Competitiveness of services of hospitality industry enterprises. Analysis of the competitiveness of hotel services and development of recommendations for its improvement. Hotel enterprise "East gate"
Table 1.2.1. Main comparative characteristics of hotels.
Hotels |
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Criteria |
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Room price, rub. |
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Accommodation conditions (1-5 points) |
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Location (proximity to the center), (1-5 points) |
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Availability of additional services (1-5 points) |
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Quality of service (1-5 points) |
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Image (1-5 points) |
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Total: quality |
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Hotels “A” and “C” have similar parameter estimates with equal room prices, therefore, they are part of the same strategic group, and Hotel “E” is close to them. If the pricing policy changes, Hotel “B” may also be included in this group. Hotel “D” is not included in this strategic group.
The presence of similar parameters and being in the same strategic group means that the activities of the compared enterprises are focused on the same consumers. In this regard, each individual hotel needs to have qualities that make it more attractive to the client, i.e. provide a competitive advantage.
Competitive advantage of a hotel organization - these are those characteristics, properties of hotel services that create for the hotel a certain superiority over its direct competitors. These characteristics can be very different and relate to basic services (accommodation, meals), additional services, technologies of organization and service, forms of promotion of services specific to
specific hotel. Competitive advantage is relative, defined in comparison with enterprises that occupy the best positions in the strategic group.
There are strategic and tactical factors of competitive advantage. Tactical factors of competitive advantage ensure the competitiveness of the hotel in the current period (within one year), strategic factors of competitive advantage is aimed at ensuring the competitiveness of the hotel enterprise in the future.
It is important for managers of hospitality services enterprises to focus their attention on strategic factors of competitive advantage, i.e. to provide high quality services, corresponding class of service, implementation of information technology, etc.
There are two types of competitive advantages: lower costs and specialization. Under lower costs it is understood not just a lower amount of costs for the implementation and sale of services
Competitiveness of hotel services 9 and hospitality enterprises as an object of management
hospitality than its competitors, and the ability of the enterprise to develop and perform the service more efficiently than its competitors. That is, the entire cycle of operations for the provision of hotel services must be carried out at lower costs and in a shorter time.
Specialization is the ability to meet specific customer needs and get a higher price than competitors. In other words, to ensure this type of competitive advantage, it is necessary to learn the art of standing out among competitors by offering the guest a service that is noticeably distinguished by either a high level of quality with a standard set of parameters that determine this quality, or a non-standard set of needs that it can satisfy the buyer's real interests.
At the same time, at any given time, a strategy for ensuring competitiveness is built, relying only on one of the types of competitive advantages - either lower costs, attracting buyers with the relative cheapness of services compared to competitors, or specialization, challenge
This is of great interest to the most demanding customers who require, above all, high quality and satisfaction of special needs of customers.
Based on the types of competitive advantages, the most appropriate strategy for ensuring and maintaining the competitiveness of the hotel enterprise is selected. Possible strategies for ensuring competitiveness, based on various types of competitive advantages, are presented in Figure 1.2.1.
Some hotel enterprises develop their activities according to the strategy of “uniqueness and leadership.” Such enterprises provide high-class customer service, widely using Western management style and a clearly structured marketing system. These are, for example, such Moscow hotels as “Baltschug Kempinski Moscow”, “Savvoy”, “Metropol”, “Radisson Slavyanskaya”, etc.
There are hotels whose competitive strategy is based not on specialization, but on lower costs. They provide accommodation services of world standard quality and
Rice. 1.2.1. Strategies for ensuring competitiveness.
10 Competitiveness of the hotel enterprise
with standard price. For example, small
And average class hotels 3–4 stars, located not in the central part of the city, but having, along with the main hotel product (rooms), additional services.
The third type of enterprise builds a competitive strategy on less risky
And cheaper principles - specialization with a narrow range of services (for example, the provision of only accommodation services by hotels located at airports, train stations, large wholesale markets, large enterprises, educational institutions, etc.).
Naturally, it is not necessary to adhere to only one, once chosen strategy for ensuring competitiveness. The path of expanding the range of services while maintaining relatively low prices that justify the middle class of service will lead to a cost-oriented strategy, which will increase both sales volumes and the amount of profit received.
If you do not expand the range of additional services, but direct all income to improve the quality of the main service, this will lead to a strategy of selective specialization. This path can provide a fairly high level of return on invested capital.
For a hotel enterprise whose material and technical base is worn out and there are no funds for its modernization, workers do not have the necessary qualifications, but wages and other costs for performing the service are not too high, then the most a “cost-oriented” strategy is appropriate.
1.3. Factors of competitiveness of a hotel enterprise.
The competitiveness of a hotel organization is influenced by many factors that determine the strength of the business, the ability of the enterprise to function in current economic and political
conditions, i.e. solve tax problems; ensure financial stability and independence, equip the material and technical base of the enterprise and reduce the degree of wear and tear, organize activities in all areas - financial, economic, sales, analytical, service, etc. But these factors determine only one aspect of a hotel’s competitiveness. From the owner's perspective. The consumer, focusing on the attractiveness of the service, helps to increase the competitiveness of the hotel, providing it with income and the opportunity to implement the above factors.
The selection, justification, grouping and ranking of the degree of influence of factors on the competitiveness of a hotel enterprise should be carried out taking into account the specifics of its activities.
The services market has a number of specific features, such as: high dynamism of market processes; territorial segmentation; local nature of services; short service delivery cycle; high sensitivity to changes in market conditions; personal contact between the consumer and the service provider; individuality of demand; impossibility of preliminary assessment of the quality of the service.
In turn, accommodation services have additional specifics:
1. Different grades of services provided;
2. Direct consumption of services in the process of their provision;
3. Dependence of the results of the hotel’s economic activities on fluctuations in demand for services;
4. Low elasticity of supply;
5. High capital intensity;
6. Continuity of provision of state #
service design, which is based on the special requirements of clients.
