Table 1.2.1. Main comparative characteristics of hotels.
Hotels |
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Criteria |
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Room price, rub. |
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Accommodation conditions (1-5 points) |
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Location (proximity to the center), (1-5 points) |
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Availability of additional services (1-5 points) |
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Quality of service (1-5 points) |
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Image (1-5 points) |
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Total: quality |
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Hotels “A” and “C” have similar parameter estimates with equal room prices, therefore, they are part of the same strategic group, and Hotel “E” is close to them. If the pricing policy changes, Hotel “B” may also be included in this group. Hotel “D” is not included in this strategic group.
The presence of similar parameters and being in the same strategic group means that the activities of the compared enterprises are focused on the same consumers. In this regard, each individual hotel needs to have qualities that make it more attractive to the client, i.e. provide a competitive advantage.
Competitive advantage of a hotel organization - these are those characteristics, properties of hotel services that create for the hotel a certain superiority over its direct competitors. These characteristics can be very different and relate to basic services (accommodation, food), additional services, technologies of organization and service, forms of promotion of services specific to
specific hotel. Competitive advantage is relative, defined in comparison with enterprises that occupy the best positions in the strategic group.
There are strategic and tactical factors of competitive advantage. Tactical factors of competitive advantage ensure the competitiveness of the hotel in the current period (within one year), strategic factors of competitive advantage is aimed at ensuring the competitiveness of the hotel enterprise in the future.
It is important for managers of hospitality service enterprises to focus their attention on strategic factors of competitive advantage, i.e. to provide high quality services, corresponding class of service, implementation of information technology, etc.
There are two types of competitive advantages: lower costs and specialization. Under lower costs it is understood not just a lower amount of costs for the implementation and sale of services
Competitiveness of hotel services 9 and hospitality enterprises as an object of management
hospitality than its competitors, and the ability of the enterprise to develop and perform the service more efficiently than its competitors. That is, the entire cycle of operations for the provision of hotel services must be carried out at lower costs and in a shorter time.
Specialization is the ability to meet specific customer needs and get a higher price for it than competitors. In other words, to ensure this type of competitive advantage, it is necessary to learn the art of standing out among competitors by offering the guest a service that is noticeably distinguished by either a high level of quality with a standard set of parameters that determine this quality, or a non-standard set of needs that it can satisfy the buyer's real interests.
At the same time, at any given time, a strategy for ensuring competitiveness is built, relying only on one type of competitive advantage - either lower costs, attracting buyers with the relative cheapness of services compared to competitors, or specialization, challenge
This is of great interest to the most demanding customers who, above all, require high quality and satisfaction of special needs.
Based on the types of competitive advantages, the most appropriate strategy for ensuring and maintaining the competitiveness of the hotel enterprise is selected. Possible strategies for ensuring competitiveness, based on various types of competitive advantages, are presented in Figure 1.2.1.
Some hotel enterprises develop their activities according to the strategy of “uniqueness and leadership.” Such enterprises provide high-class customer service, widely using Western management style and a clearly structured marketing system. These are, for example, such Moscow hotels as Baltschug Kempinski Moscow, Savvoy, Metropol, Radisson Slavyanskaya, etc.
There are hotels whose competitive strategy is based not on specialization, but on lower costs. They provide accommodation services of world standard quality and
Rice. 1.2.1. Strategies for ensuring competitiveness.
10 Competitiveness of the hotel enterprise
with standard price. For example, small
And average class hotels 3–4 stars, located not in the central part of the city, but having, along with the main hotel product (rooms), additional services.
The third type of enterprise builds a competitive strategy on less risky
And cheaper principles - specialization with a narrow range of services (for example, the provision of only accommodation services by hotels located at airports, train stations, large wholesale markets, large enterprises, educational institutions, etc.).
Naturally, it is not necessary to adhere to only one, once chosen strategy for ensuring competitiveness. The path of expanding the range of services while maintaining relatively low prices that justify the middle class of service will lead to a cost-oriented strategy, which will increase both sales volumes and the amount of profit received.
If you do not expand the range of additional services, but direct all income to improve the quality of the main service, this will lead to a strategy of selective specialization. This path can provide a fairly high level of return on invested capital.
For a hotel enterprise whose material and technical base is worn out and there are no funds for its modernization, workers do not have the necessary qualifications, but wages and other costs for performing the service are not too high, then the most a “cost-oriented” strategy is appropriate.
