V.A. Kvartalnov
Strategic management in tourism
PROBLEMS OF FORMATION OF A TOURISM DEVELOPMENT STRATEGY
The field of activity of a businessman in tourism has always been compared to a chessboard. The comparison is intriguing but really irrelevant. If equity strategy is limited to a combination of a set of firmly established rules, then management strategy can be learned very easily. In fact, the competing tourism economy in Russia forces almost every hotel or tourism business or establishment to find their own new 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 the corporation (joint-stock association or society), given that all efforts are aimed at achieving efficiency, will not limit anyone by any formula. They - strategists - can and should operate within a weighty conceptual approach firmly grounded in the fact of effectiveness.
The section "Strategies for the growth of tourism" indicates the variability of the nature of the surrounding circumstances, which must be opposed by management decisions. The scope and direction of the goals and objectives can be definitely and convincingly proven. But the management cannot always confidentially approve the framework in which the tourist product of the company will go through its life cycle (its circulation). Still less can he predict the nature of competition or know in advance the vagaries of the current economic situation. Consequently, the business strategy must be prepared for changes, and if necessary, for rapid changes.
Getting involved in business requires being a strategist and tactician, flexibly balancing responses based on solid goals. While creating a sustainable philosophy of the growth process, at the same time, it is necessary to remain flexible enough to reckon with unforeseen opportunities. You must be prepared to move in new directions without deviating from an established strategic plan, even for the sake of exciting novelty. At the same time, for fear of the dangers of an emotional commitment to "established reliability" of a product, one should not hesitate with the investment and investment that guarantees the equivalent of a return.
Both firmness and flexibility are needed in overcoming the circumstances and alternatives that the company faces and that have been chosen to maintain growth strategy and attractiveness tactics. So, in the section "Integration of business structures as a factor in increasing tourism efficiency" a number of problems are documented that bother joint-stock associations in the tourism business most of all and which, leading them to a crisis, cause new organizational initiatives to clash with customary managerial actions. Based on the experience of individual successful entrepreneurs, a list of practical steps is proposed to merge two enterprises into a single organization that can potentially become larger in its capabilities than the sum of its disparate components.
The need to actually search for solutions as opposed to themes based on intuition, tradition and hasty reasoning is the topic of the next section - "A quiet revolution in the philosophy of tourism management." The meaning and significance of managerial skills for tourist practice is revealed, which until recently were often denied by workers. government controlled and tourism regulation. These skills include: resolving difficult-to-achieve goals that are put on the agenda by the performers; delegation of responsibility to the first line of management instead of several top managers who concentrated real power of management; increased attention to technological change instead of developing measures to rationalize and justify adherence to old policies; closely monitoring the nature of competition; maintaining an atmosphere of dissatisfaction at all levels in the office or company.
The section "Evolution of top management" examines the problems of strategy from a height, that is, how its achievement is presented to the management of the corporation. Board members are fully responsible - and they cannot delegate or shift that responsibility to others - for setting long-term goals and defining a strategy that will most successfully complete their intended goals. This involves: developing effective planning and decision control powers; 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 was not able to satisfactorily complete the program.
Ultimately, the success of the implementation of the tourism association strategy is a personal enterprise, strictly conditioned by the temperament and abilities of the leadership, responsible, for better or worse, for maintaining one's management principle... The section "Leading Principle and Styles of Organizational Execution" reveals the principle of management of individual leaders. The important thing to understand here is that in one day, the business environment can profoundly change the role of a key leader. His task is to make less fundamental changes himself, despite the development of the organization and the process on which a decision should be made. Not so much having your own decision-making ability as freeing the company from personal influence... How he implements the problem, providing a strict focus and filigree management skills, is the essence of the management principle 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 public policy 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 travel companies, whose annual performance largely affects promotion. tourist product... Taken together, such a management policy is not only important: these efforts can be decisive in the 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 the growth of the general economy, or the tourism sector, or even the production of goods and services related to the provision of tourism. Moreover, growth-driven governance can trigger the development of entire new industries, such as manufacturing. Vehicle delivery. 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 of managerial alternatives for increasing growth national economy should be considered from the standpoint:
What strategic growth is most appropriate for the management of a travel company;
What control program can be adopted for new sphere activities of the travel company.