Taking into account all of the above, factors affecting competitiveness
Competitiveness of hotel services 11 and hospitality enterprises as an object of management
hotel enterprises Competitiveness 12
Rice. 1.3.1. Structure of factors influencing the competitiveness of hospitality enterprises.
hospitality enterprises, it is advisable to divide into 4 groups (Figure 1.3.1):
– factors characterizing the enterprise;
– factors characterizing the service;
– factors characterizing customer service;
– factors characterizing the brand#
The significance and nature of the influence of these groups of factors on ensuring the competitiveness of an enterprise in the hospitality industry is different.
Thus, factors of group I designed to show the characteristics of the enterprise itself. The composition of the factors included in this group also differs significantly. For example,reputation (image) of the hotel, it would seem at first glance to have nothing to do with either the organization of activities or the economics of the enterprise, but the significance of this factor is great. The reputation of a hotel is very often formed as a result of the assessment of the level and quality of service by the guest himself. Research shows that if a person has received good service, he will tell five people about it. If a person has a negative experience, he will report this to ten 4 . The hotel's image forms the structure of service users. Thus, for reputable businessmen, representatives of show business, and artists, the reputation of the accommodation facility is very important, since this is not only an appropriate class of service for the client himself, but also, to a certain extent, for those around him, a characteristic of success in life of this person.
When the nature of competition gravitates
To using the advantages provided by the image of the enterprise (for example, the Baltschug Kempinski Moscow, Savvoy, Metropol, Radisson Slavyanskaya, etc.) hotels, then it is an incentive
4 Timokhina T.L. Organization of reception and service for tourists: a training manual. # M.: LLC “Knigodel”: MATGR, 2005. - 288 p.
Competitiveness of hotel services 13 and hospitality enterprises as an object of management
A little is not enough, since customer requirements for the level of service are changing, technologies for providing services are being improved, and hospitality enterprises must constantly deal with the problems of advanced training, training and retraining of staff. Moreover, this applies to all personnel - starting from the maid and ending with the head of the enterprise. This problem is very relevant in modern conditions, because The quality of customer service in Russian hotels still lags behind the level of international requirements and standards.
An equally important problem for hospitality industry enterprises is staff turnover. Frequent turnover of personnel, on the one hand, leads to a deterioration in the quality of service (during the adaptation period of newly hired employees), and on the other, increases the costs of the enterprise (payment of severance pay, costs of improving the qualifications of an employee who is not remained to work at the enterprise). One of the reasons often cited by those leaving is the low level of wages, which does not sufficiently compensate for the labor costs associated with increased neuro-emotional stress.
Financial condition of the enterprise hospitality determines its solvency, economic independence and creates conditions for stable development. The financial condition of an enterprise is determined by the results of its activities, since the main financial source is the profit received by the enterprise. Profit growth can be achieved by increasing the volume of sales of services while maintaining costs at the same level; when costs increase on a smaller scale than the increase in the volume of sales of services or when they decrease. In this regard, this competitiveness factor acts as a complex one, influenced by other factors.
Significantly characterizes the enterprise and affects its competitiveness control system. First of all, this is manifested in the organizational structure that is built at a given enterprise, the placement of management personnel at levels and levels of management, the distribution of work and management methods. The maintenance of the management apparatus is always associated with corresponding costs and, at first glance, the simplest solution to improving enterprise management would be to simplify the structure and reduce the number of management staff. However, in real practice this is hardly advisable. In the hotel business, the largest number of managers should be present at the middle and, more importantly, lower levels of management. An important issue in assessing this competitiveness factor is the availability of professional training of management personnel. Unfortunately, a study of the experience of hotel enterprises shows that quite often management personnel do not have specialized professional training, which, of course, can affect the quality of management decisions. Management methods are also of no less importance, i.e. ways to influence personnel.
Hotel location determines the degree of demand for hospitality services, since the convenience of using hospitality services is important for the client in terms of the availability of vehicles to travel to the place of residence; Often, when choosing a place to stay, one of the requirements a guest puts forward is the presence of an appropriate view from the window; It is important to have external infrastructure: car parking, necessary institutions (post office, bank branch, trading enterprises, cultural institutions, entertainment complexes, etc.).
Group II factors reflect the parameters of the accommodation service. Consumer
14 Competitiveness of the hotel enterprise
service providers, as a rule, are interested in the correspondence between price and quality of services provided. In recent years, priority has been given to the quality parameters of the service. And yet, the competitiveness of hospitality enterprises largely depends on the effectiveness of the hotel's pricing policy. The use of this tool in the hotel business is associated with a certain risk, since if it is handled ineptly, unpredictable and even negative results in terms of economic consequences can be obtained.
In the economic literature, the pricing policy of an organization is understood as a system of ideas about what principles should form the basis of pricing and how to maneuver prices to achieve the goals of the enterprise and solve relevant marketing problems. When determining the impact of price on the competitiveness of the hospitality service and the enterprise as a whole, several important points should be taken into account:
1. What is the place of price among other competitive factors in the hotel services market?
2. When forming the enterprise's pricing policy, are methods used to help optimize the estimated prices for services?
3. What is the nature of the pricing policy for new types of services.
4. Does the pricing policy take into account the results of a comparative analysis of the “cost/profit” and “cost/quality” ratios for your own enterprise and competitors’ enterprises?
The most important factor in the group under consideration is the quality of the services provided. Classification systems for hotels and other accommodation facilities are based on service standards that have evolved over centuries. Classification systems for accommodation facilities used in world practice assign them various categories, based on which
at consumer has the opportunity
judge both the material side of the hotel product and the set of intangible services. Consumer awareness seems to be the main task that classification systems for accommodation facilities are designed to solve.
An important factor characterizing the service is structure and condition of the number fund. The structure of the number of rooms depends on the level of class (number of stars) of the hotel complex and is determined in accordance with the approved decree of the Government of the Russian Federation on July 15, 2005 No. 1014#r “Classification System for Hotels and Other Accommodation Facilities.” Taking into account this factor of the competitiveness of a hotel enterprise involves identifying the degree of compliance of the declared and actually implemented class of customer service.