1.3. Factors of competitiveness of a hotel enterprise.
The competitiveness of a hotel organization is influenced by many factors that determine the strength of the business, the ability of the enterprise to function in current economic and political
conditions, i.e. solve tax problems; ensure financial stability and independence, equip the material and technical base of the enterprise and reduce the degree of wear and tear, organize activities in all areas - financial, economic, sales, analytical, service, etc. But these factors determine only one aspect of a hotel’s competitiveness. From the owner's perspective. The consumer, focusing on the attractiveness of the service, helps to increase the competitiveness of the hotel, providing it with income and the opportunity to implement the above factors.
The selection, justification, grouping and ranking of the degree of influence of factors on the competitiveness of a hotel enterprise should be carried out taking into account the specifics of its activities.
The services market has a number of specific features, such as: high dynamism of market processes; territorial segmentation; local nature of services; short service delivery cycle; high sensitivity to changes in market conditions; personal contact between the consumer and the service provider; individuality of demand; impossibility of preliminary assessment of the quality of the service.
In turn, accommodation services have additional specifics:
1. Different grades of services provided;
2. Direct consumption of services in the process of their provision;
3. Dependence of the results of the hotel’s economic activities on fluctuations in demand for services;
4. Low elasticity of supply;
5. High capital intensity;
6. Continuity of provision of state #
service design, which is based on the special requirements of clients.
Taking into account all of the above, factors affecting competitiveness
Competitiveness of hotel services 11 and hospitality enterprises as an object of management
hotel enterprises Competitiveness 12
Rice. 1.3.1. Structure of factors influencing the competitiveness of hospitality enterprises.
hospitality enterprises, it is advisable to divide into 4 groups (Figure 1.3.1):
– factors characterizing the enterprise;
– factors characterizing the service;
– factors characterizing customer service;
– factors characterizing the brand#
The significance and nature of the influence of these groups of factors on ensuring the competitiveness of an enterprise in the hospitality industry is different.
Thus, factors of group I designed to show the characteristics of the enterprise itself. The composition of the factors included in this group also differs significantly. For example,reputation (image) of the hotel, it would seem at first glance to have nothing in common with either the organization of activities or the economics of the enterprise, but the significance of this factor is great. A hotel's reputation is often formed as a result of the guest's assessment of the level and quality of service. Research shows that if a person has been served well, he will tell five people about it. If a person has a negative experience, he will report this to ten 4 . The hotel's image forms the structure of service users. Thus, for reputable businessmen, representatives of show business, and artists, the reputation of the accommodation facility is very important, since this is not only an appropriate class of service for the client himself, but also, to a certain extent, for those around him, a characteristic of success in life of this person.
When the nature of competition gravitates
To using the advantages provided by the image of the enterprise (for example, the Baltschug Kempinski Moscow, Savvoy, Metropol, Radisson Slavyanskaya, etc.) hotels, then it is an incentive
4 Timokhina T.L. Organization of reception and service for tourists: a manual. # M.: LLC “Knigodel”: MATGR, 2005. - 288 p.
Competitiveness of hotel services 13 and hospitality enterprises as an object of management
A little is not enough, since customer requirements for the level of service are changing, technologies for providing services are being improved, and hospitality enterprises must constantly deal with the problems of advanced training, training and retraining of staff. Moreover, this applies to all personnel - starting from the maid and ending with the head of the enterprise. This problem is very relevant in modern conditions, because The quality of customer service in Russian hotels still lags behind the level of international requirements and standards.
An equally important problem for hospitality industry enterprises is staff turnover. Frequent turnover of personnel, on the one hand, leads to a deterioration in the quality of service (during the adaptation period of newly hired employees), and on the other, increases the costs of the enterprise (payment of severance pay, costs of improving the qualifications of an employee who is not remained to work at the enterprise). One of the reasons often cited by those who quit is the low level of wages, which does not sufficiently compensate for the labor costs associated with increased neuro-emotional stress.
Financial condition of the enterprise hospitality determines its solvency, economic independence and creates conditions for stable development. The financial condition of an enterprise is determined by the results of its activities, since the main financial source is the profit received by the enterprise. Profit growth can be achieved by increasing the volume of sales of services while maintaining costs at the same level; when costs increase on a smaller scale than the increase in the volume of sales of services or when they decrease. In this regard, this competitiveness factor acts as a complex one, influenced by other factors.
