Identification and analysis of customer needs and selection of the optimal tourism product. Basic Tourist Product Suppliers and Optimal Tourist Product Field Practice Report

17.01.2021

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4. Selection of the optimal tourism product

For each target audience you need to choose your specific type of tourist product. It is on how attractive the tourist product is that the profitability and duration of the business of any tourist enterprise depends. Some going on vacation buy a ticket to the resort to relax, unwind, sunbathe, improve their health. Others go on a business trip to conduct business negotiations and conclude contracts.

To book tours in the company "Alita-Tour" a special on-line system is used, in which all the necessary data about the tour are registered

For a screenshot of the online booking program, see Appendix 4.

Using the same system, you can book a hotel, air or train ticket.

4-5 days before departure, the client comes to the travel agency, where they give him an envelope with his tickets, a voucher (for boarding a bus from the airport and checking into a hotel) and insurance.

After that, the client can fly on his journey.

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Any tourist enterprise, be it a hotel or a theme park, is faced with a choice of what, how and in what volume to produce. The inevitability of this choice is dictated by the limited production resources. The goals of the company, as well as the obstacles and restrictions that stand in the way of achieving them, determine its behavior in the tourism market.

§ 1. Tourist product

The concept of a tourism product. The success of any company in the market depends primarily on the attractiveness of the product. It forms the core marketing mix, on which all other elements are tied: price, promotion on the market and distribution.

The product as an economic category has a capacious content, which is probably why there is still no generally accepted definition of it. F. Kotler, professor of marketing at US Northwestern University, an active member of the American Marketing Association, gives the following definition: "A product is anything that can satisfy a desire or need and is offered to the market in order to attract attention, purchase, use or consumption." Products are physical objects, services, ideas, etc.

In tourism, a product can be presented in two planes. First, as a comprehensive service, i.e. a set of services sold to tourists in one package. This perception of the tourist product is inherent mainly in consumers. It differs from the perception of manufacturers. If you ask suppliers what they produce, carriers will name transport services, hotels - accommodation services, theme parks - entertainment services, etc. For each of them, the product is a specific type of service provided. In this second case, tourism products are the constituent parts of the service package.

Differences in the perception of the tourism product by consumers and producers seriously complicate economic research in the field of tourism. The problem is that the products brought to market are not necessarily the same as what customers are asking for. Tourists understand the tourist product more widely than manufacturers. In addition, when purchasing tours, people are actually looking for something very different than a simple set of services. Some, going on vacation, buy a ticket to the resort to relax, restore health, get a tan. Others go on business trips to conduct business negotiations and conclude contracts. Tourists, therefore, do not need products in the classical sense, which are the object of commercial transactions, but new sensations, adventures, opportunities to expand their business, etc.

According to the definition of the famous English tourismologist W. Middleton,

An integrated tourism product is "a set, or package, of tangible and intangible components, the composition of which is determined by the activities of people in the tourist center. The package is perceived by the tourist as an affordable experience."

Having studied the peculiarities of the perception of the tourist product by consumers and the true motives of their tourism activities, suppliers restructure their work in accordance with them. They offer sets of services and advertise not so much products as such, but their consumer qualities and properties.

The complex perception of the tourism product by consumers corresponds to the proposal of tourism administrations representing tourism centers and responsible for their development.

At the end of the 70s in the USA, the state of New York, a large-scale advertising campaign "I love New York" was held. By this time in New York City (the entire program covered the entire state) an extensive tourist infrastructure had already been created. Hotels, restaurants, theaters, bars, nightclubs and other entertainment facilities offered a variety of services to city guests. These enterprises were formally part of the tourism industry, but did not consider themselves part of a single whole and pursued narrow commercial interests.

The situation began to change after conducting market research potential clients. Based on consumer requests different types tourist services were combined into one package, which greatly facilitated their purchase. The advertisement for the integrated tourism product was designed in such a way as to give a complete picture of New York as a tourist center: display objects, tourist infrastructure, entertainment, transport accessibility. It gave a bright, easy-to-remember image of the city, and also contained information about the price of tours. Particular emphasis in advertising was placed on the wide opportunities for entertainment, cultural activities and accommodation provided by the city. The campaign was very successful and led to the growth of the popularity of New York as a tourist center not only in the US itself, but also beyond its borders.

The considered example allows us to make a number of remarks. general that have practical value. The first of these concerns marketing research. Since the tourist product at the time of its purchase exists in the imagination of the consumer, it is possible to find out what the tourist expects from the trip only with the help of special studies. Employees of marketing services analyze the existing and potential needs and desires of customers, identifying homogeneous groups of customers. They strive to get an answer to the main questions: what is the tourist product sought by the consumer and to what extent does the market offer satisfy his needs? The results of marketing research serve as the basis for a complex of stimulation and improvement of the tourist product.

Secondly, tourist services include accommodation, transport, entertainment enterprises, etc. They belong to different sectors of the tourism industry and usually belong to different owners, each of which is guided by its own, private interests, often conflicting with the interests of other owners. The services they provide for accommodation, transportation, meals, etc. cannot be merged automatically. This requires special efforts of tour operators and national (local) tourism administrations. The presence in the tourism industry of a large number of heterogeneous firms pursuing their own commercial goals makes it difficult for tourism administrations to play a coordinating role. The tourist center, as a rule, offers a wide range of complex tourist products designed for different groups consumers, however, it is possible to achieve and consolidate success in the market only if all participants in the tourism service develop and adhere to common goals.