Ensuring the quality of accommodation services, and, consequently, the competitiveness of the enterprise, largely depends on the organization of the work of the corresponding hotel service. It is called differently: either the housekeeping service, or the room management service, or the maintenance service, or the maid service. The purpose of this division is to provide guest service in the rooms, maintain the necessary sanitary and hygienic condition of guest rooms and public premises, and provide household services to clients.
The provision of hospitality services is associated with the mandatory use of certain equipment and inventory, therefore quality of engineering and technical support services also named among the factors characterizing the service. Ensuring the proper operation of the hotel's engineering#technical equipment is the responsibility of the technical operation service (engineering#technical service). She carries out maintenance and repair of sanitary equipment (plumbing, sewerage, hot water supply, ventilation, air conditioning).
Competitiveness of hotel services 15 and hospitality enterprises as an object of management
air filtration, garbage chute); energy sector; low-current devices and automation equipment; television and communication systems; refrigeration equipment; computer equipment, etc.
One of the factors ensuring an appropriate level of hotel accommodation is the provision security services, i.e. the safety of the guest’s stay in the hotel and the safety and security of his property. These parameters, to a certain extent, influence the formation of the reputation of a hotel enterprise, since the safety of residence is a characteristic of the service that interests many users of hospitality services.
Group III factors are very specific and characterize the level and quality of customer service. These parameters of competitiveness are “on the surface”. In contrast to the financial condition of the enterprise, assessment of human resources, etc. The level of service can be assessed quite simply and clearly by the client. If the hotel employees are gloomy, unfriendly, overly fussy or, conversely, unduly demanding of the guest and his behavior, then, apparently,ethics and service culturein such a hotel leaves much to be desired. And the organizational culture itself requires improvement. An important element of organizational culture is its material component, i.e. those means and objects that create a comfortable environment - this includes the design of hotel halls, designed in a certain corporate style; comfortable modern furniture and equipment, etc. A necessary element of organizational culture is the use of branded uniforms, taking into account the specifics of the work of hotel staff. The neat appearance of employees instills in the client trust and disposition towards the enterprise, and plays a significant role in creating the reputation of the hotel enterprise.
Currently, the hotel business practices the provision of not only basic services, but also related and additional ones. In large modern hotels this may be a suitably equipped business center; high-class beauty salon; wellness or fitness center with a range of various services; cinema and concert hall; library; restaurants and bars; laundry and dry cleaning services, etc. This combination of the main and additional hotel product creates comprehensiveness of service, which is very convenient for the client and increases the level of their service. All this ultimately affects the competitiveness of the hospitality enterprise as a whole.
An important stage of the guest cycle (client service cycle), helping to ensure the occupancy of rooms, and, therefore, a constant influx of funds and influencing competitiveness, is room reservation. There are various sources from which hotels receive booking requests. Thus, one of the areas of booking is the work of hotels with travel companies, with large enterprises that book places for their regional employees, business partners, with companies that constantly organize exhibitions, all kinds of seminars, forums, with additional travel centers # Levuz education, carrying out retraining and advanced training of nonresident students. The second direction is one-time booking for individuals or organizations that have a need for hotel accommodation.
Just as the appearance of a hotel evokes positive or negative emotions in the client, so does the meeting of a guest,
organization of reception and accommodation significantly affect the level of their service. Service standards require standing to greet, serve and escort customers at the counter. Since labor works
16 Competitiveness of the hotel enterprise
As workers in this area have increased neuro-emotional stress, it is very important to rationally organize work schedules for personnel in this area. This is achieved by many hotels by developing clear shift schedules for staff, organizing smooth shift transfers, and the so-called “seamless service”5. This approach to service creates convenience for the client, since he is not left unattended for a minute and spends a minimum of time on the entire check-in process.
Quality of service , of course, depends on the standards applied. The same service can be performed in different ways.
The consumer's perception of the quality of hotel service is the formation in the guest's mind of a sensory image of the differences between the expected and actually received service with the subsequent development of this image (through the perception and assessment of the essential properties of the service received) into an emotional mood towards to the hotel. Strong positive attitude - high satisfaction, high quality. A strong negative attitude means a high degree of dissatisfaction, low quality.
When characterizing the quality of a hotel service, it is necessary to take into account the social significance of the quality of services.
Quality is the compliance of the services provided with the concepts and expectations of hotel clients, as well as established state standards and norms.
Hotel services receive different assessments from management, hotel staff and customers.
The administration evaluates the quality of services, guided by established standards and rules.
Personnel - based on job descriptions.
Clients are based on their own concepts, experiences, feelings and impressions.
Quality assessment is carried out in the following areas:
– the presence of properties that can satisfy the client’s needs (the more useful properties a specific service has, the higher its quality is rated);
– the process of providing the service (whether the client is satisfied);
– no service deficiencies.
Analysis of the quality of hotel services helps a hotel identify existing shortcomings in the quality of its services, determine their strengths and weaknesses, outline the main areas of work to improve their quality, and choose an appropriate strategy.
Consistent quality of services is one of the keys to the success and prosperity of an enterprise. If a guest received a number of services during his stay at the hotel, he should be sure that on his next visit the quality of services will be at the same level.
Fourth group of factors characterizes marketing. It is very often considered as a business philosophy and a specific guide to action. On the one hand, skillfully organized marketing activities provide insight into
O about what opportunities it provides for successful work in a competitive market. On the other hand, it answers an even more important question - what benefits does it bring to consumers, what problems does it allow them to solve. The main thing in marketing is target orientation towards the consumer and the complexity of solving market problems. Unfortunately, Russian business leaders still underestimate the role of marketing in
The main economic and financial results of using marketing are:
– expansion of the market share of the hotel enterprise;
– more complete impact on the activities of personnel united by the commonality of marketing decisions and actions in achieving set goals;
– increasing the volume of sales of services and, consequently, increasing the profitability of activities;
– increasing the return on fixed capital;
– acceleration of turnover of working capital; increasing the reputation of a hospitality company through the highest quality customer service.
