Assessing the competitiveness of hotel industry enterprises. Methods for analyzing the competitiveness of hotel services. Characteristics of the Province Hotel

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 receive 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 such a range additional services, which takes into account the needs of both hotel customers and street customers.

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 basic and working capital. In this plan hotel activities 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 wages personnel, 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 competitiveness hotel company is to increase the efficiency of the hotel's operational activities by improving services and providing new additional services. IN common system In the hotel offer, 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 the enterprise hotel industry possible through the provision of new additional services, with a 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.

Based on the monitoring of internal sources of information, i.e. profit and loss reports; turnover statistics; balance sheet; conversations with employees of the marketing and advertising department, financial and economic department, and other specialists and managers; marketing information system; consumer reviews; reviews of awards received, complaints and news; menu assortment needed to explore competitiveness of the hotel enterprise Breeze Hotel LLC.

The purpose of the research aimed at solving this problem is to study consumers. Consequently, it was decided to conduct field research using a survey method.

As a tool for collecting primary information, two questionnaires were developed, the first of which was intended for visitors to restaurants, and the second for people living in the hotel and not necessarily using the services of Breeze Hotel LLC. The data obtained was processed and combined, thus, a total of 100 people were sampled. It should be noted that as the sample size increases, the probability of distortion decreases and the sampling error can be neglected.

A study of the structure of consumers based on demographic factors revealed the following picture: data on the age and gender structure show that some of the visitors to the Breeze Hotel are men (61%), and in the age group from 29 to 35 years. On average, of the total number of respondents surveyed, this is 65% and exceeds the number of women by 54%.

Figure 2.2.1.1. Age structure of consumers

Thus, potential client restaurant complex LLC "Breeze-Hotel" is a man aged 29 to 45 years, who came to the hotel "Breeze-Hotel" for vacation and tourism for the first time (48% of the entire sample) from the Russian Federation and neighboring countries.

Business tourism was in second place (31.5%), therefore, we can conclude that during the off-season, an increase in demand for tourism services will not entail a rapid increase in the turnover of products of the restaurant complex.

Research shows that the majority of visitors use the services of the restaurant complex of the Breeze Hotel because this diet is convenient for them (27%). The most likely reason is that 53% of respondents came to the hotel on vacation, therefore, breakfast at 9-30 is very convenient for them, unlike businessmen. 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 figure and very important factor, thanks to which Breeze-Hotel LLC is gradually gaining regular customers.

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.

Here, first of all, it should be noted the relationship that was noticed between the respondents' room categories and their opinions about the price level.

As a result, the largest proportion are people living in junior suites, which set prices quite satisfied. This suggests that the people living in the Breeze Hotel have very high incomes, because the prices for accommodation here cannot be called low. Prices for accommodation at the Starfish Hotel are given in table. 2.2.2.1.

Table 2.2.2.1

Cost of hotel rooms depending on categories

For comparison, accommodation in a standard junior suite at the Sochi Hotel will cost 5,980 rubles. per day, and in the "Starfish" 6200 rubles. per day, in "Central" 2700 rubles. per day, this suggests that the Breeze Hotel can compete in prices for hotel services. Room rates include breakfast (buffet, $7), and lunch and dinner are paid additionally ($10 each). As it turned out later, the Breeze Hotel restaurant is mainly visited on special occasions, and 18% of respondents prefer the services of cafeterias on the floors. However, 3% of hotel residents noted that they do not use the services of the restaurant complex, and 4% were not entirely satisfied with the quality of service. This is not a high figure, however, and the sample size is small, so close attention should be paid to this factor.

It was for this purpose that the questionnaire included a question about what tourists are not satisfied with in the hotel and restaurant complex, and why they do not visit it. The results obtained were very interesting and provide valuable information for management.

So, according to the survey results, it turned out that the majority of respondents (38%) consider the location of the Breeze Hotel restaurant to be convenient. A fifth of the tourists surveyed (20%) liked the atmosphere in the restaurant, which is explained by the high degree of renovation of the interior. This factor undoubtedly also influenced the level of turnover of the restaurant.

