieve results, leaving its competitors behind. For example, two large travel companies selling tours from Russia to the US have had historically opposite results. The biggest difference between the two companies was that company A - the more successful one - had a very strict development policy. Company B did not have it. The management team of company A had an extraordinary "task: the company must grow faster than the country's tourism economy. They made it a point to stick to this rule year after year, not only because the program, in their opinion, represented a sustainable business practice but also to ensure the implementation of fresh alternatives that keep their organization alive.

Company A not only set itself the higher goal of returning the invested capital, unlike company B, but its management achieved revenue growth ranging from 4 to 12 percent for each section of the tourism business.

Company A deliberately invested 60 to 70 percent of its profits in businesses and projects that could offer alternative development above the average of the company as a whole. On the contrary, company B associated the capital assignment with cost reduction. In practice, this led to reinvestment in a number of sales systems, the deadening of the sales package offered for Russia and the company's withdrawal from the Russian market.

The funds allocated by the management of company A to compensate for the costs of each individual indicator ensured that both positions were satisfied: the return on investment and the development goal.

1.3 Development strategies and factors that determine them.

There are a lot of these factors. A simple model of the primary factors that must be taken into account and essentially determine the strategy is shown in Figure 7. The interaction of these factors is usually complex and has specific differences for the industry and the company.

As a rule, the strategy does not ensure success if the boundary between the internal and external situation is not drawn, the acquisition of significant competitive advantages is not ensured, and the company's performance is not improved.

Fig.1.3. Factors that determine the strategic choice of a company

Thus. strategic plans should be designed not only to remain cohesive over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, recognizing that a conflicting and ever-changing business and social environment makes constant adjustments inevitable.

On the Russian market Active tourism has a narrow circle of travel agencies, each of which seeks to occupy a certain niche in it, for example, specializing only in certain types travel, or limiting activities to "their" region. There are few such active operators in each region, one or two, and several travel agents who help them sell tours. For example, such a large region as Altai is divided mainly between two operators - the Novosibirsk company "Brothers Govor and K" and the Barnaul company "Turimpex". The agencies "Neva-Tour" and "Kopis" successfully work in St. Petersburg, realizing active tours along the Karelian Isthmus. AT Nizhny Novgorod For more than five years, the firm "Team Gorky" has been operating, specializing in water tourism.

But the largest sector of the market is Moscow. The main tour operators for active tourism are concentrated here. The most famous among them are the companies "Alpindustriya", "Alfprofsport", "Association of Travelers", "Vertical", "Active Rest". Each of the Moscow operators has its own rather narrow specialization. So, the main directions of work of the Alpindustriya agency are travel in the mountains and the sale of tourist equipment through its own store. According to the deputy director of the agency, Alexander Elkov, Caucasian routes are in the greatest demand, and the main clientele are foreigners. Another company, Alfprofsport, created on the basis of the Department of Alpine Camps, in the recent past has well arranged trips for small groups of tourists to the Himalayas. In the diversified travel agency "Association of Travelers", in addition to outbound and domestic departments, a sector of adventure tourism has been created. As noted by Tatyana Kulikova, head of the sector, the company mainly develops original travel programs in such exotic countries as Nepal, Kenya, Ecuador, Peru, and Venezuela. As for domestic routes, here preference is given to cooperation with regional operators. The comparatively young company "Vertical" is also well known in Moscow. The main directions of its activity are mountain and equestrian tours. According to the company's general manager Ivan Vvedensky, in 1998 about 400 people were served only on mountain routes in Central Asia. According to the company's director Alexander Smychkovich, in the 2003 season, inexpensive kayaking trips along the rivers of Karelia and programs in the Baikal region are in greatest demand. "A feature of this year is a decrease in applications from foreign tourists and a certain rise against this background in demand for active recreation by Russians."