To reveal the practical framework 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 industry are guided by three strategic methods, applied both separately and in combination:
1. development of the existing product in the established directions of tourism;
2. Expansion of the geography of travel and sales due to new areas of tourist destination;
3. the introduction of counter spheres of tourism activities, including through the creation of new companies.
Tourism development based on an established market. The most striking example of a tourist company that has developed due to the strengthening of tourism in Russia is the Bureau of International Youth Tourism "Sputnik". From 1958 to 1998 Sputnik maintains an almost constant growth in tourism sales and offers. For the period from 1969 to 1985. the company expanded its capabilities 15 percent a year, well ahead of the growth rate of most other companies in the country. Until 1992, Sputnik was actually the only manufacturer whose indicators testified to a varied growth, and managed to approach the level of sustainable sales of a tourist product in all regions of the former USSR and Russian Federation, even in the face of its own decentralization.
Development through new tourism products based on the existing industry. Only a few companies can develop their business year after year, selling 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 travel company "Academservice" has applied this very method to hack the existing one through new tours and markets. tourist business, annually expanding the market for 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 deliberate reward of specific market completeness. For example, Academservice developed not only new tour packages, but also corresponding programs for clients of different needs. The said company has specialists, sales managers and programmers who, using computers and information systems 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 indicators in the development of the company.
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COURSE WORK
Basic requirements for a strategic management manager and development of a travel company development strategy
- Completed by a student
Full-time education
- scientific adviser
____________________
"" ___________ 2010
Grade
____________________
Samara 2010
Content
Introduction ………………………………………………………………………… ... 2
Chapter 1. Strategic management in tourism…. …………………………… 4
- The concept and essence of strategic management ……………. …… .. …… 4
1.3. General principles for developing a strategy for a travel company ..................... 15
1.4. Basic requirements for a strategic manager …………………… 19
Chapter 2. Development strategy of the travel company "Magellan" ..................... 21
2.1. Organizational and economic characteristics of the company ……………… .21
2.2. Analysis of the internal environment of a travel company ......................... ............. 23
2.3. Analysis of the external environment of a travel company ………………………… ... 26
2.4. Development of the development strategy of the travel agency "Magellan" ………………… .27
Conclusion …………………………………………………… ……………. …… 31
Bibliography ……………………………………… .33
Appendices …………………………………………………… ……………… ... 34
Introduction
Relevance selected topic term paper is that the importance of strategic behavior that allows a firm to compete in the long run has increased dramatically in recent decades. All companies in a highly competitive, rapidly changing situation must 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 pace with the changes taking place in their environment. In the past, many firms were able to function successfully, focusing mainly on day-to-day work, on internal problems associated with increasing 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 that ensures the adaptation of the company to a rapidly changing environment.
Whereas earlier it was believed that the big one has a better chance of winning the competition than the small one, now it is becoming more and more clear that the faster gets the advantage in the competitive struggle. Accelerating changes in environment, the emergence of new requests and a change in the consumer's position, an increase in competition for resources, the internationalization of business, the emergence of new, often completely unexpected opportunities for doing business, the development of information networks that make it possible to disseminate and receive information at lightning speed, the wide availability of modern technologies, a change in the role of human resources, as well as a number of other factors have led to a sharp increase in the importance of strategic management.
Business practice has shown that there is no strategy that is uniform for all companies, just as there is no single universal strategic management. Each firm is unique in its own way, 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 speak about some generalized principles for the implementation of strategic management. All of the above factors determine the relevance and importance of the topic of work at the present stage, aimed at a deep and comprehensive study of the strategic management of an enterprise.
The purpose This work is the study of strategic management in tourism, as well as the development of a strategy for the development of 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 agency;
- to identify general principles developing a strategy for a travel company;
- describe the basic requirements for a strategic manager;
- to study the organizational and economic characteristics of a travel company;
- to analyze the external and internal environment of the travel company;
- to develop a development strategy for the travel agency.
Research object is strategic management in tourism. The subject of research is the development strategy of the travel agency "Magellan".
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, orientates production activities to customer requests, responds flexibly and makes timely changes in the organization that meet the challenge from the environment and allow to achieve 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 is:
- 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 goals, but is currently absent or available in insufficient volume;
- problems associated with external factors that are out of control.