By improving financial and economic performance indicators, marketing helps solve the problems of increasing the competitiveness of an enterprise.
The formulation of the long-term goals of a hotel enterprise and ways to achieve them should be based on the patterns of its business cycle, which begins with marketing and ends with financial results, i.e. making a profit (zero result, losses due to poor quality marketing activities). In addition, a hotel enterprise develops on the basis of the life cycle of an economic unit, which, in a competitive environment, goes through the stages of introduction, growth, maturity,
decline and collapse. In order to increase or maintain their competitiveness and, thereby, extend their activities for an indefinitely long time, enterprises must take effective measures to neutralize its material and moral aging, i.e. it is necessary to periodically review the mission and goals of the enterprise, modernize or completely reorganize the enterprise management structure, support the material and technical base at a competitive level, carry out active work in the field of personnel motivation, stimulating their initiative and entrepreneurship .
To realize the positive impact of marketing activities on the competitiveness of a hotel enterprise, it is necessary to ensure the systematic nature of this work, which will be expressed, on the one hand, in the involvement of the entire marketing complex, i.e. development and improvement of a hotel product, use of effective pricing and communication policy and sales system, and on the other hand, in regular work on collecting marketing information, conducting marketing research of the market and services, and detailed research of consumers and competitors.
18 Competitiveness of the hotel enterprise
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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 are constantly striving 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 can be similar (steel, aluminum), or they can be 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. This may be a government agency (such as the Post Office), a private regulated monopoly (such as Con-Edison in the US), or a private unregulated monopoly (such as DuPont when it introduced nylon).
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: of an 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 market of activity of a given enterprise (its type and capacity, the 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. The system of marketing research into the behavior of competitors opens up a number of additional opportunities for successful development for the State Customs Committee:
· comprehensively assess the prospects for market development and choose your own niche;
· more accurately determine the guidelines and goals of strategic development;
· find quick and adequate response combinations to the actions of competitors;
· develop a strategy to neutralize the strengths of competitors and make fuller use of your 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 changes in the 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 room price. 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 the total revenue from the sale of rooms 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;
· technical characteristics of the hotel building;
· 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 of 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.
The methodology for assessing the competitiveness of hotel services is currently varied and the method usually used in practice is to develop a list of main evaluation indicators and assign them (in the form of points) on a certain scale, followed by summing up the ratings. As a result, the most competitive service will be the one that has the highest amount of points; in other words, the indicators and their scores are ranked by degree of importance. From the enterprise's point of view, the goal of rivalry (competition) is to maximize profits by winning consumer preferences.
First of all, 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.
To summarize everything, we can summarize from which it is clear that the main direction of the competitiveness of a hotel enterprise is to increase the efficiency of the hotel’s operational activities by improving services and providing new additional services. In the overall system of hotel supply, some of the services do not play a big role in generating profits, but they contribute to the acquisition of other services and increase supply, which depends on the organizational culture. Another component of the commercial competitiveness of a hotel enterprise, usually expressed through branded clothing, emblems, through services that are unique to this hotel, etc., this is how the hotel’s brand name is created.
Thus, the competitiveness of a hotel industry is possible through the provision of new additional services, with the simultaneous process of reconstruction and modernization of existing hotels. Hotel services include a wide variety of services. The list of services is constantly supplemented, modified and differentiated depending on the size of the hotel, its location, level of comfort and other reasons. The current state of hotel services is characterized by a lack of real investment, a low level of hotel service, an insufficient number of hotel beds, and a shortage of qualified personnel. The production of hotel services requires high material fixed costs with significantly lower variable costs. Of particular importance for the development of hotel services is the study of the entire hotel industry, its condition and development trends.
2. Analysis of the competitiveness of the hotel using the example of “East gate”
2.1. Hotel enterprise "East gate"
Let's consider competitiveness using the example of a specific hotel enterprise and analyze it.
East Gate Hotel 4* is a high-class hotel, advantageously located in the suburbs of Moscow (5 km to the Moscow Ring Road, 15 km to Red Square), next to a forest through which the Pekhorka River flows, which indicates a favorable environmental situation. From the hotel windows there is a beautiful view of the Ice Arena square and Glory Square - the venue for all city festive events. The hotel has the most modern engineering communications that meet international requirements. Among other things, guests have the opportunity to use the full range of services of the shopping and entertainment center and the hotel: cleaning, security, laundry, room-service, spa center, restaurants, multifunctional conference rooms. In addition to its own services, the East gate hotel offers its clients who love an active pastime to visit sports sections and schools, spacious gyms and dance halls, an indoor skating rink with excellent ice surface, which are located under one roof in the neighboring building: Ice Palace - Arena Balashikha ".
East gate 4* hotel services include:
· daily cleaning;
· TV;
· mini bar;
· fridge;
· SPA services;
· massage.
On site there are:
· laundry,
· SPA-center,
· cinema,
· restaurant,
· 2 conference rooms and a meeting room.
The East Gate Hotel's room capacity includes 5 room categories: Single, Double, Twin, De Luxe, Studio. Each of the hotel rooms is equipped with: LED TV “SAMSUNG”, telephone with long-distance and international access, mini-bar, safe with electronic lock, room air conditioning, free Wi-Fi Internet access, and breakfast is included in the room price.
Let's consider the territorial equipment of the East Gate Hotel. The territory is equipped with convenient access roads with the necessary road signs, a hard-surface area for short-term parking and maneuvering of vehicles, and a landscaped and illuminated surrounding area. Above the main entrance and on the roof of the building there is a sign with the name of the hotel and an indication of its category, given the presence of a restaurant, it has a separate entrance to it. In other words, when staying at a hotel, the guest is provided with the safety of life, health and safety of his property, that is, he can enjoy his vacation without worrying about anything.