The clientele of the well-known Moscow firm "Active rest", which offers various routes throughout Russia (Karelia, Altai, Baikal, Kamchatka), is also dominated by Russians. The emphasis in its developments "Active rest" is on promising combined programs: hiking + rafting, kayaking + excursions, mountain climbing + rafting. Developing original programs, the company "Collection of Adventures" is trying to find its niche. A new mountain-walking route "Rope Course" has been prepared for the current summer season. Equestrian tourism in Moscow is represented by numerous small firms. One of them, the "International Club of Equestrian and Sports Tourism", was able to unite horse riding enthusiasts and corporate clients around itself. According to Natalya Polikarpova, head of the International Club's domestic tourism department, demand for horse riding routes is constantly increasing, and "in the near future this type of recreation may become dominant in adventure tourism." The main regions of horse routes are Altai, central Russia (Kostroma, Ryazan), Moscow region, Ural region.

The potential range of adventure tourism clients is very small. For example, the capacity of the tourist market in Moscow and the surrounding regions is estimated by experts at only 3-4 thousand people. Moreover, until recently, the most frequent buyers of active tours in Russia (mountaineering, fishing, hunting) were foreigners. AT recent times the proportion of demand began to gradually change in favor of the Russians.

This sector of the market is developing quite dynamically. Many, mostly low-cost programs of tour operators are built on a regular basis and are implemented not by separate segments, as was previously practiced, but by complete tour packages, including travel, transfers, meals, active part, guide services, rental of necessary equipment and personal equipment.

Among the most promising types of active tourism in the future, experts name water, walking, horse and combined (cruise + walking part, excursions + active part, walking + car part, mountain-water, foot-horse, water-horse) routes.

Routes of active tourism are divided into hiking, mountain or trekking, water, ski, horseback, bicycle and automobile. Additionally, routes are classified by difficulty - from the 1st to the 6th category. As a rule, the complexity of commercial active tours does not exceed the 3rd category.

Supporters of outdoor activities represent a very specific clientele - as a rule, families and groups turn to travel agencies. Sales growth sports tours stimulates the professionalism of tour operators - an “active” tourist cannot get rid of a simple description of the hotel, beach and transfer - he needs accurate information about the route schedule, the complexity of obstacles, data on the types of tents, rafts, sleeping bags, backpacks, etc.

Another trend of the upcoming season reflects a change in the geographical nature of demand - almost all tour operators note a significantly increased popularity of tours to the Altai, including rafting on the Katun and Chuya, holidays on Lake Teletskoye, trekking routes in the area of ​​Belukha Mountain, etc.

There is a growing popularity (albeit slowly - due to the high cost of air tickets) of various routes - from walking and water to cycling - around Lake Baikal. A distinctive feature of the demand for Baikal tours is the predominance of groups of foreign tourists.

Speaking about the demand for active recreation of foreign tourists, it should be noted that there is a pronounced predominance of demand for routes in mountainous (Pamir, Tien Shan, Altai) and exotic (Baikal, Kamchatka, the North Pole, etc.) regions.

The firm "Megatest" has developed and tested on foreign groups a new exotic tour to the North Pole on skis, starting from the 89th parallel.

Routes in the North-West (primarily Karelia) are still popular with a fairly large category of poor clients.

Steady demand for horse trails middle lane Russia. Active recreation on Lake Seliger and inexpensive routes in the Moscow region and neighboring regions, such as rafting on the Osetr River near Moscow, are in stable demand.

In general, according to Moscow and non-Moscow tour operators, in the current and future seasons, we can expect a dynamic growth in demand for “active” routes, which should be prepared not only for travel companies, but also for manufacturers of tourist equipment.

2.3. SWOT analysis (analysis of internal capabilities and external environment).

SWOT analysis (SWOT is an abbreviation of the words strong (strong), worth (weak), opportinities (opportunities), threat (fear).)

First, we will conduct a SWOT analysis for the main activity - the provision of tourism services .

Strengths of the firm:

2. Ability to compete professionally. .3. Full use of technological and marketing economies of scale.4. The presence of several permanent partners in cities in the main areas, which allows, in case of unforeseen circumstances, one partner to turn to another.5. Effective advertising.