Moreover, it is very important to know exactly which factors provide the greatest value to consumers. To collect this information, specific questions were developed and the following data were obtained.

Research shows that when deciding on the preference of a particular hotel, the most significant influence is the quality of the service provided (49% of the total number of respondents), the next factor is the level of service (26.5%), then the speed of service provision (13%), accounting individual characteristics(8%), and only 3.5% included the cost of the service among the most significant factors.

Organizational managers often use the results of studying the opinions and expectations of consumers to improve their activities, to make them more oriented towards consumer needs. In this regard, it is useful to compare assessments of the value of goods and services provided by the organization, obtained from employees and consumers of the organization. The data obtained will help to understand to what extent the opinions of employees coincide with the assessments of consumers, and thus, to what extent the company’s activities are focused on meeting customer needs.

Using the method of in-depth interviews with leading specialists, the following data were obtained: in table. 2.2.2.2 provides ratings of individual indicators of the quality of services of Briz-Hotel LLC, obtained on the basis of arranging the values ​​of employees and consumers in order of importance.

Table 2.2.2.2.

Ranking of restaurant service quality indicators

From the table 2.2.2.2. It can be seen that for a number of indicators, the assessments of employees of the hotel and restaurant complex and the assessments of consumers are substantially similar. It follows that the employees of the hotel and restaurant complex largely focused their activities on achieving high values ​​of those service quality indicators that are also of high value to consumers. And, nevertheless, a noticeable discrepancy is observed in the assessment of the indicator “cleanliness and comfort in the hall.” This suggests that the hotel and restaurant complex is seeking to attract more customers, and restaurants with out-of-date interiors are already undergoing renovations.

Regarding the use of funds by Briz-Hotel LLC marketing communications, then the most common and used is advertising, because ensures the creation of an enterprise image and long-term influence on the consumer.

Based on the tables above, you can build graphs and diagrams.

IN During the analysis, it is advisable to identify the factors that influenced changes in the volume and structure of services.

IN As an example, we will analyze the structure and volume of additional services# of hotel enterprise A for per#

Tsakh 2.5.16 and 2.5.17 allow us to draw conclusions about the gradual growth of ironing services#

clothing industry and the rapid growth of clothes washing services. In the structure of services, the share of ironing and use of household items is gradually (slightly) decreasing, and the share of washing is also gradually increasing.

Analysis of marketing activities will help hospitality enterprises choose priority areas for their development, ensure the achievement of marketing goals, which will directly or indirectly affect the increase in the competitiveness of hotels.

Analysis of factors of competitiveness of a hotel enterprise 69

Methods and indicators for assessing competitiveness

3.1. Indicators for assessing the competitiveness of hotel services.

In the conditions of developing market relations, any product must be competitive. This provision applies to services to an even greater extent than to products, which is explained by the peculiarities of the provision of services. An integral process of service provision is servicing, which significantly affects the quality of the service and its attractiveness to the consumer. A hotel service that meets the following requirements will be competitive:

– reasonable price for the service;

– high quality of services;

– high quality of service;

– the rational use of the resources of the hotel enterprise is ensured.

Unlike the first three requirements, the latter is a requirement of the enterprise itself and is of no interest to the consumer using the hotel service, but for the enterprise it is of paramount importance, since it directly affects the efficiency of its activities.

The competitiveness of a hotel service can be considered as the degree of its attractiveness to the consumer, which determines the possibility of satisfying a whole set of requirements. A classification scheme reflecting the factors of attractiveness of a hotel service for a consumer can be presented

70 Competitiveness of a hotel enterprise

form a chain: price - quality - service organization - marketing environment. The main factors of competitiveness of hotel services are presented in Table 3.1.1.

The competitiveness of a hotel service is determined by quality and cost factors, which can be quite fully characterized using a system of qualitative (quality of service and maintenance), economic and marketing indicators (Fig. 3.1.1).