Strategic management problems most often arise as a result of the actions of numerous external factors... Therefore, in order not to be mistaken 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 reaction of an organization to a change in the external environment, its line of behavior, chosen to achieve the desired result.
Key characteristics of the strategic aspect of managing an organization in comparison with operational (current) management, which was practiced in business over 20 years ago, are presented in Appendix 1.
The essence of strategic management lies in answering 3 important questions:
What is the current position of the enterprise?
In what position would it like to be in 3, 5, 10 months?
What is the way to achieve the desired result?
To address the first question, an information base with appropriate data is needed to analyze past, present and future situations. The second question reflects such an important feature for strategic management as its orientation towards the future. It is necessary to determine what to strive for, what goals to set. The third question 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 available or available resources, management system, organizational structure and personnel who will implement this strategy.
Thus, the essence of strategic management consists in the formation and implementation of an organization's development strategy based on continuous monitoring and assessment of ongoing changes in its activities in order to maintain the ability to survive and function effectively in an unstable external environment.
Strategic management in an enterprise is expressed in the following five functions:
- Planning a strategy.
Organization of the implementation of strategic plans.
Coordination of actions for the implementation of strategic objectives.
Motivation to achieve strategic results.
Control over the process of implementing the strategy.
Forecasting precedes the actual drawing up of strategic plans. It is based on the analysis of a wide range of internal and external factors (conditions) of the functioning of the enterprise in order to anticipate the possibility of development and risk assessment. A systematic forecast allows you to develop a well-founded approach to the strategy of the enterprise. Forecasting traditionally uses three dimensions: time (how far ahead are we trying to look?), Direction (what are the trends of the future?) And magnitude (how significant the change will be?).
Taking into account the results of the analysis, the company's management formulates a mission (business area, global goal), determines the development prospects of the organization and develops a strategy. Linking the strategic goals of the enterprise with the results of the activities of individual departments is carried out through the development of the necessary action program and budgeting. Budgeting includes program costing and resource allocation.
The organization of the implementation of strategic plans involves the formation of the future potential of the enterprise, the coordination of the structure and management system with the selected development strategy, the creation of a corporate culture that supports the strategy.
Coordination of the actions of managers in the formation and implementation of the general strategy consists in the coordination of strategic decisions at various levels and the consistent consolidation of the goals and strategies of structural units at higher levels of management.
Motivation as a function of strategic management is associated with the development of a system of incentives that induce the achievement of the set strategic results. Control consists in continuous monitoring of the implementation of strategic plans. It is designed to determine in advance impending dangers, to identify errors and deviations from the adopted strategies and policies of the enterprise.
The implementation of strategic management functions is carried out through the development and adoption strategic decisions... Strategic decisions are managerial decisions that are future-oriented and lay the foundation for making operational decisions, are associated with significant uncertainty, since they take into account uncontrollable external factors and are associated with the involvement of significant resources and can have extremely serious, long-term consequences for the enterprise.
Strategic decisions include, for example:
- reconstruction of the enterprise;
- introduction of innovations (change in the organizational and legal form, new forms of organization and remuneration, interaction with suppliers and consumers);
- entering new sales markets;
- acquisition, merger of enterprises.
Strategic decisions have a number of distinctive features. The main ones are:
- innovative character;
- focus on promising goals and opportunities;
- the complexity of the formation, provided that the set of strategic alternatives is uncertain;
- subjectivity of the assessment;
- irreversibility and high degree risk.
Strategic management is based on a number of principles that need to be taken into account in the process of its implementation. The main ones are:
Scientificness combined with elements of art... A manager in his activities uses the data and conclusions of many sciences, but at the same time must constantly improvise, look for individual approaches to the situation. The implementation of this task presupposes, in addition to knowledge, mastery of the art of competitive struggle, the ability to find a way out of the most difficult situation, focus on key problems, and highlight the main advantages of your organization.
Purposefulness of strategic management... Strategic analysis and strategy formation should be subject to the principle of purposefulness, i.e. be always focused on the implementation of the global goals of the organization... In contrast to free improvisation and intuition, strategic management is designed to ensure the deliberate directional development of the organization and the focus of the management process on solving specific problems.