6. The presence of a need for the company's services in the consumer market.

7. Provision of equipment for rent.

Weaknesses of the company:

1. Lack of a clear strategy.2. The seasonality factor of the service provided (increase in demand in summer due to the vacation period and decrease in winter).3. Lack of own buses for excursions around Moscow.

Company Capabilities:

1. Maintenance additional groups consumers, access to new market, product line expansion.

2. Growing interest in outdoor activities.3. The predominance of the population with an average income.4. Excess of supply over demand in the service market in Moscow.

Threats to the company:

1. Entry into the market of a strong competitor.

2. Increasing effective demand for outbound tours.3. Increase in transport costs.4. Changes in consumer tastes.5. Deterioration of the ecological situation in the country.

SWOT-analysis of the activities of Megatest as a seller of tourist equipment.

Strengths of the firm:

1. Availability of necessary financial resources.

3. The presence of permanent equipment suppliers with whom long-term contracts are concluded.

4. The presence of a need for the services of the company in the consumer market.

5. Efficient management and logistics, allowing you to track the stock of goods in the warehouse necessary for continuous operation.

6. Proximity of stores and warehouse to each other.

7. Flexible system of discounts for regular customers.

Weaknesses of the company:

1. Lack of a clear strategy.

2. Seasonality factor of the service provided (increase in demand in summer due to the vacation period and decrease in winter).

3. Due to the short duration of our own production of equipment, relations with suppliers of materials are not stable enough.

Company Capabilities:

1. Existence of demand for inexpensive equipment.2. Growing interest in outdoor activities.

Threats to the company:

1. Rapid growth in this market can lead to a significant excess of supply over demand and the appearance of unclaimed goods in the warehouse.

Alternative strategies of the travel company Megatest

1. Activities in selected areas without expanding the geography of the main areas, for example, by increasing customers as a result of a more effective advertising campaign. Attracting new clients by improving the quality of services provided, for example, accompanying a group with a medical doctor, can attract the attention of people who suffer from some kind of ailment, but prefer active recreation. It is also possible to improve the quality of the service by offering travel in groups differentiated by age and, accordingly, by physical abilities, family groups can be created separately.2. Expansion of the geography of directions, development of new routes, tours. For example, recent interest in traveling to the Caucasus. It can be walking, horseback, water routes. In addition, this direction may be interesting as it will allow to overcome the seasonality of the services provided. In these areas, it is possible to work with ski resorts, although, for now, most of all this type of service will, of course, attract Russian clients.3. The following strategy is typical of Megatest, which is connected with the specifics of the services provided - expanding the sale of equipment through the sale of equipment for skiing.4. In addition, it is possible to expand the production of equipment in our own workshops by creating new workshops or increasing production capacity and space in existing workshops.

Thus, Megatest can not only choose one strategy, but combine several of them. At the moment, Megatest will choose 2, 3, 4 strategies.

Conclusion.

Currently, strategic analysis is one of the fundamental disciplines that any manager needs to know. Strategic planning allows you to plan the activities of the company in such a way in the short, medium and long periods, in order to ensure that the company receives the maximum possible profit with minimal costs in the face of market volatility. Of course, this is associated with an inevitable financial risk, especially in today's Russian conditions, but proper planning will minimize the risk.

The analysis shows that companies that successfully compete in the tourism sector are guided by three strategic methods, applied both separately and in combination:

Development of an existing product in the established areas of tourism; - expansion of the geography of travel and sales through new areas of tourist destination; - the introduction of counter areas of tourism activities, including through the creation of new companies.

However, the business strategy must change and, if necessary, change rapidly to reflect emerging economic circumstances and changes in tourism demand. Thus. strategic plans should be designed not only to remain cohesive over long periods of time, but also to be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, recognizing that a conflicting and ever-changing business and social environment makes constant adjustments inevitable.