The East Gate Hotel is equipped with the latest fire protection, warning and fire protection systems. The building has emergency exits, stairs, and clearly visible information signs that provide free orientation for guests, both in normal and emergency situations.
The hotel strictly adheres to sanitary and hygienic standards and rules established by sanitary and epidemiological supervision authorities in terms of cleanliness of premises, condition of plumbing equipment, waste disposal and effective protection from insects and rodents, this indicates a well-organized management system of the enterprise.
All electrical, plumbing and sewerage equipment is installed and operated strictly in accordance with the “Rules for the technical operation of hotels and their equipment.” The hotel is equipped with engineering systems and equipment that provide: hot and cold water supply, heating, ventilation, radio and television, telephone communications, lighting in the rooms, etc. The hotel administration takes responsibility for not only ensuring the comfort of your stay and guaranteeing a good rest, but also the safety of people living in hotels. Therefore, a lot of attention is paid to careful control in the field of safety of vital activities of the East Gate 4* hotel.
For conference organizers and business people who want to receive comprehensive services for a business event, the East Gate Business Hotel offers rental of multifunctional conference rooms and meeting rooms with a capacity of 12 to 100 people. The technical equipment of the Oxford and Cambridge conference rooms is made taking into account the latest requirements and standards for conference services. Modern audio, video, presentation equipment, Wi-Fi Internet access, laconic design and strictly business colors, air conditioning system. There are several seating methods, taking into account the number of students; at the request of the organizers, the conference room furniture can be transformed into a theater, separate tables, a classroom, a buffet table, or a circle. There is a meeting room for a private business conversation.
"Vitello" - Restaurant Grill Bar - is located on the first floor of the East Gate Hotel. The restaurant's cuisine is distinguished by its delicious taste, portion size and presentation of dishes. The restaurant’s menu was created by the famous Swiss Peter Speckert, the chef of sensational restaurant projects: “Pradocafe”, “Stakan”, “Sorry, Babushka”, “Gelsomino”. The tone is set by Italian cuisine with flavors of Tuscan gastronomy. The new Grill menu features a wide variety of seafood, marbled beef steaks, New Zealand lamb and fish.
Privacy, soft dim lighting, calm background music and amazing taste of dishes - time stands still in moments of true pleasure... this is what hotel guests will be able to feel while enjoying culinary delights in the hotel restaurant.
2.2. Analysis of the competitiveness of the East Gate Hotel
Based on the characteristics of the East Gate Hotel Balashikha, we can list the main services provided in it:
· reception and accommodation services (24-hour reception);
· carrying luggage upon request;
· room cleaning by maid;
· ironing;
· laundry;
· postal and telegraph services;
· storing valuables in a safe;
· call a taxi;
· providing information to tourists;
BIBLIOGRAPHY
1. GOST R 50645 - 94 “Tourist and excursion services. Hotel classification”
2. GOST R 51185-98 “Tourist services. Accommodation facilities. General requirements"
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Introduction
1. Theoretical aspects of studying competitiveness
1.1 Basic concepts and essence of competitiveness
1.2 Methods for assessing competitiveness
2.2 Analysis of the competitive position of the Province Hotel
3. Development of activities aimed at increasing competitiveness Hotel "Province"
3.1 Evaluation of measures to improve the competitiveness of the enterprise
Conclusion
List of sources used
Introduction
Over the past decades, increased competition has been observed virtually all over the world. Not so long ago it was absent in many countries and industries. Markets were protected and dominant positions were clearly defined. And even where there was rivalry, it was not so fierce.
The market for any product or service has its own characteristics, which, however, do not change the essence of competition itself. As a phenomenon, it is not new, but the variety of its manifestations requires constant study, including assessments of dynamics or intensity.
Today, no serious company can do without assessing its competitive position in the market and the competitiveness of its products. Despite the various methods and forms of competition, each company is trying to develop its own competitive strategy to achieve market success.
One of the main components of the competitiveness of an enterprise is the competitiveness of the products manufactured by the enterprise.
In order to ensure the production of a more competitive product, it is necessary to conduct competitiveness research at the stage of product development and creation; and in the future, it is necessary to periodically analyze competitiveness already at the stage of production and sales of products, comparing them with analogues, in order to be able to form an assortment of more competitive products on the market and identify those products for which it is necessary to develop special measures to increase competitiveness.
Thus, the purpose of the thesis is to assess the competitiveness of the enterprise and develop measures aimed at increasing it.
To achieve this goal, it is necessary to set and complete a number of tasks:
· Define the concept and essence of a company’s competitiveness;
· Study methods of research and assessment of enterprise competitiveness
· Assess the competitiveness of the hotel;
· develop measures to increase the competitiveness of individual entrepreneurs Voronov V.S. Hotel "Province"
The object of the study is IP Voronov V.S. Hotel "Province"
The subject of the study is the competitiveness of a given enterprise.
The theoretical and methodological basis of the study were fundamental hypotheses, concepts presented in modern world and domestic economic science on the problem of increasing the competitiveness of products at an enterprise, as well as scientific works of domestic and foreign scientists, such as: Agasiev M., Bogatov E.M. Vinogradova M.V., Golovachev A.S., Kalyugina S.N., Mullagaliev A.R., Firov N.V., Tsarev V.V.
competitiveness economic personnel management
1. Theoretical aspects of the study of competitiveness
1.1 Basic concepts and essence of competitiveness
Before studying the competitiveness of products as a whole, we should consider its concept.
The essence of market relations is expressed by the concept of “competition”. It represents a type of relationship between producers that determines prices and volumes of supply in the market for goods and services. On the other hand, there is competition between consumers, and it is this that shapes market prices and demand volumes. A person’s desire to surpass others is the main driving motive and incentive in competition. The competitiveness of a company determines its share in the market, and competition is a dynamic process that stimulates the provision of new and better goods and services to the market.