Flexibility of strategic management... It implies the possibility of making adjustments to previously made decisions or their revision at any time in accordance with changing circumstances. The implementation of this principle involves assessing the compliance of the current strategy with the requirements of the external environment and the capabilities of the enterprise, clarifying the adopted policy and plans in the event of an unforeseen development of events and increased competition.
Unity of strategic plans and programs... To be successful, strategic decisions at different levels must be aligned and closely aligned. Unity of strategic plans commercial organizations is achieved by consolidating the strategies of structural units, mutual coordination of strategic plans of functional departments.
Creation of the necessary conditions for the implementation of the strategy... The strategic plan does not necessarily ensure its successful implementation. The strategic management process should include the creation of organizational conditions for the implementation of strategic plans and programs, i.e. formation of a strong organizational structure, development of a motivation system, improvement of the management structure.
1.2. Strategic aspects of a travel company
Strategic management in tourism can be viewed as an activity for the cost-effective achievement of the long-term goals of a travel company on the basis of retaining competitive advantages and an adequate response to changes in the external environment. That is, the essence of strategic management is characterized by specific goals and efficiency, priority consideration of the external environment, and the gain and retention of a competitive advantage are viewed as a means of achieving strategically significant results.
According to Western estimates, only 5% of entrepreneurs develop and implement their own strategy, while making a profit above the average, the rest of this strategy is not available. For its development and implementation, a tourist entity must have a 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. The economic mass makes it possible to withstand the blows of a dynamic and uncertain external environment, to steadily follow a strategic course. Economic mobility creates conditions for effective maneuvering in a changing environment, skillful evasion from the "ninth wave" of the market element and consistent advancement towards one's goal, using the hidden capabilities of the external environment and speed of movement.
Economic mass and mobility are determined primarily by the resources of the organization, which differ in both volume and content. It is the lack of resources - financial, material and technical, 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 potential of an organization. Their strategic importance lies, firstly, in their possibilities 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).
Formulating and implementing an organization's strategy is resource intensive. On the one hand, this allows most tourist entities to raise the question of strategy only in theoretical terms, which is why major strategic mistakes are made. Not all organizations are capable of equally accurately choosing a strategically advantageous market for themselves. By mistakenly evaluating their potential opportunities act stably for a long time, they find themselves, in essence, alien to them strategic zone management. Moreover, in this case, it is not just about the possession of resources or the possibility of acquiring them. The quality of management is of great importance, 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 nature” of the subject is to find a market niche adequate to the available resources and to act in it.
The development of an organization's strategy is not limited to the cost 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 wealth of information - collected, systematized and analyzed throughout the entire period of the travel 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 of a particular business, to formulate the directions of the organization's development, to 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 the top management with the solution of current tasks, not allowing them to adequately focus on the strategic problems of the organization. If we add to this the reluctance typical of Russian management to “share” rights with subordinates, it becomes clear why many leaders objectively lack a strategic direction of action.
Moving 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 strategic compatibility of individual divisions. Although there are difficulties in developing and implementing a strategy in more developed organizational structures, the general conclusion is undeniable - their strategic potential differs significantly.
Since the organizational structure of a travel agency should not be more complex than it is necessary based on its size, the nature of its activities and territorial location, most Russian (and western) travel agencies operate within the framework of simple organizational structures... At the same time, the strategic aspects of functioning remain in the shadows for them, objectively complicating the development and implementation of 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 "adaptation to new conditions", which is often used to characterize the activities of successfully developing firms, seems to be not entirely successful, since it creates the impression of a passive and directed mainly towards 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 an organization. However, strategy means not so much following the changes in the environment and implementing strategic changes in the organization, as actively interacting with the external environment. A strategically active organization must directly influence the environment, changing and adapting it to the implementation of the strategy, creating conditions for achieving strategic goals. In a sense, it can be argued that these will be strategic changes, the most important component of the 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 should be noted here some of the features of modern Russian statehood (corruption, bribery, uncontrolled use of budget funds), which create ample opportunities for business circles to form the necessary living environment.
From these positions, the term "adaptation to new conditions" is quite adequate, because the high dynamism and difficultly predictable 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, this concept seems one-sided.