Thirdly, since the components of a holistic tourism product are closely related, there is a wide scope for cooperation in the field of marketing between tourism service providers. This interaction potential is called "complementary" in Western literature. Thanks to its implementation, the destination New York was promoted in the tourist market. Another example of an effective pooling of efforts is taken from the British practice of stimulating sales of complex tourism products. In the UK, tourism companies take part in joint promotions with the support of national and local tourism authorities, which sponsor advertising campaigns, issue of specialized publications, and also contribute to the expansion of public relations. Tourist enterprises conduct joint activities based on the synergistic effect of the invested funds, but at the same time, each supplier uses it individually in the competition for the client.

Fourth, many changes in tourism destinations occur unexpectedly, due to structural changes in market demand. For example, over the past 10 years, Northern Europe has lost its former popularity as a nautical sports area. This circumstance is further proof of the need systems approach to strategic planning for the development of destinations based on trends in tourist demand and taking into account existing competition.

Fifth, for a tourism product viewed through the prism of consumer needs, the main thing is to create an attractive image (which was done in the case of New York). The image of destinations is formed in a person not necessarily on the basis of personal impressions or reality. Millions of Americans and Europeans have never been to Las Vegas (USA, Nevada), but probably there will be few people among them who would not have heard and had no idea about this tourist center. Destination images are usually very motivating to travel, so tourism marketing focuses on creating, maintaining and developing an image that helps influence consumer expectations and shape their desired destination image.

Thus, the concept of a tourism product, built on the basis of a holistic travel experience, best reflects the perception of the tourist, meets the interests of tourism service providers and the tasks of tourism administrations.

Features of the tourism product. Despite the ambiguity of the interpretation of the tourist product, all authors attribute tourism to the non-productive sphere. Services are the main subject of exchange and account for up to 80% of total sales in developed tourism markets. A tourism product has four characteristics that distinguish a service from a product: intangibility, inseparability of production and consumption, variability and inability to store.

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

Tourist products have different degrees of tangibility (Table 48). The services provided in the sale of a set meal at a fast-food establishment are tied to a real object (lunch) and are very tangible. To a lesser extent, materiality is expressed during service in a classic restaurant, where the visitor comes not so much to satisfy the need for food, but for the sake of the atmosphere itself. It is even more difficult to catch the services offered by hotels and transport companies. By making a payment, the tourist does not buy a hotel and a plane, but accommodation and transportation.

Table 48
Degree of tangibility of tourism products

Tangible	intangible
gas station self catering
	food at fast food restaurants
		dinner in a classic restaurant
			car service
				hotel accommodation
					shipping

The elusiveness of services causes problems for both consumers and providers. It is difficult for the buyer to understand and evaluate what is being sold before purchasing the service, and sometimes even after receiving it. So, for a client who has applied to a car repair shop, the service is intangible: he often cannot not only see the repair process, but also evaluate what has been done. Therefore, when buying a service from a consumer, there is always an element of hope and trust in the seller.

The intangible nature of services complicates the work of providers. Tourism enterprises face two problems, how to show customers their offer and explain what they are paying money for. The seller can only describe the benefits that the tourist will receive when consuming the service. The client will be able to evaluate the service itself only after it has been rendered. This explains why key concept marketing of services is the benefit, or benefit, for the client from contacting this firm.

Enterprises providing tourist services are taking a set of measures to strengthen customer confidence. They increase the tangibility of their services, emphasize their significance, focus on the benefits received by the client, attract pop stars, sports stars, etc. to advertising services.

You can add more tangibility to a service in a variety of ways. Some companies provide customers with information about their employees, their experience and qualifications, others distribute brochures, booklets and other material media that help to understand and evaluate the company's services.

AT recent times suppliers are increasingly turning to the latest information technology to enhance the materiality of services. Some hotels place voluminous pictures of rooms on their websites. By simply pressing the keys, the consumer can change the angle of viewing the room, enlarge the image of individual details (for example, if you want to look at a picture on the wall or a wallpaper pattern, get acquainted with the view from the window). Web pages for golf club members contain other information such as golf course maps, player reviews, rates, hours of operation, and so on.

Noteworthy experience of the company "TIScover" - Tyrolean information Center. She managed to increase the tangibility of the services of ski resorts in Austria. Cameras were installed on the slopes of the mountains and ski slopes. The information recorded by them is transmitted to the company's website, and the user can learn from the monitor screen about the weather conditions at the resort, see the state of the snow cover and the presence of skiers on the slopes. In addition to information about the ski resorts in Austria, the TIScover system contains general information about the country, its federal lands, tourist centers, traditions, customs, holidays, and also provides booking services in accommodation facilities. Initially created as a national information system, it quickly went beyond Austria and today covers Germany, Switzerland, Liechtenstein. Negotiations are underway to introduce this system on the territory of the Republic of Korea. In the first half of 1999 alone, 8 million people applied to the TIScover website, making 28 million visits.

To measure the relative materiality of services in the West, a special scale of tangibility has been developed. It allows you to find out if the consumer is able to draw or visualize the service before purchasing it and to what extent.