The results of the strategic analysis of the company under study led to the conclusion that in order to overcome external threats and internal problems, Megatest LLC can not only choose one strategy, but combine several of them. Strategies have been proposed to attract new customers without expanding the geography of routes with the help of marketing moves, expanding the geography of routes, expanding the sale of equipment through the sale of equipment for skiing, increasing the sale of ski equipment, increasing the production of equipment own production- expansion of production capacities production unit firms.

Of course, one should also say about his opinion on the prospects for strategic planning - in modern conditions its implementation is not so easy - the external environment and management requirements are constantly changing, there is no stability in the Russian market - this is the reason why strategic management in most Russian companies is in its infancy.

Bibliography

1. Afonin I. V. Enterprise development management: Strategic management, innovations, investments, prices: Textbook. allowance / I. V. Afonin.-M .: Dashkov and K, 2002.-379p.

2. Bayazitov T Strategy: certain aspects formulations and applications / T. Bayazitov. / /Company Management.-2002.-N 3.-S. 13-17.

3. Glushakov V. E. Strategic management: Proc. allowance for universities in economics. specialties / V. E. Glushakov. - Minsk: Ecoperspective, 2001.-164p.

4. Goldstein G. Ya. Strategic management. Lecture notes. - Textbook. - M .: "Filin", 2002.

5. Gulyaev V.G., Organization of tourism activities, M, 2002

6. Kvartalnov V.A. Strategic management in tourism. Textbook - M.: Finance and statistics, 2002.

7. Lyukshinov A. N. Strategic management: Proc. allowance for universities in economics. specialties / A. N. Lyukshinov.-M.: UNITI-Dana, 2001.-373 p.

8. Tourism Management: Tourism Economics: Textbook.-M.: Finance and Statistics, 2001.-320 p.

9. Tourism management: Tourism and industry systems: Textbook.-M.: Finance and statistics, 2001.-272 p.

10. Miruk T. Strategic planning of enterprise development / T. MIRUK. // Director's consultant.-2003.-N 2.- S. 26-31.

11. Osipov G.K. Behind the fog and the smell of the taiga? - // Tourist business, 2003, No. 5.

12. Panov AI Strategic management: Proc. allowance for universities / A. I. Panov.-M.: UNITI-Dana, 2002.-239 p.

13. Papiryan G.A. Management in the hospitality industry.-M.: Economics 2002.-207 pp. Soboleva.a., Sobolev.i. Financial and economic analysis of the activities of the travel agency: Educational and methodological manual. - M .: Finance and statistics, 2002 .-128s.

14. Yakovlev G. Strategies in the tourism business /G. YAKOVLEV. // Director's consultant.-2003.-N 7. - S. 2-8.

15. http://www.megatest.ru/mainrus.htm Official website of the Megatest company

Glushakov V. E. Strategic management: Proc. allowance for universities in economics. specialties / V. E. Glushakov. - Minsk: Ecoperspective, 2001.-164p.

Tourism management: Tourism and sectoral systems: Textbook.-M.: Finance and statistics, 2001.-272 p.

Kvartalnov V.A. Strategic management in tourism. Textbook - M.: Finance and statistics, 2002

Http://www.megatest.ru/mainrus.htm Official website of the Megatest company

Osipov G.K. Behind the fog and the smell of the taiga? - // Tourist business, 2003, No. 5.

Yakovlev G. Strategies in the tourist business /G. YAKOVLEV. // Director's consultant.-2003.-N 7. - S. 2-8.