Significantly characterizes the enterprise and affects its competitiveness control system. First of all, this is manifested in the organizational structure that is built at a given enterprise, the placement of management personnel at levels and levels of management, the distribution of work and management methods. The maintenance of the management apparatus is always associated with corresponding costs and, at first glance, the simplest solution to improving enterprise management would be to simplify the structure and reduce the number of management staff. However, in real practice this is hardly advisable. In the hotel business, the largest number of managers should be present at the middle and, more importantly, lower levels of management. An important issue in assessing this competitiveness factor is the availability of professional training of management personnel. Unfortunately, a study of the experience of hotel enterprises shows that quite often management personnel do not have specialized professional training, which, of course, can affect the quality of management decisions. Management methods are also of no less importance, i.e. ways to influence personnel.
Hotel location determines the degree of demand for hospitality services, since the convenience of using hospitality services is important for the client in terms of the availability of vehicles for moving to the place of residence; Often, when choosing a place to stay, one of the requirements a guest puts forward is the presence of an appropriate view from the window; It is important to have external infrastructure: car parking, necessary institutions (post office, bank branch, trading enterprises, cultural institutions, entertainment complexes, etc.).
Group II factors reflect the parameters of the accommodation service. Consumer
14 Competitiveness of the hotel enterprise
service providers, as a rule, are interested in the correspondence between price and quality of services provided. In recent years, priority has been given to the quality parameters of the service. And yet, the competitiveness of hospitality enterprises largely depends on the effectiveness of the hotel's pricing policy. The use of this tool in the hotel business is associated with a certain risk, since if it is handled ineptly, unpredictable and even negative results in terms of economic consequences can be obtained.
In the economic literature, the pricing policy of an organization is understood as a system of ideas about what principles should form the basis of pricing and how to maneuver prices to achieve the goals of the enterprise and solve relevant marketing problems. When determining the impact of price on the competitiveness of the hospitality service and the enterprise as a whole, several important points should be taken into account:
1. What is the place of price among other competitive factors in the hotel services market?
2. When forming the enterprise's pricing policy, are methods used to help optimize the estimated prices for services?
3. What is the nature of the pricing policy for new types of services.
4. Does the pricing policy take into account the results of a comparative analysis of the “cost/profit” and “cost/quality” ratios for your own enterprise and competitors’ enterprises?
The most important factor in the group under consideration is the quality of the services provided. Classification systems for hotels and other accommodation facilities are based on service standards that have evolved over centuries. Classification systems for accommodation facilities used in world practice assign them various categories, based on which
at consumer has the opportunity
judge both the material side of the hotel product and the set of intangible services. Consumer awareness seems to be the main task that classification systems for accommodation facilities are designed to solve.
An important factor characterizing the service is structure and condition of the number fund. The structure of the number of rooms depends on the level of class (number of stars) of the hotel complex and is determined in accordance with the approved decree of the Government of the Russian Federation on July 15, 2005 No. 1014#r “Classification System for Hotels and Other Accommodation Facilities.” Taking into account this factor of the competitiveness of a hotel enterprise involves identifying the degree of compliance of the declared and actually implemented class of customer service.
Ensuring the quality of accommodation services, and, consequently, the competitiveness of the enterprise, largely depends on the organization of the work of the corresponding hotel service. It is called differently: either the housekeeping service, or the room management service, or the maintenance service, or the maid service. The purpose of this division is to provide guest service in the rooms, maintain the necessary sanitary and hygienic condition of guest rooms and public premises, and provide household services to clients.
The provision of hospitality services is associated with the mandatory use of certain equipment and inventory, therefore quality of engineering and technical support services also named among the factors characterizing the service. Ensuring the proper operation of the hotel's engineering#technical equipment is the responsibility of the technical operation service (engineering#technical service). She carries out maintenance and repair of sanitary equipment (plumbing, sewerage, hot water supply, ventilation, air conditioning).
Competitiveness of hotel services 15 and hospitality enterprises as an object of management
air filtration, garbage chute); energy economy; low-current devices and automation equipment; television and communication systems; refrigeration equipment; computer equipment, etc.
One of the factors ensuring an appropriate level of hotel accommodation is the provision security services, i.e. the safety of the guest’s stay in the hotel and the safety and security of his property. These parameters, to a certain extent, influence the formation of the reputation of a hotel enterprise, since the safety of residence is a characteristic of the service that interests many users of hospitality services.
Group III factors are very specific and characterize the level and quality of customer service. These parameters of competitiveness are “on the surface”. In contrast to the financial condition of the enterprise, assessment of human resources, etc. The level of service can be assessed quite simply and clearly by the client. If the hotel employees are gloomy, unfriendly, overly fussy or, conversely, unduly demanding of the guest and his behavior, then, apparently,ethics and service culturein such a hotel leaves much to be desired. And the organizational culture itself requires improvement. An important element of organizational culture is its material component, i.e. those means and objects that create a comfortable environment - this includes the design of hotel halls, designed in a certain corporate style; comfortable modern furniture and equipment, etc. A necessary element of organizational culture is the use of branded uniforms, taking into account the specifics of the work of hotel staff. The neat appearance of employees instills in the client trust and disposition towards the enterprise, and plays a significant role in creating the reputation of the hotel enterprise.