The scale includes nine positions:

1. I have a very clear idea about this service (thing).

2. Representation (image) arises immediately.

3. The performance is very tangible.

4. This is a very abstract thing to picture.

5. This is too complex a thing to imagine.

6. This thing is easy to describe to another person.

7. This thing evokes different images.

8. This thing is difficult to portray.

9. I feel that I have a clear idea about this thing.

Studies conducted using this scale have shown that some services (cinema, fast food, cleaning) are perceived as more tangible than goods, and conversely, some goods (used cars) are perceived by consumers as less tangible than services.

The intangible nature of services complicates the process of pricing and promotion of the tourist product on the market.

The inseparability of production and consumption of services, according to some experts, is the main feature that makes services really services and distinguishes them from goods. You can only provide a service when an order arrives or a client appears. From this point of view, the production and consumption of services are inseparable.

With the inseparability of production and consumption of services, the degree of contact between the seller and the client may be different. Some services are provided in the absence of the customer (car repair). Other services are provided through written communications (training course) or technical means(Vending machines for tickets, cash dispensers). But many types of services require close direct contact between the seller and the buyer. So, treatment at the resort is impossible without a client and medical staff, restaurant service is inextricably linked with the employees of the enterprise Catering, although there have been recent attempts to replace waiters with robots.

The inseparability of production from the consumption of services causes a change in the role of the buyer and seller in the process of reproduction. The client does not just consume the service, but is connected to its production and delivery. Participation of the buyer in all phases of the production process in the service sector means that the supplier must take care of what and how to produce. The behavior of the seller in the presence of the buyer determines the probability of repeating the service.

Studies have shown that the sale of services requires more personal involvement, attention and information from consumers than the sale of goods. The buyer often views the service seller as a kind of expert on whose knowledge he relies. In this sense, almost always the seller of the service is perceived as an integral part of it. Therefore, the correct selection and training of personnel, primarily those who come into direct contact with the client, are of particular importance today. The quality of services, the loyalty of customers and, ultimately, the competitiveness of the company depend on the professionalism of employees.

Variability is an important distinguishing feature of tourism services. The quality of a tourist service depends on who, when and where it is provided. In one hotel, the service is organized according to the highest level, in another, located nearby, the service is worse. Inside the hotel, one worker is welcoming and efficient, while the other is rude and only disturbing. Even the same employee provides services in different ways throughout the day.

The volatility of the quality of tourist services is due to many circumstances. Most often, the reason lies in the employee himself, his low qualification, weakness of training and education, lack of information, lack of regular support from managers. Sometimes the variability in the quality of service is associated with the professional unsuitability of the employee, inappropriate traits of his character, which are very difficult to recognize at the stage of recruitment.

The consumer contributes to the instability of service. The uniqueness of each customer explains the high degree of individualization of the service in accordance with the needs of the client. This uniqueness makes mass production impossible for many services. At the same time, it gives rise to the problem of consumer behavior management.

To reduce the variability of services, firms develop and strive to comply with water service standards of mandatory customer service rules, which are designed to guarantee a specified level of quality in all operations performed. The service standard contains formal criteria that allow you to evaluate the level of customer service and the work of any employee of the company. The most common evaluation criteria are the service waiting time, the number of complaints, the availability of information and promotional materials in the office, etc.

American Airlines adheres to the following for 20 s; 85% of customers should not queue for more than 5 minutes; 85% of flights must not be more than 15 minutes late; Cabin doors must open 70 seconds after the aircraft stops; there must be the necessary supply of magazines on board the liner. Through adherence to established customer service policies, American Airlines has achieved notable success in the US domestic air travel market.

The development of the corporate identity of the organization can be considered the beginning of the formation of a service standard. The concept of corporate identity includes the name of the organization, its trademark, corporate color (colors), logo (emblem). All attributes of the organization, including signs, Business Cards, letterheads, envelopes must be designed in this style. The corporate style also applies to promotional and souvenir products of the organization - calendars, pens, folders, etc. Standardization work increases efficiency and creates a single, easily recognizable image with which consumers associate the company.

The accepted standard of service needs to be maintained and is supported by a quality control system. It applies to all stages of the production process. Bottlenecks in customer service require priority control.

Each client has certain ideas about the service offered. They are formed on the basis of individual needs, accumulated personal experience, as well as under the influence of advertising and advice from friends and acquaintances.

When evaluating the quality of service, the consumer compares his expectations with the service received. Service can exceed all expectations, then the client will receive a so-called "quality surprise"; If expectations and reality coincide, the client remains satisfied and gives a positive assessment of the quality of the service. If the service does not meet the expectations of the client, the service for him is of unacceptable quality.

The gap between the service expected and the service received is, in essence, the final one, consisting of a series of failures in service. Failure often arises from the fact that the administration did not understand or did not want to understand the desires of customers. Being dissatisfied with the service, visitors do not always complain directly, but they certainly draw the appropriate conclusions for themselves, no longer use the services and create anti-advertising among their acquaintances. Even if they brought their negative opinion to the waiter, maid or tour guide, this negative information, as a rule, remains at the level of a particular performer who is not interested in passing it on to the top management. Therefore, the administrator and managers must take a proactive stance and focus on marketing. They should establish direct contact with visitors, talk with them, conduct surveys. The information obtained in this way will help to better understand the client, detect the shaft and eliminate its causes.