Qualitative indicators of the competitiveness of a hotel service characterize the properties of the service, its characteristics

ki in terms of the ability of a service to satisfy a specific competitive need. The quality of a hotel service will be determined by the reliability and commitment of the hotel enterprise, the responsiveness and attentiveness of its employees, the availability of communications and communication, a quick understanding of the client’s needs, the security of service (in legal, financial and moral terms), and compliance with the declared class of the service. relevant norms and standards, as well as the state of the infrastructure.

Methods and indicators for assessing competitiveness 71

Rice. 3.1.1. Grouping of indicators of competitiveness of hotel services.

Consumer assessment of the quality of hotel services is based on certain criteria. For each parameter for assessing the quality of services, there are two values ​​(conditional) - expected by the buyer and actual. The difference between these two values ​​is called discrepancy (mismatch) and assesses the degree of customer satisfaction with the quality of the service; if the actual quality parameters coincide with the expected values, then the quality of the service is considered satisfactory by the consumer.

The most important parameters Consumer assessments of the quality of services are as follows:

– tangibility - that physical environment,

V which services are provided (interior, office equipment, appearance personnel);

– reliability - the consistency of service execution, as well as the reliability of information and financial procedures accompanying the process of providing the service;

– responsibility - the desire of the hotel staff to help the consumer, guarantees of service delivery;

– completeness - possession of the necessary knowledge and skills, personnel competence;

– accessibility - ease of establishing contacts with the hotel company

72 Competitiveness of a hotel enterprise

management in such a way as to minimize differences between expected and actual levels of service quality. For this purpose they are used various methods assessments, such as customer questionnaires, expert assessments, statistical methods, etc. The processes of forecasting volumes of services, collecting information about market needs, current norms, rules, regulations, creating a database of consumers, services, competitors and their advantages, identifying consumer requirements, organizing interaction with clients, are becoming mandatory. assessing the satisfaction of their needs, monitoring the delivery of services to consumers, monitoring communications, managing personnel qualifications.

The difficulty of assessing the quality of any service, including hotel service, lies in the fact that most service quality parameters cannot be measured quantitatively, i.e. receive a formal assessment.

Thus, quality indicators can be determined by the following relations:

degree of satisfaction of consumer requirements (Kt.p.)

where U s.r. and U s.k. - accordingly, the level of use value is considered#

the service being offered and similar services of competitors;

Ts k and Tsr - respectively, the price of competing services and the service in question;

level of use value

meadows (U s.r.) and (U s.k.) are determined by a set of qualitative and quantitative characteristics

statistics of consumer properties of the service (for example, service terms, share

Methods and indicators for assessing competitiveness 73

Rice. 3.1.2. The process of consumer assessment of the quality of hotel services.

free services provided in the total volume of services provided, etc.).

Considering the complexity of the nature of the consumer value of a service, the level of consumer properties can be assessed in points using expert methods. This process involves:

– identification of a set of service quality parameters that are most significant for the consumer;

– assessment of service quality;

– service quality assessment;

– determining the degree of relative importance of each of the identified parameters;

– calculation of the weighted average rating of the level of consumer value of the service in question and similar services of competitors;

– calculation of the level coefficient

74 Competitiveness of a hotel enterprise

nya use value (Kp.s.)

service level (Ko) characterizes the efficiency of its organization and service culture

where R f.o. - actual rating of the effectiveness of the organization and service culture, assessed by the consumer;

P max - the maximum possible rating of the efficiency of the organization and service culture.

It should be noted that the calculation of this indicator is possible only with continuous work with consumers to identify negative and positive factors affecting the quality of service.

service class coefficient (Kk.u.)

shows compliance of the actual class of service with the declared one

where O AD and SF AD - assessment of the parameters of the hotel and its number of rooms independently

by this expert in the process of attestation and certification of hotel services, score6;

About personal and NF sob. - assessment of the parameters of the hotel# and its own room stock#

by our own efforts (declared class), point. After calculating private indicators of the quality of hotel service, it calculates#

Xia generalized coefficient of qualitative

indicators (IK)

where and etc. , a o and a k.u . - the degree of relative importance of each of the considerations

determined quality indicators (the total sum of all a must be equal to 1).