A striking characteristic of any tourist organization is the goal of its activities. The lack of a clearly defined goal deprives management of meaningfulness. Strategic goals are formulated on the basis of the organization's mission and reflect the long-term economic interests of business entities.
With all the variety of approaches to defining and structuring areas and strategic goals, one thesis remains decisive - for commercial organizations, target orientation is somehow connected with business profitability. Profitability can be characterized by various indicators of measurement, but in any case, it should be sufficient to implement the economic strategy of the organization. The measure of sufficiency can theoretically be determined on the basis of the concept of imputed costs: in the long term, 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 permissible, but from a strategic point of view, it is unlikely to be guided by its receipt, since intersectoral competition and capital outflow will lead to a decrease in excess profits to the average level.
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 towards the sphere of circulation, increased entrepreneurial risk, the needs of initial capital accumulation determine the goals of superprofit as the most acceptable for economic entities. This compresses the time frame of the management cycle (in short term superprofit is 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 timing 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. Their profit and prospects for existence can 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 is also able to use its resources to restructure the external environment, unconditionally use its favorable opportunities and prevent lurking threats, focus activities on obtaining sufficient profits in the long term.
1.3. General principles for developing a travel company strategy
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 organization's philosophy 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.................
Strategy is a system management decisions determining the promising directions of the organization's development.
In the field of tourism business, the strategy includes three main components:
¦ customer needs;
¦ the company's ability to meet these needs;
¦ long-term profit of the company.
Strategic management a tourist firm is defined in the literature as a management technology in conditions of increased instability of environmental factors and their uncertainty over time.
An analysis of the reasons for the emergence of uncertainty shows that its main source is scientific and technological progress, which led to the acceleration of economic processes and the emergence of innovations: both radical (creation of goods, technologies that have higher competitiveness and efficiency in comparison with existing analogues), and improving (gradual improving the parameters of existing goods, technologies). Improving innovations allow a relatively uniform increase in productivity, technology efficiency.
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 annual strategic plan is combined with the annual financial plan.
The strategy is formulated and developed by top management and ensures the implementation of the organization's mission and the achievement of its goals, but their implementation involves the participation of all levels of management.
Strategic management cycle travel agency has five main stages.
1. Definition of business and mission of the organization.
2. Development of long-term and short-term goals.
3. Development of a strategy.
4. Implementation of the strategy.
5. Evaluation of the effectiveness of the strategy, correction of the previous stages. The strategic management process begins with defining the organization's business and mission. The definition of the business (area of activity) of the organization involves:
¦ determination of the satisfied need;
¦ consumer identification;
¦ determining the way to meet the needs of identified customers.
The entire field of the firm's activity, which ensures its existence, is divided into strategic business areas in which the company is currently operating or will carry out its activities in the future when operating not only in one, but also in several business areas. The strategic business area includes services (products), united by one common feature: the nature of the needs to be met; technologies; types of consumers; geographic distribution areas, etc.
Each strategic business area is covered by the following metrics:
¦ the size of the market, determined by the total volume of sales of services and products by all manufacturers, including competitors;
¦ share of the enterprise in the market volume;
¦ stage life cycle(market rollout, growth, competitive turbulence, maturity, recession);
¦ competitive position enterprises (strong, medium, weak) in this area. At a specific point in time (in the past, present or future), the enterprise periodically evaluates the strategic areas of business in order to optimize, since in the external and internal environment of the enterprise, in the main goals and methods of achieving them, there are always changes.
The structural unit of the firm (department, branch, project group or one employee), which has some organizational and economic autonomy, is responsible for doing business in a specific strategic area. Based on the spheres of business of the company, its mission is formed. The mission reflects the business philosophy, world outlook, unites individuals, helps employees to perceive events unambiguously and interact with each other.
The mission of the enterprise is formulated by the strategic leader based on three groups of factors:
1) the values of the leaders of the enterprise, which they actively implement in life (spiritual development, prestige, recognition, altruism, the rise of well-being, the growth of the quality of life, etc.);
2) organizational priorities embodied in organizational culture enterprises (traditions, rituals, beliefs, public opinion, ethical standards priorities of values adopted in the organization - stability and innovation, initiative and enterprise, diligence and discipline);
3) the goals of society (raising the standard of living, protecting the health of citizens, ensuring security, etc.).