Knowing the desires of customers is a necessary but not sufficient condition for stable quality service. A manager may have a clear idea of what the client wants to receive, but may not be able to translate it into a service. This failure is usually due to a lack of financial resources, especially long-term investments, as well as poor business planning, lack of thoughtful standards, insufficiently diligent work of the staff and low qualifications.

The danger of failure is very high at the stage of service execution, when the company's employees cannot or do not want to act according to the established rules. Unlike the two previous ones, the third failure occurs during the direct communication of the staff with the client. It can be completely eliminated with the help of a set of organizational and economic measures, in which the central place is given to raising the level of personnel training.

The fourth gap occurs between what was advertised and how the service was performed.

As the failures are eliminated, the firm converges the expectations of customers and the services they receive and ensures greater consistency in the quality of service.

The inability to store is the next hallmark of tourism services. They cannot be produced for future use or stored. Transport passenger transportation, overnight stays in accommodation facilities cannot be accumulated for further sale like industrial products and Agriculture. Unused hotel rooms or airplane seats today will turn into irreparable losses for their owners tomorrow, in this sense, the tourist product is subject to deterioration.

The inability of services to store is not a difficult problem in the face of constant demand. However, the demand for most types of services, including tourism, fluctuates. Its value varies depending on the time of year and days of the week. If demand exceeds supply, the situation cannot be corrected by taking goods from the warehouse, as in industry. Likewise, during times of low demand, it is not possible to build up stocks of services for use during the peak period. If there is an excess supply, production capacity is idle and the firm incurs losses.

The "momentary" nature of services requires the development of a strategy that ensures the alignment of supply and demand in the service market. There are different ways to achieve market equilibrium. For example, the establishment of differentiated prices, discounts, and the use of other incentives make it possible to evenly distribute demand over time. Another common way to manage demand is to introduce a system of pre-orders for services. During the period of peak demand, enterprises increase the speed of service, offer Additional services(coffee, fresh periodicals, etc.) to make it easier for customers to wait for the main service. They train staff to combine professions, hire temporary workers.

In addition to the characteristics listed above, the tourist product has a number of other distinctive features. Among them - the blurring of consumer properties; uncertainty and, to some extent, anonymity of the source of services, due to the multi-subject nature of the producer and the disunity of the seller and consumer of tourist services; the non-transportability of the tourist product, which gives rise to a new, very dynamic form of demand, in which the buyer moves towards the supplier. These features of tourism services make tourism operations more difficult to manage than industry in terms of economic efficiency.

The life cycle of a tourism product. The product life cycle describes the evolution of a product from its initial introduction to the market until it is completely discontinued. Any product, no matter how wonderful consumer properties it may have, is sooner or later forced out of the market by another, more perfect one. Among the products there are centenarians and one-day ones, but there is not and cannot be an eternal product, since over time the demand for it falls and the profit received from the sale decreases so much that further trade in it becomes economically unprofitable.

Each product, including tourism, goes through four successive stages in its development: introduction to the market, growth, maturity and decline (Table 49).

Introduction is the initial stage of the life cycle in which a market for a new product is created. It is characterized by a slow rate of sales growth and possible losses due to high production and marketing costs (especially advertising). At this stage, only one or two firms enter the market, and there is little or no competition. The duration of the implementation stage varies widely and depends on the quality of the product, the degree to which it meets the needs of consumers, the correctly chosen stage of marketing and its consistent implementation.

The growth stage begins with customer acceptance of the product and a rapid increase in demand for it. Sales are expanding, and profitability (profit per unit of product) is growing behind it. Relatively high profits are attracting new producers, and competition is intensifying. Firms that were the first to offer a product have significant competitive advantages. Despite this, they must take care to further improve their product, since "late" enterprises will strive to improve and develop it in order to push the leaders.

Table 49
Traditional product life cycle (according to P. Doyle, 1976)

Stage Characteristics and Producer Responses	Life cycle stages
Stage Characteristics and Producer Responses	Implementation	Growth	Maturity	recession
Sales	small	fast growing	slow growing	shrinking
Profit	negligible	maximum	shrinking	low or close to zero
Cash inflow	negative	moderate	Large	small
Consumers	innovators	mass market	mass market	conservatives
Competition	insignificant	increasing	strong	weakening
Manufacturer's strategic course	market expansion	penetration into the market	maintaining market share	productivity
Marketing costs	high	high, but slightly lower as a percentage of total costs	declining	low
Concentration of marketing efforts	consumer awareness of the product	formation of preference for this brand	encouraging brand loyalty	selective influence
Product distribution	uneven	intensive	intensive	electoral
Price	high	somewhat lower	lowest	increasing
Product	basic version	improved	differentiated	rationalized

The maturity stage is characterized by a slowdown in sales growth, its stabilization, and even a fall as the market becomes saturated. Most consumers have already purchased the product, their circle is practically not expanding. Of particular importance is the "fidelity phenomenon", which encourages the re-use of an already known product. As demand is still significant, firms continue to enter the market. The competition is at its peak. Profits begin to decrease, although they remain quite high. At the stage of maturity, the main efforts of firms are focused on maintaining their market share and increasing sales. They reduce prices, conduct active advertising campaigns, differentiate the product and improve its quality. Otherwise, the product quickly loses its position in the market and goes into decline.

The recession is manifested in a sharp reduction in sales and profits. It is often driven by changing customer needs or new products entering the market. During the recession stage, firms have several alternative courses of action. First, the existing supply can be reduced; secondly, to revive the product and thus strengthen its position in the market or revise distribution channels; third, discontinue the product. Which of the three directions the firm chooses is determined by the specific situation.