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COURSE WORK

Basic requirements for a strategic management manager and development of a development strategy for a travel company

Completed by a student

supervisor

« » ___________ 2010

Grade
____________________

Samara 2010

Content
Introduction…………………………………………………………………………...2
Chapter 1. Strategic management in tourism….……………………………4

The concept and essence of strategic management…………….……..…… 4

Introduction

Relevance chosen subject term paper is that the importance of strategic behavior, which allows the firm to survive in the competition in the long term, has increased dramatically in recent decades. All companies in a highly competitive, rapidly changing situation should not only focus on the internal state of affairs in the company, but also develop a long-term survival strategy that would allow them to keep up with the changes taking place in their environment. In the past, many firms were able to function successfully by focusing mainly on day-to-day work, on internal problems associated with improving the efficiency of resource use in current activities. Now, although the task of rational use of potential in current activities is not removed, it becomes extremely important to implement such management, which ensures the adaptation of the company to a rapidly changing environment.
If earlier it was believed that the big one has a better chance of winning the competition compared to the small one, now it is becoming more and more clear that the faster one gets the competitive advantage. Accelerating change in environment, the emergence of new requests and a change in the position of the consumer, increased competition for resources, the internationalization of business, the emergence of new, often completely unexpected business opportunities, the development of information networks that make it possible to disseminate and receive information at lightning speed, the wide availability of modern technologies, the changing role of human resources, as well as a number of other factors led to a sharp increase in the importance of strategic management.
Business practice has shown that there is no single strategy for all companies, just as there is no single universal strategic management. Each firm is unique in its kind, and the process of developing a strategy for each firm is unique, since it depends on the position of the firm in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, the cultural environment and much more. At the same time, there are a number of fundamental points that allow us to talk about some generalized principles for the implementation of strategic management. All of the above factors determine the relevance and significance of the subject of work at the present stage, aimed at a deep and comprehensive study of the strategic management of an enterprise.
aim This work is the study of strategic management in tourism, as well as the development of a development strategy for a travel company.
In accordance with the set goal, the work is supposed to solve the following tasks:
- explore the concept and essence of strategic management;
- consider the strategic aspects of the travel company;
- reveal general principles developing a strategy for a travel company;
- to characterize the main requirements for a strategic manager;
- to study the organizational and economic characteristics of a travel company;
- analyze the external and internal environment of the travel company;
- to develop a strategy for the development of the travel agency.
Object of study is strategic management in tourism. Subject of study the development strategy of the travel company "Magellan" is advocated.

Chapter 1. Strategic management in tourism.

1.1. The concept and essence of strategic management.

Strategic management is such management that relies on human potential as the basis of the organization, orients production activities to consumer needs, responds flexibly and makes timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantages, which together makes it possible for the organization to survive in the long term, while achieving their goals.
The objects of strategic management are organizations, strategic business units and functional areas of the organization.
The subject of strategic management are:
- problems that are directly related to the general goals of the organization;
- problems and solutions associated with any element of the organization, if this element is necessary to achieve the objectives, but is currently not available or is not available in sufficient quantity;
- problems associated with external factors that are uncontrollable.
The problems of strategic management most often arise as a result of the action of numerous external factors. Therefore, in order not to make a mistake in choosing a strategy, it is important to determine what economic, political, scientific, technical, social and other factors influence the future of the organization.
The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.
The key characteristics of the strategic aspect of organization management in comparison with the operational (current) management practiced in business over 20 years ago are presented in Appendix 1.
The essence of strategic management is the answer to 3 important questions:
What is the current state of the company?
In what position would it like to be in 3, 5, 10 months?
How to achieve the desired result?
To solve the first question, an information base with relevant data is needed to analyze past, present and future situations. The second question reflects such an important feature for strategic management as its orientation to the future. It is necessary to determine what to strive for, what goals to set. The third issue is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components of this stage are the available or available resources, the management system, the organizational structure and the personnel who will implement this strategy.
Thus, the essence of strategic management is the formation and implementation of an organization's development strategy based on continuous monitoring and evaluation of ongoing changes in its activities in order to maintain the ability to survive and function effectively in an unstable environment.
Strategic management in the enterprise is expressed in the following five functions:

Strategy planning.
Organization of the implementation of strategic plans.
Coordination of actions for the implementation of strategic tasks.
Motivation to achieve strategic results.
Control over the implementation of the strategy.