The responsibility for the formulation and future position of the enterprise rests with the top management.
The mission of this production is to make a profit and develop the enterprise itself (achieving self-sufficiency). To develop an appropriate mission, the management of travel companies must constantly ask themselves questions: "Who are our clients?", "What needs can we satisfy?" and "Who are we, what are we doing, where are we going?"
Analysis financial activities an enterprise benefits the organization and contributes to the effectiveness of the strategic planning process. The benefits of constant monitoring of financial position, strength and capabilities helps to identify the existing and potential weaknesses of the organization, as well as the position of the organization in the circle of competitors.
In strategic management, there are four levels of strategy in the organization.
The first level - corporate - is present in companies operating in several areas of business (concerns and conglomerates). Here decisions are made on purchases, sales, liquidations, re-profiling of certain areas of business; strategic correspondences are calculated between separate
new areas of business; diversification plans are being developed; is under global control financial resources.
The second level - business areas - the level of senior managers of non-diverted organizations ( corporate strategy, assuming the inclusion of new business areas in the organization, consistent with the existing ones), which are part of the diversified or completely independent, responsible for the development and implementation of the strategy of the business area. At this level, a strategy is developed and implemented based on the corporate strategic plan, the main purpose of which is to increase the competitiveness of the organization and its competitive potential.
The third level - functional - is typical for managers of functional areas: finance, marketing, development of new products and services, production, personnel management, etc.
The fourth level - linear - the level of heads of departments of the organization or its geographically distant parts, for example, representative offices, branches.
The task of the firm is to achieve the goals for which it was created. However, under the influence of the rapidly changing consumer demand, scientific and technological progress and other factors, the nature of goals and how they are achieved can change. Therefore, the control system must be flexible. The flexibility of the strategy places great demands on the organizational structure.
Organizational structure. The process of management and provision of services in the tourism industry is carried out within the organizational structure of a travel company, hotel, restaurant or other travel company. The organizational structure is a relatively stable relationship established between the elements of the organization, channels of power and communication between various administrative services, as well as information transmitted through these channels. The organizational structure of management of many travel companies is ensured by the flexibility of production, the need for which may be due to changes in the level of demand or actions of competitors: a decrease in prices, a fall in the company's share in the market, the immediate success of a new type of product. Organizational structure of management tourist enterprise are the logical relationships between the levels of management and functional services that, with the help of management, achieve the strategic goals of the travel company. The organizational structure of an enterprise determines not only its economic efficiency but also the moral and labor satisfaction of the staff. Managers need to constantly monitor its impact on the behavior and performance of employees, as well as the impact on them of the way they work. The organizational structure inextricably links the management process and the behavior of people in the workplace. Employees, services and other parts of the management apparatus are its elements, and relations between them are maintained thanks to connections that have a horizontal or vertical orientation.
There are no universal recommendations for building management structures for tourism enterprises. Management theory and practice offer various types of organizational structures in tourism: linear, functional, linear-functional, regional, innovative.
Linear structure is one of the simplest control structures. It is characterized by the fact that at the head of each structural unit there is a leader, endowed with all powers, exercising sole leadership of subordinates and concentrating all management functions in his hands. As a rule, such an organizational structure is represented in small organizations or in structural units of a large organization. In linear management, each link and each subordinate has one leader through whom all management teams pass. Since in a linear structure decisions are passed along a chain "from top to bottom", and the manager of the lower management level is subordinate to the manager of a higher level, a hierarchy of leaders of the organization is formed. In this case, the principle of one-man management operates, the essence of which is that subordinates carry out the orders of only one leader. A higher management body does not have the right to give orders to executors bypassing their immediate superior. For a private enterprise in the form individual entrepreneurship such a structure is simplified as much as possible. Quite often, as we have already mentioned, the "owner" of the enterprise performs the function of a tour operator and tour-gent. In connection with the simplified procedure for small businesses, accounting and reporting, you can use the services of an accountant. The tour is carried out by hired (according to labor contracts) tour guides, guides not on the staff. Thus, the entire structure consists of one link in the person of the manufacturer and the distributor of the tourist product.