A typical product life cycle has distinct stages of introduction, growth, maturity, and decline.

The curve does not always take the classical form. One variation is the recycle curve. The second "hump" of sales occurs as a result of stimulating sales during the recession stage. According to the conclusion of the French High Council of Tourism, products that are well known in the tourist market, but bring little profit for several years (festivals, sport games, vacation trips to the countryside), after a change in image, "gain strength" and may again become significant.

A curve describing the life cycle of a product with stable sales for a long time, Coca-Cola or luxury hotel services, has a different shape. An extended stage of maturity, which determines general form graphics, supported by the commitment of repeat consumers.

Some products, on the contrary, go through life cycle stages at an accelerated pace. They are experiencing rapid growth and an equally sharp decline in consumer interest and sales. Such recreational goods as a skateboard or a hula hoop appeared relatively recently in Western markets, reached their peak of popularity with lightning speed and died out before our eyes.

In addition to the most common product life cycle curves listed above, there are other varieties of them.

The concept of the life cycle can be extended to destinations that Western experts consider a key element of the tourism product. Destinations go through several stages in their development. Their number and names in various works different are given, but most scientists tend to more detailed division of the life cycle of a tourist center into six stages: exploration, involvement, development, strengthening, stagnation and decline. The main indicator of the transition from one stage to another is the change in the number of tourist arrivals.

The exploration stage is characterized by a small number of arrivals. The influx of tourists is limited due to poor transport accessibility of the destination and the lack of tourist infrastructure in it. The destination is visited by single adventurous tourists who avoid the centers of congestion of the resting public. They are attracted by untouched nature and cultural attractions. At this stage, tourism has little impact on the natural and cultural environment. Tourists do not irritate the local population, who willingly enters into close contact with them. Currently, part of the countries of Latin America and Canada are undergoing exploration within the boundaries of the Arctic zone.

The stage of involvement comes thanks to the initiative of local residents who are actively involved in the service of tourists and organize their reception. The number of arrivals is starting to grow, pushing the local authorities to create a tourist infrastructure. At this stage are the small island states of the Caribbean and the Pacific.

The development stage is characterized by a large volume of tourist arrivals. During the peak season, the number of visitors equals or even exceeds the number of permanent residents. Tourism is becoming a profitable area for investment, attracting foreign companies. They invest in modern infrastructure, but at the same time they change the face of the emerging destination beyond recognition. With the growth of popularity and the expansion of the incoming tourist flow, the destination is faced with an excessive load on the territory and the rapid deterioration of infrastructure facilities. There is a need for a system of planning and control at the national and regional levels. This situation has developed in a number of recreational areas of Mexico and the coastal zone in northern and western Africa.

During the strengthening stage, arrival growth slows down, although in absolute terms the volume of arrivals continues to increase. The number of tourists exceeds the local population. The tourism market is taking mature forms with the participation of leading transnational corporations. Many well-known resorts in Spain, Italy, France, and also the Caribbean are experiencing the strengthening stage.

At the stage of stagnation, the peak of arrivals has already been passed, the destination is losing its former attractiveness. It exists due to repeated visits of visitors committed to this tourist center. The destination faces environmental, social and economic challenges. A typical example is the resort of Costa Brava (Spain).

The decline stage completes the life cycle of a tourist center. The bulk of the tourists visiting the destination have shifted to younger resorts, the inflow has narrowed and is now limited to sightseers and weekend visitors. At the same time, there is a revival in the real estate market. Tourist facilities, such as accommodation facilities, are put up for sale, bought and rebuilt by new owners for non-tourist use. Realizing the threat looming over the resort, the authorities are trying to breathe a second life into it by changing the specialization. For example, the classic seaside resort of Atlantic City (USA) has been turned into a gambling hub. Other destinations have been able to revive due to the fuller involvement of natural resources in the tourism turnover, in particular in the development of winter sports, which has made it possible to lengthen the tourist season and enter new segments of the travel market. Thus, at the stage of decline, an impulse is given to the repeated cycle.

Tourist centers are very dynamic entities that change over time. The duration of their life cycles and each stage separately varies as much as the destinations themselves. Transport accessibility, state policy in the field of tourism, the presence or absence of competing destinations - these and other factors can accelerate or, conversely, slow down the passage different stages cycle. There are cases when the development of the resort was suspended at one of the stages of evolution. Those tourist centers, whose development projects promise quick and big financial returns, usually reach maturity without hindrance. While Cancun (Mexico) or timeshare resorts in the West went through the initial stages of their life cycles almost instantly and began to grow, it took 350 years for a well-known resort like Scarborough in the UK to go from exploration to decline and then rebirth.

A significant contribution to the study of tourist centers in dynamics was made by the American scientist S. Plog. He reasonably assumed that each stage of the evolution of the destination corresponds to a certain type of visitor. In the early stages of its formation, the tourist center attracts allocentrics with their inherent spirit of adventure. Later, during periods of development and strengthening, allocentrics are replaced by mesocentrics, and at the end of the life cycle (stagnation and decline) - psychocentrics leading a calm lifestyle.