1.2. Strategic aspects of the travel company

Strategic management in tourism can be viewed as an activity to cost-effectively achieve the long-term goals of a travel company based on maintaining competitive advantages and adequately responding to changes in the external environment. That is, the essence of strategic management is characterized by specific goals and effectiveness, priority consideration of the external environment, and the conquest and retention of competitive advantage are considered as a means of achieving strategically significant results.
According to Western estimates, only 5% of entrepreneurs develop and implement their own strategy, while receiving above-average profits, the rest of such a strategy is not available. For its development and implementation, a tourist entity must have sufficient economic mass and high economic mobility. These qualities should allow him to purposefully move in the ocean of the market economy, and not just float on the waves. Economic mass makes it possible to withstand the blows of a dynamic and uncertain external environment, to steadily follow the strategic course. Economic mobility creates the conditions for effective maneuvering in a changing environment, skillful avoidance of the "ninth wave" of the market elements and consistent progress towards one's goal, using the hidden possibilities of the external environment and the speed of movement.
The economic mass and mobility are determined primarily by the resources of the organization, which differ both in volume and content. It is the lack of resources - financial, logistical, informational, intellectual - that does not allow travel companies to successfully develop and implement a corporate strategy, even sometimes in the most favorable external conditions.
The role of resources in strategic management is fundamentally important not only because without them the subject will not achieve the strategic goal. Resources are the capacity of an organization. Their strategic significance consists, firstly, in the possibilities contained in them to develop an optimal strategy for the subject (source of formation), secondly, in a fundamentally possible impact on the external environment of the organization (nature of use), and thirdly, in a specifically strategic setting of goals subject (direction of action).
The development and implementation of an organization's strategy requires a lot of resources. On the one hand, this allows most tourism entities to raise the question of strategy only in theoretical terms, which is why major strategic mistakes are made. Not all organizations are equally capable of choosing a market that is strategically beneficial for themselves. Mistakenly assessing their potential to operate stably for a long time, they find themselves, in fact, in a strategic zone of management that is alien to them. And in this case, it is not just about the possession of resources or the possibility of acquiring them. Of great importance is the quality of management, its ability to strategically rationally combine these resources, link them with the obvious competence of the organization. Hence, the most important characteristic of the "strategic" subject is to find a market niche adequate to the available resources and act in it.
The development of an organization's strategy is not limited to the costs of material and financial resources, as well as time. Information and intellectual resources are of great importance. The development and implementation of strategic decisions presuppose the possession of a huge amount of information - collected, systematized and analyzed throughout the entire time of the tourism business. Without information, there is no strategy, but the information resources of the organization are closely related to the intellectual ones. The organization must have personnel who are able not only to develop the next business plan according to one of the methods, but to determine the trends in the development of the external environment, the prospects for a particular business, formulate directions for the development of the organization, and justify the need to concentrate funds for strategic purposes.
Particular attention should be paid to the organizational and structural strategic potential of the organization. The elementary and functional organizational structures of most economic entities overload top management with the solution of current problems, not allowing them to properly focus on the strategic problems of the organization. If we add to this the unwillingness, characteristic of Russian management, to “share” rights with subordinates, it becomes clear why many managers objectively lack a strategic direction of action.
The transition to a divisional organizational structure, while increasing the flexibility and adaptability of the organization and creating opportunities for senior management to focus on strategic issues, at the same time creates certain difficulties in terms of the strategic compatibility of individual units. Although there are difficulties in developing and implementing strategy in more advanced organizational structures, the general conclusion is indisputable - their strategic potential differs significantly.
Since the organizational structure of a travel agency should not be more complex than necessary based on its size, nature of activity and territorial distribution, most Russian (and Western) travel agencies operate within simple organizational structures. At the same time, the strategic aspects of functioning remain in the shadows for them, objectively making it difficult to develop and implement an economic strategy.