If a hotel organization wants to highlight some other group(s) of factors, then the considered formula takes the form

where a i is the degree of relative importance of each of the considered qualitative indicators (∑a = 1);

Marketing Metrics The competitiveness of a hotel service characterizes the effectiveness of the marketing environment of the service, including

hotel brand awareness (KB) characterizes the recognition of the service in various markets

where N n is the number of respondents who responded positively to the name of the hotel, people;

N vol. - total number of respondents surveyed, people.

6 In accordance with the accepted classification system for accommodation facilities.

Methods and indicators for assessing competitiveness 75

coefficient of growth of the market share of a hotel enterprise (Cr.d.) characterizes the change in its position in the market of hotel services

where d from. and d b. - market share of the hotel enterprise in the reporting and base periods, respectively, %.

Generalized coefficient of marketing indicators (Im) competitiveness of hotel services is calculated using the formula

where in b. , in r.m. , in c.s. . and in r.d. - degree of relative importance of each race

reviewed marketing indicators (the total sum of all should be equal to 1).

If a hotel organization wants to highlight some other group(s) of factors, then, just as in the first case, the considered formula takes the form

where i is the degree of relative importance of each of the considered qualitative indicators (∑в = 1);

n is the number of quality parameters being assessed.

Economic indicators The competitiveness of a hotel service evaluates the price of consumption, i.e. consumer costs necessary to satisfy his needs, namely:

76 Competitiveness of a hotel enterprise

the price of the service (P y ) represents the consumer’s expenses for accommodation in a hotel enterprise

where Cn is the total cost of the room (bed) paid by the consumer for the entire period of stay, rub.;

C d.u. - total cost of services provided to the consumer additionally and not included in the cost of living, rub.

service price (Tso) represents consumer losses due to financial and moral damage caused during the provision of hotel services, as well as loss of time, estimated in monetary terms

where P fin. - consumer losses from financial damage caused, rub.; P mor. - consumer losses due to #

total moral damage, rub.; P vr. - loss of consumer time,

estimated in monetary terms using the formula

where C about is the total cost of stay, including the cost of purchased goods and services, thousand rubles;

T is the total time of stay of the consumer, hours;

T p.v. - total lost consumer time due to ineffective organization

service organization, hour.

This indicator evaluates not only the client’s temporary losses from poor quality service, but also allows

hotel enterprise to identify under-received financial resources.

Total consumption cost (CP) hotel services is determined by the formula

Comparison of the consumption price of the analyzed hotel enterprise with its competitors is made according to the formula

where Ts pa and Ts pk are, respectively, the price of consumption at the analyzed hotel enterprise and at the competitor's enterprise, rub.

If determining the consumption price of a competitor enterprise is difficult or impossible, then the enterprise can compare its own consumption price in the reporting period and in the base period.

Thus, on the basis of certain quality, marketing and economic indicators, the integral coefficient of competitiveness of hotel services (I g.u.) is determined

Only if this condition is met will the hotel service be considered competitive.

In accordance with the laws market economy, the higher the competitiveness of the service, i.e. the more preferable and attractive it is for the consumer, the greater the sales volume of hotel rooms,

Methods and indicators for assessing competitiveness 77

the volume of sales of additional services is higher, the load factor is higher, which helps to reduce the costs of providing services (work), therefore, conditions are created for maneuvering the price of services and the formation of new competitive advantages of the hotel enterprise.

3.2. Assessment methods and ways to increase the competitiveness of a hotel enterprise.

The competitiveness of a hotel service is a determining factor in assessing the competitiveness of a hospitality enterprise. Additional factors, as stated above (clause 1.3), are factors characterizing the hotel enterprise itself (reputation (image), human resources, financial condition, management organization, location), and factors characterizing the marketing activities # ity (price, communication, assortment and sales policies).

Methods for assessing the competitiveness of an enterprise, including in the field of hospitality, are quite diverse: by comparative advantage; by factors of production; by market position of the enterprise; on the quality of products, works, services; matrix method; comprehensive assessment, etc.