S. Plog has been studying the evolution of tourist centers visited by Americans, mostly New Yorkers, for 20 years. He recorded the emergence in the early 70s of two new destinations - Africa and the Pacific region. By 1991 they had moved into the involvement and development stages. Their place was taken by Antarctica, Nepal and Tibet, which received the first American tourists. At the same time, the resorts of the western sector of the European Mediterranean reached the zenith of popularity, and the life cycles of some famous US resorts, such as Miami Beach, Florida, were nearing the end. An analysis of the ongoing changes allows us to conclude that the majority of destinations are steadily moving from the allo- to the psychocentric pole with a peak in attendance at a time when they are no longer exotic, but have not yet become familiar.

The concept of the life cycle of a tourist product is of practical importance. It is used in marketing, in making strategic decisions, and serves as a reliable basis for planning a tourist product. Knowing the stages of development allows the marketer to anticipate changes in consumer tastes, competition and accordingly take them into account in the marketing plan, achieve a balanced combination of new, growing and mature products, manage and lengthen the life cycle.

However, this concept has detractors. Many experts consider the product life cycle to be too simplistic and unsuitable for practical use. Arguing their position, they refer to the existing differences in the duration and forms of cycles of different products, the inability to accurately determine the beginning of each stage, note strong influence external factors - the economy as a whole, the level of inflation, the lifestyle of consumers - on the state and evolution of the product. From the foregoing, it follows that the concept of the tourism product life cycle is very useful in making strategic decisions, but it cannot serve as a guide in current marketing work.

Subject "Analysis of customer needs and selection of the optimal tourism product»

The process of selling a tourist product to a client includes:

Receiving a client in the office and establishing contact with him;

Determining the needs and motivating factors of the client in choosing a certain type of holiday;

Selection and offer of tours;

Registration of legal relations and settlement with the client;

Informing the buyer about the specifics of the selected country.

Customer service is not limited to the process of selling a tourist product. The level of service is influenced by various factors - the qualifications and experience of the staff, the personal qualities of the seller, his appearance and much more. At the same time, the relationship between the travel agency staff and the client is one of the most significant service factors.
Do it yourself: presentation of a tourist product and its sale to a client

Considering the presentation -

(The presentation of a tourist product is always based on argumentation. The ability to show a product in person has long been the key to successful trading. Most companies have standards for the presentation of goods that take into account the psychology of perception. as a result of the consumption of a tourist product. A tourist product differs from any other goods in that it is not visible to the client, it cannot be touched or held in hands. Therefore, it is extremely important to ensure the visibility of the presentation. For this, it is recommended to use various promotional materials (brochures, catalogs, booklets, videos etc.).

The tourism product sales manager must know and apply several key arguments that can be used to influence the client. These arguments include: safety considerations, cost savings, novelty and originality of the route, comfort, prestige, popularity of the tour and loyalty to traditions.)

Literature

Birzhakov M.B. Introduction to tourism / M.B. Birzhakov - St. Petersburg: Peter, 2008.
Efremova M.V. Technology Fundamentals tourism business: Tutorial/ M.V. Efremov. - M., 2011. - S. 72.
Zhukova M.A. Management in the tourism business: Textbook / M.A. Zhukova– M.: Knorus, 2009.
Kvartalnov V.A. Tourism: theory and practice. Textbook / V.A. Quarterly. - M.: Finance and statistics, 2009.
Kudimova M.V. Respect for the client begins with respect for yourself / M.V. Kudimova // 5 stars. - 2010. - No. 6. - S. 19-21.
Rudenko A.M. Psychology of socio-cultural service and tourism / A.M. Rudenko, M.A. Dovgaleva. – Rostov-on-Don.: Phoenix, 2008.

Practical work No. 10

Working time 2 hours
Advertising- the most expensive element of the marketing communications mix. The final result of advertising activities, the return on investment and the receipt of the effect expected by the tourist enterprise depends on how correctly the goals of advertising are determined, the means of its distribution are chosen, advertising messages are developed taking into account the target audience, and much more. Therefore, in order for the efforts and costs to bring the desired result, a systematic and integrated approach to the implementation of promotional activities.

1. Determining the goals of advertising

2. Deciding on an advertising appeal

3. Planning for advertising media

4. Development of an advertising budget

5. Evaluation of the effectiveness of advertising activities

Let us dwell on each of the selected stages of advertising activity, which has a continuously developing, creative, constantly enriched by experience character.

Many tourism products require their own, different from similar products

Planning means of distribution of advertising involves the adoption by the tourist enterprise of decisions on the choice of means of dissemination of advertising messages; advertising parameters; advertising frequency.

The choice of means of dissemination of advertising information is carried out in order to identify the most cost-effective way to bring the desired number of advertising messages to the target audience. The importance of the choice of advertising media is evidenced by the fact that 80% of the funds spent on advertising are paid to the means of its distribution.

whom do we want to cover?
where they are?
when post requests?

The cost of advertising must also be taken into account when choosing the means of disseminating information. It counts in two ways:

2. Advertising expenses per thousand readers (viewers, listeners), calculated by the formula:

It is also necessary to calculate the cost of advertising, taking into account the useless audience. The non-use audience is the part of the audience that the advertisement is directed at, but which is not the firm's target market.

At the stage of planning the means of disseminating advertising information, it is also necessary to make decisions about such advertising settings, as:

coverage;
frequency;
impact force.