The possession of strategic resources allows the travel agency to fundamentally determine the nature of their use in relations with the external environment of the organization. The expression "adjustment to new conditions", which is often used to characterize the activities of successful firms, does not seem to be entirely successful, since it gives the impression of a passive and mainly aimed at internal changes in the economic strategy of the organization. Undoubtedly, adaptability to changing environmental conditions can be the basis for a long and successful existence of the organization. However, strategy means not so much following changes in the environment and implementing strategic changes in the organization as actively interacting with the external environment. A strategically active organization must influence the environment in a targeted manner, changing and adapting it to the implementation of the strategy, creating conditions for achieving strategic goals. In a certain sense, it can be argued that these will be strategic changes, the most important component actual implementation of the strategy.
The impact on the external environment is aimed, first of all, at the formation of the environment of the immediate environment of the organization - consumers, suppliers, competitors, regional and local authorities authorities. The forms and methods of this influence can be varied - advertising, the choice of business partners and the conditions for cooperation with them, pricing policy, methods of competition and ways to protect their own economic interests, influence on public authorities, involvement of the media (including the creation of their own ). It is impossible not to note here some features of modern Russian statehood (corruption, bribery, uncontrolled use of budget funds), creating ample opportunities for business circles to form the necessary habitat.
From these positions, the term “adaptation to new conditions” is quite adequate, because the high dynamism and difficult to predict direction of changes in the external environment, the uncertainty of influencing factors require huge resources to create a potential to counter threats and do not allow most economic entities to significantly change the external environment. From a strategic point of view, such a concept seems one-sided.
A striking characteristic of any tourist organization is the purpose of its activities. The lack of a clearly defined goal deprives management of meaningfulness. Strategic goals are formulated on the basis of the mission of the organization and reflect the long-term economic interests of business entities.
With all the variety of approaches to the definition and structuring of areas and strategic goals, one thesis remains decisive - for commercial organizations, target orientation is one way or another connected with business profitability. Profitability can be characterized by various measurement indicators, but in any case, it should be sufficient to implement the economic strategy of the organization. It is theoretically possible to determine the measure of sufficiency on the basis of the concept of opportunity costs: in the long run, only organizations whose income allows them to compensate for their total costs, including normal (average, socially normal) profit, retain the right to exist. Profit in excess of normal is possible and acceptable, but from a strategic point of view, it is hardly worth orienting towards obtaining it, since inter-industry competition and capital outflow will lead to a decrease in excess profits to an average level.
The specific conditions for the formation of a market economy in Russia, the weakness of the real sector of the economy, the prevailing orientation of business to the sphere of circulation, increased entrepreneurial risk, the need for initial capital accumulation determine the goals of super-profitability as the most acceptable for economic entities. This compresses the time frame of the management cycle (in the short term, excess profits are normal and typical), current interests are put above promising ones, strategic goals are primitivized, becoming impoverished in content and “approaching” in time.
Regarding the definition of time parameters long term, then they should be sufficient to change the production capacity of the organization, provided that all factors of production are considered as variables, and competing organizations have time to make a maneuver to penetrate the industry.
Thus, not every tourist entity is able to develop and implement its own strategy. His profit and prospects for existence may be based on adaptation to the external environment. The subject of strategic management not only has sufficient potential to form a strategy that is adequate to the external and internal environment, but also able to use its resources to rebuild the external environment, unconditionally use its favorable opportunities and prevent lurking threats, and focus activities on obtaining sufficient profit in the long term.

1.3. General principles for developing a strategy for a travel company

The development of a strategy for a tourism organization begins with the definition of the main guidelines for entrepreneurial activity (the so-called philosophy of it) and the announcement of the corresponding message, which informs about its purpose (mission). Based on this, the form of implementation of the strategy is established and its final choice is made.
The philosophy of the organization includes the following elements:

main idea reflecting the goals of the organization, its strategy and direction of activity;
organization description- its history, parameters, opportunities and advantages, strategic goals and ways of their implementation in modern conditions, motives of activity, motto;
customer philosophy
etc.................