One of the methods for assessing the competitiveness of a hotel enterprise is the calculation method. In the first case, indicators of the competitiveness of hotel services and efficiency are used economic activity hotel enterprise. Competitiveness is determined by calculating the integral indicator of competitiveness (K g.p.) according to the formula7

where I g.u. - integral indicator of the competitiveness of hotel services;

I e - index of the relative efficiency of the economic activity of a hotel enterprise (for example, profitability ratio, costs per 1 ruble of services sold, profit per 1 ruble of services sold, and other relative indicators).

In the second, the competitiveness of a hotel enterprise is determined taking into account market position and other macroeconomic factors8

where P is the profitability of hotel services, %;

P avg - weighted average profitability of services of a hotel enterprise by type, %;

1st century - index of changes in the volume of revenue from the sale of services of a hotel enterprise;

I century Wed. - weighted average index of changes in revenue volumes from the sale of hotel services by type;

Кр - competitiveness coefficient of a hotel enterprise according to

profitability

7 When deriving this formula, we used

Market competition called the struggle for limited consumer demand, waged between firms in the parts (segments) of the market available to them. Competition is the rivalry between participants in a market economy for the best conditions for the production, purchase and sale of goods. Competition is competitive work between commodity producers for the most profitable areas of investment of capital, sales markets, sources of raw materials and at the same time a very effective mechanism for regulating the proportions of social production. It is generated by objective conditions: the economic isolation of each manufacturer, its dependence on market conditions, and confrontation with other commodity owners in the struggle for consumer demand.

In a competitive market, manufacturers constantly strive to reduce their production costs in order to increase profits. As a result, productivity increases, costs decrease, and the company is able to reduce prices. Competition also encourages manufacturers to improve the quality of goods and constantly increase the variety of goods and services offered. That. Manufacturers are forced to constantly compete with competitors for buyers in the sales market by expanding and improving the range of high-quality goods and services offered at lower prices. The consumer benefits from this.

The interaction between sellers and buyers, acting as representatives of supply and demand, occurs in the market. The decisions of sellers and buyers regarding price, production volumes, and purchases of goods will vary significantly for different types (models) of the market.

There are four possible competitive structures that determine the type of market. Market dominated by pure competition- consists of many sellers and buyers of any similar commodity product, for example, wheat, copper, securities. No single buyer or seller has much influence on the current market price level of a commodity. The seller is not able to charge a price higher than the market price, since buyers are free to purchase any quantity of goods they need at this market price. Sellers will not ask for a price lower than the market price, since they can sell everything they need at the existing market price.

Market monopolistic competition consists of many buyers and sellers who transact not at a single market price, but over a wide range of prices. The presence of a price range is explained by the ability of sellers to offer buyers different product options. Real products may differ from each other in quality, properties, and appearance, but these differences, if any, are very insignificant. Differences may lie in the services accompanying the product. Buyers see differences in offerings and are willing to pay different prices for products.

Market oligopolies (oligopolistic competition) consists of a small number of sellers who are highly sensitive to each other's pricing policies and marketing strategies. Products may be similar (steel, aluminum) or dissimilar (cars, personal computers). The small number of sellers is due to the fact that it is difficult for new entrants to penetrate this market. Each seller is sensitive to the strategy and actions of competitors.

At pure monopoly There is only one seller on the market. It could be state organization(e.g. the Post Office), a private regulated monopoly (e.g. Con-Edison in the USA), or a private unregulated monopoly (e.g. DuPont during its nylon entry).

Factors of competitiveness- these are those phenomena and processes of production and economic activity of an enterprise and the socio-economic life of society that cause a change in the absolute and relative value of production costs, and as a result, a change in the level of competitiveness of the enterprise. Factors can change the competitiveness of an enterprise upward or downward.

The entire set of factors of an enterprise’s competitiveness in relation to it is divided into external and internal.

Internal factors– objective criteria that determine the enterprise’s capabilities to ensure its own competitiveness (scientific and technical potential, financial and economic potential, human resources, advertising effectiveness, conditions of storage, transportation, packaging of products, level of service and warranty, etc.)