Currently, the hotel business practices the provision of not only basic services, but also related and additional ones. In large modern hotels this may be a suitably equipped business center; high-class beauty salon; wellness or fitness center with a range of various services; cinema and concert hall; library; restaurants and bars; laundry and dry cleaning services, etc. This combination of the main and additional hotel product creates comprehensiveness of service, which is very convenient for the client and increases the level of their service. All this ultimately affects the competitiveness of the hospitality enterprise as a whole.
An important stage of the guest cycle (client service cycle), helping to ensure the occupancy of rooms, and, therefore, a constant influx of funds and influencing competitiveness, is room reservation. There are various sources from which hotels receive booking requests. Thus, one of the areas of booking is the work of hotels with travel companies, with large enterprises that book places for their regional employees, business partners, with companies that constantly organize exhibitions, all kinds of seminars, forums, with additional travel centers # Levuz education, carrying out retraining and advanced training of nonresident students. The second direction is one-time booking for individuals or organizations that have a need for hotel accommodation.
Just as the appearance of a hotel evokes positive or negative emotions in the client, so does the meeting of a guest,
organization of reception and accommodation significantly affect the level of their service. Service standards require standing to greet, serve and escort customers at the counter. Since labor works
16 Competitiveness of the hotel enterprise
As workers in this area have increased neuro-emotional stress, it is very important to rationally organize work schedules for personnel in this area. This is achieved by many hotels by developing clear shift schedules for staff, organizing smooth shift transfers, and the so-called “seamless service”5. This approach to service creates convenience for the client, since he is not left unattended for a minute and spends a minimum of time on the entire check-in process.
Quality of service , of course, depends on the standards applied. The same service can be performed in different ways.
The consumer's perception of the quality of hotel service is the formation in the guest's mind of a sensory image of the differences between the expected and actually received service with the subsequent development of this image (through the perception and assessment of the essential properties of the service received) into an emotional mood towards to the hotel. Strong positive attitude - high satisfaction, high quality. A strong negative attitude means a high degree of dissatisfaction, low quality.
When characterizing the quality of a hotel service, it is necessary to take into account the social significance of the quality of services.
Quality is the compliance of the services provided with the concepts and expectations of hotel clients, as well as established state standards and norms.
Hotel services receive different assessments from management, hotel staff and customers.
The administration evaluates the quality of services, guided by established standards and rules.
Personnel - based on job descriptions.
Clients are based on their own concepts, experiences, feelings and impressions.
Quality assessment is carried out in the following areas:
– the presence of properties that can satisfy the client’s needs (the more useful properties a specific service has, the higher its quality is rated);
– the process of providing the service (whether the client is satisfied);
– no service deficiencies.
Analysis of the quality of hotel services helps a hotel identify existing shortcomings in the quality of its services, determine their strengths and weaknesses, outline the main areas of work to improve their quality, and choose an appropriate strategy.
Consistent quality of services is one of the keys to the success and prosperity of an enterprise. If a guest received a number of services during his stay at the hotel, he should be sure that on his next visit the quality of services will be at the same level.
Fourth group of factors characterizes marketing. It is very often considered as a business philosophy and a specific guide to action. On the one hand, skillfully organized marketing activities provide insight into
O about what opportunities it provides for successful work in a competitive market. On the other hand, it answers an even more important question - what benefits does it bring to consumers, what problems does it allow them to solve. The main thing in marketing is target orientation towards the consumer and the complexity of solving market problems. Unfortunately, Russian business leaders still underestimate the role of marketing in
The main economic and financial results of using marketing are:
– expansion of the market share of the hotel enterprise;
– more complete impact on the activities of personnel united by the commonality of marketing decisions and actions in achieving set goals;
– increasing the volume of sales of services and, consequently, increasing the profitability of activities;
– increasing the return on fixed capital;
– acceleration of turnover of working capital; increasing the reputation of a hospitality company through the highest quality customer service.
By improving financial and economic performance indicators, marketing helps solve the problems of increasing the competitiveness of an enterprise.