V.V. Tsarev considers the efficiency of using its production potential as the main component of an enterprise’s competitiveness, i.e. the ability to increase the competitiveness of manufactured products at a faster pace than the competitor’s potential.
A.S. Golovachev considers the competitiveness of an enterprise “... a relative characteristic that reflects the difference in the development process of a given manufacturer from a competing manufacturer, both in terms of the degree to which its goods or services satisfy a specific social need, and in the efficiency of production activities.” But, this interpretation reduces the concept of enterprise competitiveness to the concept of product competitiveness, while the competitiveness of an enterprise and the competitiveness of products are correlated with each other as a whole and a part. Those. The competitiveness of an enterprise is manifested through the competitiveness of products, as it imparts certain consumer properties to it.
From the point of view of P.V. Startsev, the competitiveness of an enterprise (firm) is the possibility and dynamics of its adaptation to the conditions of market competition. And since the competition of enterprises on the world market takes on the nature of competition of the products themselves, the competitiveness of a product is a relative characteristic of a specific manifestation of the degree of realization of the potential of the enterprise itself and the conditions of its functioning.
The competitiveness of an organization is determined by the means used in competition, which improve the organization's position in the market. These include: price and quality of products, product range and service, terms of payment and delivery, as well as advertising and information.
The competitiveness of an entrepreneur or manufacturer is determined by the efforts he makes to satisfy the consumer. Therefore, competition in a market economy is a determining factor in the regulation of prices, as well as a serious incentive for the introduction of new inventions, technologies, and ideas into production. In addition, it promotes the rational and efficient use of resources, ensures the displacement of inefficient enterprises from production, and serves as a guarantor of preventing the dictatorship of monopolies in relation to consumers.
The term “competitiveness” applies not only to an individual product or service, but also to an industry or enterprise. Competitiveness is the subject of study by specialists in the field of management, marketing, micro and macroeconomics, as well as commodity science.
The basic concept of competition in a market economy has been and remains the competitiveness of a product (good), which is a relative characteristic that reflects the fundamental difference between a product (product, service) and a product of a competing organization and reflects the degree of costs for its production. The costs in this case include the price of consumption, which includes the costs of the buyer, as well as all associated costs during its use or consumption.
Conventionally, competition is divided into fair and unfair competition. The main methods of its conscientious form are: reducing prices and improving the quality of goods and services, the active use of advertising and the development of after-sales services, the creation of new products using the achievements of scientific and technological progress.
One of the traditional forms of competition - a “price war” - can be carried out by lowering prices, seasonal sales, local changes in pricing policy, increasing the term of consumer credit, and providing an expanded range of services without increasing prices. This kind of competition is designed to push uncompetitive, weaker rivals out of the market, as well as to penetrate the developed market for goods and services.
But the most effective form of competition for markets is to improve the quality of goods and services offered on the goods market. At the same time, the appearance on the market of higher-quality products makes it very difficult for competitors to take retaliatory measures, since the release of a new product is associated with a long-term program, including the accumulation of scientific, technical and economic information, development and production.
The market activity of a company is unthinkable without participation in competition. Competition is a mechanism of rivalry, competition between market participants for the right to find their buyer, for the opportunity to sell goods on the most favorable terms, capture a certain market share and receive the corresponding profit. It encourages the commodity producer to improve and update their products, improve their quality, i.e. make it competitive.
Thus, competitiveness should be understood as a characteristic of a product that reflects its difference from a competing product both in terms of the degree of compliance with a competitive need and in terms of the costs of satisfying this need. An indicator expressing such a difference determines the competitiveness of the analyzed product in comparison with a competing product.
The hotel business is one of the main areas in the hospitality industry, as the service segment for providing services to travelers, including tourists, is called. The hospitality industry today covers a wide range of business activities.
A hotel is a business with its own products and markets, technologies and methods that defy easy analysis. The hotel offers for sale to world markets several different products in different combinations. This type of business combines production and sales.
The rapid development of the hotel business in Russia at the present stage entails the creation of both small hotels and large hotel chains, which confirms the existence of enormous competition in this market segment. This fact indicates that if previously the hotel business did not influence the country’s economy, in the future it will take one of the leading positions.
The competitiveness of a hotel is influenced by many factors that determine the ability of a given business entity to act in the current financial, economic and political conditions, taking into account the specifics of the provision of hotel services, including tactical and strategic ones. A tactical factor in the formation of a hotel’s competitive advantages is a specific component of the external or internal environment of a business entity, in which it surpasses or will surpass in the short term (6-12 months) other competing business entities. The strategic factor in the formation of a hotel’s competitive advantages is a specific component of the external or internal environment of a given business entity, in which it can surpass competing hotels after fulfilling in the future specific conditions that determine the superiority of the analyzed component of the hotel compared to other competing business entities.
The lack of a common view on the problems of ensuring the competitiveness of organizations in the hotel industry, as well as the importance and urgency of their solution, require the need to analyze the main approaches to defining the concept of “competitiveness of an organization in the hotel industry.”
Among the main parameters by which it is considered appropriate to assess competitiveness, the following can be identified:
a) the hotel’s ability to offer consumers a hotel product with more attractive characteristics than competitors;
b) the efficiency of the hotel’s activities in the market, defined as the ratio of the obtained market result to the costs incurred;
c) a market result that allows the hotel to develop quite successfully in the future and satisfy the needs of both owners and hired staff.
Taking into account the actual state of affairs in the hotel business in Russia, it is proposed to evaluate the competitiveness of the hotel industry organization using the following qualitative characteristics:
Investment component of innovation;
Uniqueness of the territorial location, offers and services;
Assessing the effectiveness of sales of hotel services, the booking process and service;
Openness of the environment for the purpose of organizing business and personal meetings, visits by the local public to the restaurant and cultural and leisure centers of the hotel;
Customer focus of the hotel business company and customer loyalty;
IT optimization of hotel business organization.