External factors– socio-economic and organizational relations that allow the enterprise to create products that are more attractive in terms of price and non-price characteristics.

External factors should be understood as: 1) measures of government influence: economic nature(depreciation, tax, financial and credit policy); administrative nature (improvement and implementation of legislative acts, demonopolization of the economy, state system of standardization and certification); 2) the main characteristics of the activity market itself of this enterprise(its type and capacity, presence and capabilities of competitors); 3) activities of public and non-governmental institutions; 4) the activities of political parties, movements, blocs that shape the socio-economic situation in the country.

Analyzing the activities of competitors and developing appropriate response actions are often more effective for hotel and tourism enterprises than increasing sales in their market segment. System marketing research behavior of competitors, opens up a number of additional features successful development:

· comprehensively assess the prospects for market development and choose your own niche;

· more accurately determine guidelines and goals strategic development;

· find quick and adequate response combinations to the actions of competitors;

· develop a neutralization strategy strengths competitors and make fuller use of our own competitive advantages;

· improve the work of personnel, increase the motivation of their activities, informing about the proposed actions of competing enterprises;

· better protect the position of your State Customs Committee in the market, increase efficiency and competitiveness in general.

Analyzing the activities of all competitors seems to be a rather complex and expensive undertaking. Therefore, it is customary to distinguish two main groups of competitors: direct competitors And potential competitors(newbie enterprises). Quantitative and qualitative information about their activities is used for analysis.

Quantitative information includes the following information: organizational and legal form of the enterprise; company managers; number of staff; own assets; access to sources of borrowed and other funds; sales volumes; market share; profitability; availability and size of the branch network; list of main types of services; cost of services; advertising expenses, etc.

Qualitative information includes the following subjective information: reputation of the enterprise and its managers; fame; prestige; experience of management and personnel of the enterprise; flexibility of marketing strategy; effectiveness of product strategy; pricing and sales strategy; level and quality of services and customer service culture; reaction to change market situation; methods of competition; consumer commitment; ways to promote new services, etc.

The results of the analysis allow us to identify and evaluate the strengths and weaknesses of competitors, their preferences and their own prospects in competition. Determining your own competitive status and the status of direct and potential competitors allows you to solve two interrelated problems: to establish the features of the development of the competitive situation and to identify the degree of dominance of certain enterprises in the market.

To analyze the state of the hotel (tourist) services market, the index method is widely used, based on the calculation of special indicators and their comparison. In this case, the most important indicators are the occupancy rate of the room stock and the average price of the room. Based on these indicators, the corresponding indices are calculated.

The occupancy rate of the room stock is determined by the ratio of the number of rooms sold to the total number of rooms offered for sale. The average room price is calculated by dividing total income from the sale of room stock by the number of rooms sold. By multiplying the occupancy index and the average price per room index, the market position index is obtained. In addition, the hotel's market penetration index is determined. In international practice, this index is called MPI and is determined by the occupancy rate for each hotel and the average occupancy rate for a given market segment. Other indices are calculated similarly: ARI - price penetration index, RGI - general penetration index.

For example, the determination of the closest competitors of a hotel enterprise is made taking into account the following indicators:

· range of services and class of the hotel;

· price per room;

· location;

· capacity;

· high-quality composition of the room stock;

· contingent of guests and specialization of the hotel;

· specifications hotel buildings;

· time on the market;

· forms of management (independent hotel, management contract, franchise).

After determining the closest competitive group and calculating the average indicators for this group (room sales price and hotel occupancy), the specified penetration indices are calculated. The obtained values ​​for each hotel enterprise are compared with the average group indices.

If a hotel enterprise has a penetration index equal to one, this means that the hotel's position in the market fully corresponds to its potential capabilities. If the index is greater than one, this means that this hotel occupies a higher position in the market than what it expected. When the index is less than one, the hotel implements its market strategy less successfully than its competitors.

Thus, the basis for assessing the competitiveness of a hotel enterprise is the method comparative analysis. The results of this analysis make it possible to determine which of the compared hotels performed better in the market and received a correspondingly better result in terms of the number of rooms sold.