Conclusion on work

The formation of a specific strategy is a very difficult stage, because. Of the many strategies that exist in the tourism business, you need to choose one, but most of all, travel agencies try to develop their strategy based on world experience. For each area of tourism activity, its own strategy must be chosen, which the company will adhere to in the aftermath of its activities and which will serve as a beacon to achieve a given goal.
Literature

Practical work No. 11

Subject "Organization of interaction with tour operators for the implementation of the tourist product "

Working time 2 hours
The tourism industry is multifaceted. Many enterprises, firms and organizations are involved in serving tourists.

The organization of the tourism business is closely related to the conditions market economy and, like any kind of business, depends on two main market installations - on the system of free prices and property rights.
All channels for the sale of tourist services are divided into direct and indirect.

Direct sales channels provide a direct connection between the tourist organization and the service provider with the consumer. To this end, service providers (hotels, transport companies) open their own outlets, organize sales by catalogs, telephone, via the Internet, etc.

The creation and operation of their own distribution network requires large financial investments, therefore, tourism service providers use indirect distribution channels - marketing through an intermediary.

The role of an intermediary between organizations - producers of travel services and the consumer is carried out by the tour operator.

From an economic point of view, the active marketing policy of large tour operators through their own distribution channels is not always justified.
The advantages of selling tours through an agent network: huge savings (on advertising, wages personnel, rent of premises);

Investing the saved funds in the development of your agent network;

Cooperation between a tour operator and a travel agent is beneficial to both parties:

1) For the tour operator:

Increasing sales of travel services;

Carrying out work with clients (information, consulting);

Reduction of expenses (for the maintenance of own apparatus, rent of premises, its equipment);

Entering new tourism markets.

2) For a travel agent:

Exemption from the activities of planning and developing the conditions of the tour;

Reducing the share of responsibility to the client;

Expansion of the scope of activities (in cooperation with several tour operators specializing in tourism products of different content and quality);

Commercial benefit as a result of using the image of the company - the tour operator.
In my work:

Make an analysis of the activities of tour operators and travel agents as subjects tourist market.

Consider the concept of the tourist market, features and determine the place of the tour operator and travel agent in the structure of this market.

Interaction between tour operator and travel agent.

The influence of large tourism corporations and independent associations on tour operators and travel agents.

Literature

A.Yu. Alexandrova "International tourism", 2012
2. V.S. Senin "Organization of international tourism", 2011
Practical work No. 12

Subject "Calculation of the cost of participation of a travel agency in the exhibition»

Theory

The main goals of the companies participating in the exhibition are image maintenance, search for new partners and marketing intelligence. It is best if the company pays attention to all three goals. Some firms participate in exhibitions for the sake of image, but this is not the right way. Exposure is a message about what the company can give, that is, to offer work with clients.

In addition, the exhibitions provide unique opportunities to conduct a quick marketing intelligence of the market, allow you to find out the opinion of consumers about the company's new products. Finally, trade shows are a great place to keep an eye on competitors and market trends.

The value of holding exhibitions:

Allows you to achieve an in-depth understanding of the market situation

Allows you to track the dynamics of various indicators.

Allows you to identify new trends in the development of the market.

They allow you to focus on the study of those segments that seem to be the most promising.

Exhibitors form a specific community, have a huge amount of diverse marketing information.

Exhibit cost analysis

The high cost of participation in the exhibition, the main reason why the company may abandon this type of activity. The organization of the participation of an enterprise in an exhibition should be evaluated from a monetary position. The company can participate in the exhibition both domestically and abroad as an independent exhibitor or as part of a group participation. Methods of organization, budget of expenses and final result depend on the way of participation in the exhibition.

The company participating in the exhibition assumes all organizational concerns. The participation of various states in holding exhibitions within the country and abroad is one of the main measures to stimulate sales (export) and improve the image of the country. The advantage of the participation of the enterprise in the pavilion of their country is its low cost and the release of the enterprise from organizational troubles.

After drawing up a schedule of contacts with the organizers of the exhibition, the company is obliged to fill out and send all the relevant forms within the prescribed period. The main thing is the application for participation. In parallel, the exhibitor must prepare exhibits, the type and quantity of which determines the choice of stand. After establishing the goals of participation in the exhibition, the company makes an estimate of the necessary costs.

The rent is (10 - 15%), the cost of making a stand (30-35%).

The price of 1 m 2 of exhibition space includes:

1. The cost of general electric lighting of the closed exhibition area and open area.

2. The cost of protecting the territory.

3. The cost of passes for the right of entry of the personnel of the company - exhibitor within the quota, which is set depending on the size of the rental area.

4. The cost of one copy of the exhibition catalog.

5. The cost of garbage collection and construction costs during the installation and dismantling of the exhibition.

6. Other additional services.

Cost items include:

1. Events held at the stand.

2. Type of stand.

3.Decoration of the stand.

6. Work with the press.

7.Special forms of addressing visitors.

8. Treat at the stand.

9.Transport.

10. Installation and dismantling of the stand.

Current costs for the stand

Some experts believe that participation in small exhibitions does not entail serious costs. "Evil is connected with the low price of the area ($150). Participation in a more prestigious exhibition will cost more ($150) m2.

The cost of participating in international exhibition will not cost $ 2000. Participation in an international exhibition requires more than high level costs. Rent (9m 2) of exhibition space costs an average of $2,000, installation of a stand costs at least $1,000. Further, the costs increase depending on the needs of the company - exhibitor (10,000 - 30,000 $).