The formulation of the long-term goals of a hotel enterprise and ways to achieve them should be based on the patterns of its business cycle, which begins with marketing and ends with financial results, i.e. making a profit (zero result, losses due to poor quality marketing activities). In addition, a hotel enterprise develops on the basis of the life cycle of an economic unit, which, in a competitive environment, goes through the stages of introduction, growth, maturity,
decline and collapse. In order to increase or maintain their competitiveness and, thereby, extend their activities for an indefinitely long time, enterprises must take effective measures to neutralize its material and moral aging, i.e. it is necessary to periodically review the mission and goals of the enterprise, modernize or completely reorganize the enterprise management structure, support the material and technical base at a competitive level, carry out active work in the field of personnel motivation, stimulating their initiative and entrepreneurship .
To realize the positive impact of marketing activities on the competitiveness of a hotel enterprise, it is necessary to ensure the systematic nature of this work, which will be expressed, on the one hand, in the involvement of the entire marketing complex, i.e. development and improvement of a hotel product, use of effective pricing and communication policy and sales system, and on the other hand, in regular work on collecting marketing information, conducting marketing research of the market and services, and detailed research of consumers and competitors.
18 Competitiveness of the hotel enterprise
Job title: " Analysis of the competitiveness of hotel services and development of recommendations for its improvement using the example of OJSC Group of Companies "Nizhegorodsky"
Description: Today, hotel services are one of the leading and dynamically developing sectors of the world economy. In the modern world, the survival of any hotel and its stable position in the services market are determined by the level of competitiveness. In turn, competitiveness is associated with two indicators - the price level and the level of service quality. To stay afloat, hotels today have to adapt to the changing tastes of their guests. In this regard, it is necessary to be able to maintain contact with the consumer, research the needs and requests of clients and carefully provide feedback. In other words, all organizational levels of the hotel enterprise must be involved in the process of identifying guest expectations and finding ways to not only meet them, but also exceed them.
Thus, the guests of OJSC GC "Nizhegorodsky" are men aged 30 to 44 years old, who came to the hotel for the first time (48% of the entire sample) from the Russian Federation and foreign countries (51% and 29.5% of the total number of respondents, respectively), the purpose whose visit is work/business trip (53%).
Cultural recreation and tourism were in second place (31.5%), which means that in the summer, an increase in demand for tourism services will not entail a rapid increase in the volume of turnover of services of the Nizhegorodsky hotel complex.
Figure 2.2 shows the results of processing responses regarding the reasons for preferring the services of OJSC GC Nizhegorodsky.
Research shows that the majority of visitors use the services of OJSC GC "Nizhegorodsky" because this diet is convenient for them (27%). The most likely reason is that 53% of respondents came to the hotel for work, therefore, breakfast at 7-30 is very convenient for them, unlike tourists. Moreover, almost the same number (25%) like the quality of the services provided, and only in third place (22%) was preference given to the restaurant complex because meals are included in the room rate. Moreover, 54% of visitors are absolutely satisfied with the quality of service, and 35% are more satisfied than not. This is a high indicator and a very important factor, thanks to which OJSC GC Nizhegorodsky is gradually winning regular customers, including corporate ones.
In addition, 45% of the total number of respondents consider food prices to be quite normal. Respondents who considered the prices high and slightly overpriced accounted for 9.5% and 24%, respectively, but for 21.5% the prices for food in the restaurant complex are low.
Figure 2.3 shows the results of processing responses regarding the reasons for preferring the services of OJSC GC Oktyabrskaya.
Competitiveness is a multidimensional concept that means the compliance of a product with market conditions, specific consumer requirements, not only in terms of its qualitative, economic, technical, aesthetic, ergonomic characteristics, but also in terms of commercial and other conditions for its sale (delivery time, price, sales channels, service, advertising ) (1, p.21)
It is known that if a system does not develop, it eventually dies; This fully applies to hotels. Of course, we are not talking about physical death, but about the fact that the hotel may become insolvent, i.e. will be forced to cease functioning as a business entity due to the lack of necessary resources to carry out its activities.
The most superficial analysis of the activities of such hotels shows that at some stage their development did not meet the requirements of reality and they were content with the state that once allowed them to obtain good financial results. But in modern conditions, when the hotel services market has developed and is operating, which is divided into segments and there is fierce competition within each segment, in order to maintain competitiveness it is necessary to develop, and continuously (1, p. 22).
Income from accommodation mainly depends on the percentage of occupancy of the hotel rooms and the selling price of the room. A hotel achieves its main advantage when it effectively uses the number of rooms and at the same time offers a set of additional services that takes into account the needs of both clients living in the hotel and clients from the street.