The linear organizational structure has its advantages and disadvantages (Table 31.1).
Table 31.1
Advantages and Disadvantages of Linear Structures
| Dignity | Flaws |
| 1. A clear hierarchy and consistency of actions of performers gt; | 1. High requirements for the leader (comprehensive preparedness, ensuring effective leadership for all control functions) |
| 2. Easy to operate (one communication channel) | 2. Information overload, many contacts with subordinates |
| 3. Clearly expressed responsibility and efficiency in decision-making | 3. Disunity of horizontal connections; with a large number of management levels, the process of making and implementing management decisions is lengthened |
| 4. Personal responsibility of the head for the final results of the activities of the subordinate unit | 4. The possibility of excessive brutality in management |
The linear management structure of a medium-sized travel agency is shown in Fig. 31.5.
Thus, the shortcomings of the linear structure are quite serious, but to a certain extent they can be leveled by the functional structure.
Rice. 31.5. Medium-sized travel agency linear management structure
The functional structure of management is typical for divisions occupied by the general labor activity, and small firms. The implementation of individual functions is entrusted to specialists who are united into specialized structural units (departments) (for example, marketing department, accounting department, planning department, etc.). Functional management is carried out by a set of departments specializing in the performance of specific types of work required for decision-making in the linear control system. Functional management exists alongside linear management, which creates double subordination for performers. Advantages and disadvantages functional structures s are listed in table. 31.2. The management structure of a medium-sized travel agency is characterized in Fig. 31.6.
Table 31.2
Advantages and disadvantages of functional structures
| Dignity | Flaws |
| 1. Efficiency due to the specialization of activities and the release of line managers from solving some special issues | 1. Complexity of coordination of various functional divisions and promotion of narrow specialization of divisions |
| 2. The greatest suitability for organizations operating in the same business area, differentiation and delegation of authority | 2. High likelihood of competition and conflicts between departments and a lengthy decision-making procedure |
| 3. High quality of operations management in relatively stable (routine) business areas, elimination of duplication in the performance of management functions | 3. Excessive specialization and narrowness of managerial thinking and relatively frozen organizational form difficult to react to changes |
| 4 . Ability to achieve scale and learning effects based on functional delineations | 4. Delegation of primary responsibility for efficiency to the head of the executive branch and the emergence of tendencies of excessive centralization |
| 5. Top management is focused on strategic issues | 5. Narrow-functional short-sightedness of the structure hinders innovation, opportunities for development of managers are limited |
The disadvantages of both linear and functional management structures are largely eliminated by linear functional structures.
The linear-functional structure provides a connection between organizational structures by functions of power and responsibility. The essence of combinations of linear and functional relationships in the organization is that in the system of general management, each employee is subordinate to only one leader. Functional managers are given the right to directly resolve issues that are exclusively within their competence. In this regard, with such a management structure, the full power is assumed by the line manager, who heads a certain team. The main task of line managers is to coordinate the existing functional services and direct them towards the common interests of the organization. Such leaders enforce their decisions either through the main leader, or (within the limits of their authority) directly through the respective heads of the executing services. The linear-functional structure is inherent in the branches of large firms, where there is a need for specialist managers.
The linear-functional management structure is shown in Fig. 31.7. Table 31.3 lists its advantages and disadvantages.
Table 31.3
Advantages and disadvantages of linear functional structures
Regional structure can be used large companies conducting business in regions remote from each other and forced to adapt to the specifics of specific territories. The management system of the regional structure of the organization is characterized by Fig. 31.8. The advantages and disadvantages of regional structures are shown in table. 31.4.
Of particular interest in tourism management are innovative structures focused on finding new things. The main principle of their activity is that the current production and sale of the developed profitable tourism products are combined into a group of current production, and the development of new services and technologies - into a search group. The search team is responsible for the project until its commercial feasibility is established. pilot production who is experiencing New Product(tour, service) on the market. After production profitability of this product installed, the project is transferred to the group of current production, where it will be dealt with by the appropriate unit. Leading travel companies operate according to this scheme. The sourcing-oriented structure provides manufacturing agility, strategy flexibility and the effect of scale-up in the group. but economic effect decreases slightly due to duplication of resources in both groups.