A moderate exhibition estimate averages $15-30 thousand. In this case, the lower limit is 3-5 thousand $, and the upper one can reach up to 100%.

Rent of the exhibition area ranges from $150-300 per 1m 2 . At regional sites it is several times lower - $30 m 2 . The cost of an installation stand must be added to the rent (from $50 to tens of thousands for a stand with multimedia equipment). Plus decoration, power supply, arrangement of the pavilion with furniture and specialized equipment.

The work of an electrician at the Moscow exhibition costs $ 20 per hour, the installation of one outlet is $ 25, a telephone is $ 100-200. Many small companies limit themselves to standard pavilions and equip it with everything necessary.

Another major article is printing. Printing price lists, catalogs and other materials is usually spent (30% of the cost of renting and setting up a pavilion). This is not worth saving, because "there will be no business cards - the exhibition is lost." Souvenirs, product samples, catalogs may also be in short supply. If involved employees work at the booth, their work is estimated from $2 to tens of dollars a day. You should take into account the salary of cleaners ($ 1 per m 2) and security guards ($ 3 per hour).
Fill out a contract
CONTRACT FOR RENT OF EXHIBITION SPACE
Company:………………………………………………

For exhibition inquiries, please contact:………………

Tel:…………………………….Fax:…………….e-mail……………………
The address:……………………………………………………………………………
City:……………………Postal Code…………………Country…………
Main activities:…………………………………………………
CHECK WHAT IS NEEDED Prices: USD:
Unequipped area
Equipped area
Includes: back and side walls, 1 table, 2 chairs, carpet, cleaning, general security of the pavilion

TYPE 1: Line stand NO EXTRA COST

TYPE 2: Corner stand +10% TO THE PRICE

TYPE 3: Peninsula +15% TO PRICE

TYPE 4: Island +20% TO PRICE

TYPE 5: Two levels +15% TO THE PRICE

Registration fee:

(computer registration system, entering in the catalog of exhibitors)
Insurance (mandatory insurance premium)
Bibliography

1 .N.A. Voskolovich "Marketing of tourist services". Moscow. 2011

2. A.P. Durovich, A.S. Kopanev Marketing in tourism. Minsk "Economy press" 2009.

3. Sementsova. " Modern technologies exhibition marketing. Issues of Economics 2011 №3.

4. Kritskotakis Trade fairs and exhibitions. Technique of participation and communication. Moscow 2007.

5. Chudnovsky A.D., Zhukova M.A. "Tourism Management". Moscow "Finance and statistics" 2010.

Practical work No. 14

Subject "Tourism product promotion using information technology»

Working time 4 hours
Keywords

- information and communication technologies in tour operator activities,

- principles of integrated use of information and communication technologies,

- components of information activity of a specialist in tourism.
Currently, information and communication technologies (ICT) are actively used in tour operator activities. In the process of formation, promotion and implementation of the tourist product, the tour operator uses:

typical software systems("Master-Tour", "Master-Web", etc.) providing a description of individual services and their packaging using pricing algorithms, quota tracking, etc.;
Information Systems providing the search and selection of certain types of tours, the possibility of obtaining information about the tourist potential of countries and regions, booking accommodation facilities, electronic tickets, etc.;
information retrieval systems(IPS) (for example, AllSPO, Tours.ru, etc.)

Used to promote the product computer graphics programs(Adore Photoshop, 3d MAX, CorelDraw, etc.) and computer layout, etc.

Thus, in tour operator activities, the formation, promotion and sale of a tourist product is carried out with the integrated use of ICT tools, i.e. interconnected, cumulative use of specialized software systems, information and information retrieval systems, Internet resources in the process of formation, promotion and implementation of the tourist product.
aim practical work is to study methods of promoting a tourism product on the Internet and analyze ways to enhance their use by tourism enterprises.

To achieve this goal, the paper proposes to solve the following main tasks:

Analyze the practical possibilities of using the Internet to promote a tourism product;

Describe the main methods of promoting a tourist product on the Internet;
- develop proposals for enhancing the use of this channel for promoting the tourism product.
Literature

Gaevsky A.Yu. Tutorial for working in Microsoft Office: Word 97/2000. Excel 97/2000. Email/ A. Yu. Gaevsky - Kyiv: A.S.K., 2012.
Egorenkov A.A., Egorenkova I.M. Computer tutorial: Windows XP, Microsoft Office 2000 / A.A. Egorenkov, I.M. Egorenkov. - M.: List New, 2009.
Maksimova A.P. Informatics: educational and practical course / A.P. Maksimov. - Minsk: TetraSystems, 2009.

Property	Characteristic
Validity	The provision of all services must be conditional. Purpose of travel and related conditions based on the needs of the tourist.
Reliability	Compliance with the real content of the product in advertising, the reliability of information.
Efficiency	Achieving the greatest effect for the tourist at the lowest cost of his side.
Integrity	The completeness of the product, its ability to fully satisfy the tourist demand
	The consumption of the product, its direction should be clear to both the tourist and the service personnel.
Flexibility	The ability of a product and service system to adapt to a different type of customer and be receptive to changing service personnel.
Utility	The ability to serve the achievement of one or more goals, to satisfy certain needs of tourists.

Identification and analysis of customer needs and selection of the optimal tourism product. Basic Tourist Product Suppliers and Optimal Tourist Product Field Practice Report

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