When starting to create new hotel services, the hotel manager must determine the market in which the product will be sold, the expected sales volume, its life cycle, the estimated price, the costs of its creation and the period of its release to the market. Such requirements for the creation of new hotel services exclude the spontaneous nature of this process and presuppose the presence in the hotel of a mechanism for managing continuous development.
One of the conditions for the effectiveness of selling a hotel service is taking into account the types of residence of the consumer (client) in the hotel (9, p. 136):
The main development trends in the hotel business include the active development of small hotels. This is due to the preferences that are formed among modern tourists: they want to see in a hotel not only a means of accommodation, but also want to fully experience home comfort, uniqueness and originality, which is precisely one of the distinctive features of small independent hotels.
The competitive advantage of a small hotel is its individual approach to each client. Small hotels take full advantage of a personalized approach to guests, creating the atmosphere of a home away from home. In addition, small hotels, as a rule, use a more flexible system of discounts and cost the client less than large hotels of the same class. All this allows small forms of hotel business to actively develop and be competitive (20, p. 158).
To carry out a certain competitive hotel service, an enterprise must have fixed and working capital. In this regard, hotel activity is characterized by a number of features:
production and sale of services do not depend on time; the hotel must be constantly ready to provide the service. Moreover, due to seasonality and uneven demand for hotel services in the hotel industry, reserves of fixed, working and other assets must be provided;
the sale of hotel services does not require intermediaries and the creation or assistance of special sales structures;
There is no work in progress in the production of hotel services.
The above-mentioned features of the competitiveness of hotel services influence the formation of their prices. As practice shows, the price level is influenced by the following factors: the cost of the service, the price level for similar services from competitors, the ratio of supply and demand, the level of staff salaries, etc. One of the components of the price is the cost of a hotel room. Competitiveness of the service, i.e. the possibility of its commercially profitable sale in a competitive market can only be determined by comparing the product with analogous competitors (20, p. 159).
A special place in ensuring and maintaining the competitiveness of a service is occupied by the service - in its absence, the service loses consumer value (or part of it), becomes uncompetitive and is rejected by the consumer.
On the contrary, a well-established service (1, p.89)
firstly, it helps the manufacturer to form a promising, fairly stable market for their products,
secondly, it increases the competitiveness of the product,
thirdly, in itself it is quite a profitable business
fourthly, this is an indispensable condition for the high authority (image) of the producer.
Everything considered predetermines the complexity, but at the same time the need for research, analysis and assessment of the competitiveness of the product.
The main direction of the competitiveness of a hotel enterprise is to increase the efficiency of the hotel's operational activities by improving services and providing new additional services. In the overall system of hotel supply, some of the services do not play a big role in generating profits, but they contribute to the acquisition of other services and increase supply, which depends on the organizational culture. Another component of the commercial competitiveness of a hotel enterprise, usually expressed through branded clothing, emblems, through services that are unique to this hotel, etc., thus creating a hotel brand name.
Thus, the competitiveness of a hotel industry is possible through the provision of new additional services, with the simultaneous process of reconstruction and modernization of existing hotels. Hotel services include a wide variety of services. The list of services is constantly supplemented, modified and differentiated depending on the size of the hotel, its location, level of comfort and other reasons. The current state of hotel services is characterized by a lack of real investment, a low level of hotel service, an insufficient number of hotel beds, and a shortage of qualified personnel. The production of hotel services requires high material fixed costs with significantly lower variable costs. Of particular importance for the development of hotel services is the study of the entire hotel industry, its condition and development trends.
Competitiveness
hotel
enterprises
EDUCATIONAL MANUAL
Manufactured by state order of the city of Moscow
The use of materials in whole or in part is permitted only with the written permission of the customer under the state contract of JSC GAO Moscow
and the Moscow Government.
All rights belong to the Moscow Government.
page 4 introduction.
page 6 chapter I.
Competitiveness of hotel services and hospitality enterprises as an object of management.
1.1. Socio-economic essence of competitiveness.
1.2. Competitiveness of the hotel enterprise and its services in the modern market.
1.3. Factors of competitiveness of hospitality industry enterprises.
page 19 chapter II.
Analysis of factors of competitiveness of a hotel enterprise.
2.1. Analysis of the market position of the enterprise.
2.2. Analysis of factors characterizing the enterprise.
2.3. Analysis of factors characterizing the service.
2.4. Analysis of factors characterizing service.
2.5. Analysis of factors characterizing marketing.
page 70 chapter III.
Methods and indicators for assessing competitiveness.