The process of managing a hotel enterprise begins from the moment the idea of creating a new enterprise arises. However, to realize an idea, novelty and originality alone are not enough. In order for hotel services to be in demand and generate profit, it is necessary to clearly define the range of services, location, and group of consumers. This information is summarized by the hotel concept, which forms the basis of the business plan.
The essence of the hotel service is the provision of temporary accommodation, so close attention should be paid to the formation of the number of rooms. The number of rooms and their equipment depends on many factors. The ratio of rooms of different categories is determined by the hotel's customer base.
In an ever-increasing competition in the hotel services market, only a high-quality hotel product can win the attention of consumers. To ensure the quality of the hotel product, it is necessary to carefully select personnel and specify in detail the job responsibilities of each employee. A guarantee of stable quality of hotel services are service standards covering and prescribing the activities of all departments of the hotel.
If the hotel product does not meet consumer quality requirements, a decrease in income and subsequent bankruptcy of the hotel is possible. To avoid such situations, a competent leader must think through a program of anti-crisis measures.
Thus, summing up the above, we can draw the following conclusions. An analysis of literary sources and methodological developments devoted to the issues of assessing competitiveness of various types and levels showed that the weakest link in assessing the competitiveness of an enterprise is the lack of complexity and unity of approaches to this problem, taking into account the specific features of this category. Existing methods and scientific developments on the issues of assessing competitiveness relate mainly to products and, to a lesser extent, affect the activities of the enterprise. Analysis of methodological and theoretical developments on issues of ensuring the competitiveness of an enterprise confirms the need for its comprehensive assessment to identify possible reserves for improving the main indicators of its economic activity.
1.2 Methods for assessing competitiveness
There are a huge number of calculation and graphical methods for assessing competitiveness. Each of the methods has its own characteristics: the authors justify the use of various approaches for calculating competitiveness indicators, the need to take into account certain factors for assessment.
Let's look at a few specific methods.
1) M. Porter’s method of five forces of competition.
A company operating in the market must study its competitive environment, i.e. competitive forces affecting it, which are characterized by the well-known model of driving forces by M. Porter. This model is based on the concept of competitive strategy he developed.
The purpose of Porter's method is to ensure optimal management of the firm's portfolio and its finances, with competitive market forces being considered as a factor. The profitability model takes into account the presence of a competitive threat from potential competitors, in particular the import of more competitive goods. There are also competitors within one’s own industry; depending on the market situation, suppliers and buyers can become a competing force.
There is the concept of a “barrier to entry into an industry,” the height of which should be taken into account both by organizations within the industry and by organizations that intend to enter a new industry.
The height of the barrier is determined by the following factors:
Economics of scale. Typically, organizations that have appeared on the market begin marketing a new product on a significantly smaller scale than its traditional manufacturers. Therefore, their production and sales costs are higher, which, in the example of equality of market prices, results in these organizations receiving less profit and, perhaps, losses.
Familiarity with the product brand. Consumers of specific goods are focused on purchasing goods of certain brands; new manufacturers need to make their brand popular among new consumers.
Fixed costs associated with entering a new industry and following new standards and design requirements.
The costs of new fixed assets, which in many cases require the creation of a new product.
As for the threat of replacing a given product with new products, we mean the production of new products that satisfy the same need, but created on the basis of fundamentally new ideas. When assessing the threat of substitution, it is necessary to take into account the characteristics and price of the substitute product in relation to traditional products.
The strength of the supplier position is largely determined by the type of market in which suppliers and industry enterprises operate.
The strength of suppliers' position is determined by the following factors:
1. The variety and high quality of the products supplied and services provided.
2. Possibility of changing supplier.
3. The magnitude of the costs of switching consumers to use products from other suppliers, due to the need to use new technology and equipment, solve organizational and other issues.
The strength of the buyers' position. It, as in the previous case, is largely determined by the type of market in which industry enterprises and buyers of their products operate. The strength of buyers' position is determined primarily by the following factors:
1. Possibility to switch to using other products.
2. Costs associated with these adventures.
3. Volume of purchased products.
Since these factors influence prices, costs, and investments, they determine the level of profitability of organizations in this industry.
2) Comparative analysis method.
To carry out the analysis, it is initially necessary to collect information about competitors, show the advantages and disadvantages of competing enterprises, determine the sphere of influence of each of them, has a maximum and minimum price, and whose products are of the highest quality.
As sources of information about competing companies, data about companies, data from publications in periodicals, statistical reports, as well as information directly from sales markets are used: from sales divisions of companies, suppliers and other agents in the market; In addition, materials from meetings, conferences, information from exhibitions, fairs and presentations are used.
The comparative analysis is carried out with the aim of:
Identifying strengths and weaknesses in the activities of competitors;
Determinations based on the aggregate assessment of the strongest and weakest competitors;
In the process of analysis, it is very important to provide a detailed semantic explanation or justification for why a given variable is assigned a given rating. Only in this case, the overall result of the assessment sheet will show the true position of the enterprise in relation to the main competitors in the market. Summing up individual factors and comparing this data with the overall table total allows enterprise management to find out which parameters need to be improved by improving competitiveness.
Assessing a company's capabilities allows us to construct a competitiveness polygon. (Figure 1)
Figure 1 - Competitiveness polygon.
For each axis, a certain measurement scale is used to display the level of values of each of the factors under study. By depicting competitiveness polygons for different firms in one figure, it is easy to analyze the level of their competitiveness based on various factors.
The disadvantage of this approach is the lack of predictive information regarding the extent to which a particular competing company is able to improve its performance.
The results of the study of all aspects of the activities of competitors are used to determine which of them can compete with and with whom it is not worth getting involved in a competitive struggle, and serve as the purpose of choosing effective strategies for market activities.
The criteria for assessing the competitiveness of an enterprise include:
1. at the operational level - an indicator of product competitiveness. The assessment methods are: heuristic, qualimetric, complex.
2. at the tactical level - a complex indicator of the state. Assessment methods include: methods for comprehensive assessments of the financial and economic activities of an enterprise.