3.1. Indicators for assessing the competitiveness of hotel services.
3.2. Assessment methods and ways to increase the competitiveness of a hotel enterprise.
page 92 conclusion.
page 94 list of sources used.
The essence and principles of assessing the competitiveness of hospitality enterprises, the factors that shape the competitiveness of hotel enterprises, methodological approaches to the analysis of competitiveness factors and the degree of their influence on the advantages of the hotel complex are considered, and methods for assessing the competitiveness of services and hospitality enterprises are provided.
For students, graduate students, university teachers and students of the postgraduate education system, as well as specialists from organizations working in the tourism and hospitality industry.
Competitiveness
hotel
enterprises
EDUCATIONAL MANUAL
Introduction
In Russia, the number of hotels is growing at a fairly rapid pace every year, which, accordingly, creates fierce competition in the market. Currently, in Moscow there is a high level of competition between hotel enterprises providing services of various classes.
Competition is a strong incentive to improve hotel performance. This circumstance, in turn, necessitates the need to make adequate changes to the system and methods of hotel management, regardless of their size and class of services provided. At the same time, in all areas of their activity (management, marketing, finance, customer service, quality of services, human resources, etc.) reserves have been laid for increasing competitiveness.
IN Due to the ever-increasing competition between hotels and hotel chains, the inevitable need is to improve the performance of hotel complexes, introduce innovative methods and technologies in the activities of hotels and their management, improve the quality of customer service, and improve the professionalism of employees and so on. All this will allow hotel complexes to achieve competitive advantages.
IN In the hotel industry, the word “service” means a system of measures that ensure a high level of comfort, satisfying a wide variety of household, economic and cultural needs of guests. And every year these requests and requirements for services increase. And the higher the culture and quality of services
4 Competitiveness of the hotel enterprise
guests, - the higher the image of the hotel, the more attractive it is for the client and, what is no less important today, the more successful the functioning of the hotel.
One of the main directions for creating strategic competitive advantages in the hotel business is the provision of services of higher quality compared to competitors. A necessary component of the quality of a hotel service is the quality of service, the level of which is ensured by the collective efforts of employees of all hotel services, constant and effective control by the administration, work to improve the forms and methods of service, the study and implementation of advanced experience, new technology
And technologies, expansion of the range
And improving the quality of services provided.
IN In modern conditions, enterprises in the hospitality industry can no longer rely only on ineffective business methods, but must also use international experience in the formation of their own competitive advantages in their activities.
The purpose of the proposed methodological manual is aimed at considering issues of competitiveness of hotel services and hospitality enterprises as an object of management. The work analyzes the factors of competitiveness of a hotel enterprise, and examines indicators for assessing the competitiveness of hotel enterprises and their services. The manual examines both the fundamentals of the theoretical principles of the competitiveness of a hotel enterprise and the practical aspects of organizing the management of a hotel complex, taking into account competitiveness factors.
It should be noted that this manual maximally generalizes and takes into account international experience, and also adapts the capabilities of foreign methods and models of competitiveness to the conditions of Russian reality.
Target audience: hotel owners and managers, teachers and students of educational institutions preparing specialists for the hotel business, as well as a wide range of readers interested in tourism and hotel management.
Introduction 5
Competitiveness of hotel services and hospitality enterprises as an object of management
1.1. The socio-economic essence of competition in the hotel business.
The ultimate goal of any hospitality enterprise is to win the competition. The victory is not a one-time, not accidental, but as a natural result of his constant and competent efforts. Whether it is achieved or not depends on the competitiveness of the company's goods and services, that is, on how much better they are compared to the services of competitors.
business activities are carried out in personal interests. Competition corrects their actions and directs them in a direction favorable to society. As a result, the winner is the enterprise, the entrepreneur who more successfully satisfies the needs of consumers.
Enterprises, while seeking to increase their own benefits in competition, at the same time ensure public interests. In the hotel business, this is manifested in the introduction of new technologies for providing services and customer service, modern methods of personnel management, based on the experience of Western countries.
6 Competitiveness of the hotel enterprise
management, rational use of enterprise resources, etc. The enterprise itself is interested in this. Meanwhile, the effective activities of a hotel enterprise are carried out in the interests of the entire society, as it contributes to a more complete satisfaction of its needs.
Competition is the most important selective mechanism that finely regulates market relations. For example, when demand for accommodation services decreases, not all businesses suffer equally. The greatest problems are observed in those of them whose activities are ineffective, services are of rather low quality, services are overpriced, etc. Hotel enterprises that have competitive advantages can flourish even in times of crisis.
Thus, competition is the most important mechanism for stimulating the efficiency, proportionality and dynamism of a market economy.
Competition (from the Latin “concurren#tia” - to collide) refers to the competitiveness of economic entities when their independent actions effectively limit the ability of each of them to unilaterally influence the general conditions of circulation of goods on the corresponding commodity market1. A competitor (from the Latin concurriens - competing) is a person, group of persons, firm, enterprise competing in achieving identical goals, in an effort to possess the same resources, benefits, and occupy the same position in the market2.
To understand the mechanism of competition in the hotel business, it is of great importance to identify the reasons due to which it is possible to beat competitors. In actual practice, it is customary to single out price and non-price factors and the corresponding types of competition as such reasons.
Price competition is a form of competition based on a lower price for the service offered.
Non-price competition is widespread where the quality of the service, its availability, safety, service culture, etc. play a decisive role, i.e. factors indirectly related and not at all dependent on price.
The peculiarity of the current stage of development of the domestic economy is that Russian scientists have theoretical and vast practical experience of global competition at their disposal.
Competitiveness is a result that records the presence of competitive advantages, without which it is impossible to achieve competitiveness. However, the presence of individual competitive advantages does not mean automatic preference by consumers for a particular hotel enterprise. Only in combination can they have a decisive influence on the consumer’s choice of his preferred hotel service. In addition, competitiveness is influenced by strategic and tactical changes in the market that are not related to the activities of the hospitality enterprise (changes in demand, demographic shifts, tourism development, international situation, economic and political situation in the country and etc.).
The competitiveness of a hotel is determined by its financial position, the level of organization of service activities, the level of organization and management of marketing, the state of infrastructure, ensuring the safety of accommodation, the location of the enterprise, the qualifications of personnel, the class and quality of customer service.
1 Israel M. Kirzner. Competition and entrepreneurship. M.: UNITY#DANA, 2001. 2 Andreeva O.D. Business technology: Marketing: Textbook. M.: Delo, 2001.
Competitiveness of hotel services 7 and hospitality enterprises as an object of management
1.2. Competitiveness of a hotel enterprise and its services in the modern market.
The competitiveness of each individual service is defined as their relative advantage compared to similar ones when choosing a potential client. The concept of the competitiveness of an organization operating in the hospitality industry is more complex, including advantages not only in the quality of services offered, but also the advantages provided by successful hotel placement, high professionalism of staff, efficient work in areas of marketing, quality of management decisions, effective methods of personnel management, financial stability and much more.
In modern economic conditions, when studying the problem of competitiveness of hospitality enterprises, it is necessary to take into account the following circumstances3.
1. Expensive, high-class hotels have appeared in the Russian hotel industry(4-5 stars). These are, as a rule, hotels where the co-founders are foreign companies that offer modern technologies for serving consumers in accordance with international standards and rules.
2. Due to the collapse of the USSR, interconnections between the former Soviet republics decreased, which reduced the flow of visitors for business purposes and as tourists.
3. There was a sharp decline in inbound tourism, since most of those who wanted to visit Russia had already been here, and those who want to visit us are frightened by a number of factors related to the crime situation, the increase in terrorism and many other things. to others.
4. In recent years, outbound tourism has sharply increased, and it has become possible to compare the level of service in foreign hotel enterprises with what domestic hotels provide. This comparison was not in favor of Russian enterprises.
All these factors contributed to a decrease in the occupancy of existing hotel rooms. If previously hotels were mainly budgetary organizations, now they are mainly the sphere of private capital, therefore, the hotel’s income directly depends on the occupancy of the room stock. Increasing tension in the competitive struggle for each client leads to changes in relations with employees, so hotel enterprises are increasing their requirements for staff. Thus, competition has increased not only in the fight for clients, but also for jobs.
In real conditions, it is quite difficult to take into account all the competitors of a single hotel enterprise, since a significant number of competing enterprises are represented on the market for these services, and it is not possible to study each of them. In this regard, it is advisable to single out from the total number of enterprises on the market those that have similar basic parameters.
The same approach can be used when a new hospitality business enters the market. A group of enterprises with similar parameters is called a “strategic group”. Such parameters can be: price of service, quality of service, quality of service, availability of additional services, etc. In practice, it is convenient to use the tabular method to identify strategic groups.
Let's consider an example of constructing a map of strategic groups (the numbers are conditional). From the data in Table 1.2.1 it is clear that the state #
3 Timokhina T.L. Organization of reception and service for tourists: a manual. - M.: LLC “Knigodel”: MATGR, 2005. - 288 p.
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