3. At the strategic level - growth in enterprise value. Approaches to evaluation are: comparative, cost, income, option.
3) SWOT analysis.
A fairly widely recognized approach that allows for a joint study of the external and internal environment is SWOT analysis. This analysis allows us to develop a list of strategic actions aimed at strengthening the competitive position of the enterprise and its development.
When it is carried out, weaknesses and strengths are initially identified - these are factors of the internal environment that will facilitate or hinder the effective operation of the company; as well as opportunities and threats - environmental factors that favor or hinder the development of the organization. Based on the data, a SWOT table is compiled. (Table 1)
Table 1 - General form of SWOT analysis
Then you should answer the questions:
Does the company have any strengths or core strengths on which the strategy should be based;
Do the company's weaknesses make it vulnerable to competition and what weaknesses should the strategy mitigate;
What opportunities can the company use with its resources and experience to really count on success; what opportunities are best from the firm's point of view;
What threats should management be most concerned about to ensure their best protection?
It is also necessary to establish connections between internal and external parties. To do this, a SWOT is compiled from 4 fields. (table 2)
Table 2 - Detailed form of SWOT analysis
|
List of strengths: |
List of weaknesses: |
||
|
List of features: |
How can you use your strength to grow your business by seizing an opportunity? How can a market opportunity be used to leverage a strength? |
How can you use the opportunities of the external environment to reduce the negative impact of the parties on the development of the enterprise? |
|
|
List of threats: |
How can you use your strengths to reduce the negative impact of threats on the development of an enterprise? |
Not filled in. |
In each of these fields, the researcher must consider all possible pairwise combinations and highlight those that were taken into account when developing a strategy for the development of the organization. When developing strategies, it is necessary to remember that opportunities and threats can turn into opposites. Thus, an untapped opportunity can become a threat if a competitor exploits it. Or, conversely, a successfully prevented threat can create an additional strength for the organization if competitors have not eliminated this threat.
4) Matrix method.
The methodology is based on two concepts: the experience curve (according to which enterprises with a large market share minimize their costs), as well as the product life cycle (according to which growing market segments have the greatest prospects).
One of the main advantages of the BCG model for its time was that the method uses objective indicators of attractiveness and competitiveness, reducing the likelihood of subjectivity. The product portfolio matrix proposed by BCG was a significant contribution to the toolkit of the enterprise strategy developer when it comes to assessing the attractiveness of the activities of a diversified company and preparing general directions and strategies for each business unit in the portfolio. Evaluating a diversified group of businesses as a collection of cash flows and cash requirements (current and future) represents a major step forward in understanding the financial aspects of a company's strategy. The BCG Matrix reflects the financial interactions within a company's portfolio and the financial considerations that need to be taken into account, and explains why resource allocation priorities may differ between the company's individual businesses. It also provides a good basis for strategies for expanding or eliminating certain activities (products).
Despite the noted advantages, the BCG matrix is imperfect. Its disadvantages include the fact that it is mainly based on the concept of the experience curve. At the same time, it is known that the relationship between relative market share and profitability is not as close as postulated in the BCG model. The degree of importance of accumulated production experience in terms of reducing unit costs in different industries may be different. This connection is especially “unpredictable” in the modern economy. Sometimes a larger market share translates into a unit cost advantage, and sometimes it doesn't. Consequently, the use of a hypothesis about the relationship between relative market share and profitability potential makes this technique only strictly applicable in the presence of experience effects, that is, in industries with mass production.
1.3 Ways to increase competitiveness
The country's economy operates in conditions of unlimited competition with maximum efficiency. The competitiveness of an enterprise is its capabilities, potential, as well as the dynamism of adaptation to market relations. Ways to increase the competitiveness of an enterprise in these conditions are determined only by improving the quality of products, reducing prices for goods and services, introducing innovative technological processes, and searching for new opportunities. The level of competitiveness of an enterprise is an indicator that depends on a number of factors.
Indicators of an enterprise's competitiveness are factors that include: the competitiveness of goods or services in markets (external and internal); market capacity (characterizing the volume of annual sales); type of product or service; opportunity to access the market; market positions of competing enterprises; market homogeneity; competitiveness of the industry as a whole; opportunity to introduce innovations; competitiveness of a given region and country (in case of entering the international market).
Increasing the competitiveness of an enterprise is, first of all, understanding the needs of the consumer market and the prospects for its development; knowledge of competitors' capabilities, analysis of environmental trends; the ability to create a product with such qualities that the consumer prefers it over a competitor's product. In a competitive environment, prices on the market are determined by demand, and any change in the consumer’s desire for a given type of product or service is immediately communicated to the manufacturer by changing the price of the product.
Increasing the competitiveness of an enterprise is, first of all, improving the quality of products, which is the main indicator of the performance of any production. In a broad sense, product quality is the set of properties of a product or service to satisfy needs that correspond to its purpose. At the same time, an increase in the level of product quality dictates an increase in demand for it and an increase in the amount of profit not only due to sales volume, but also due to an increase in the price of a higher quality product. Thus, increasing the competitiveness of an enterprise is an increase in the quality of products, the individual indicators of which characterize the following properties of goods or services:
Utility;
Reliability;
Manufacturability;
Aesthetics.
General indicators of product quality include:
The share of a new product (service) in the output;
The proportion of goods of the highest quality;
Weighted average product score;
Grade coefficient;
Share of products that have passed certification;
Share of products assessed in accordance with international quality standards;
Share of exports (including to countries with high rates of industrial and economic development);
The share of products that have passed certification (and, separately, those that have not passed certification).
In addition, product quality can be described by indirect indicators, which include fines, volumes of rejected products, the share of products with claims for their quality, as well as losses from rejected products.
An enterprise can achieve competitive advantages and strengthen its position through:
1) Ensuring lower costs for production and sales of goods. Low costs mean the ability of an enterprise to develop, produce and sell a product with comparable characteristics, but at lower costs than competitors.
Prerequisites: a large market share, the presence of competitive advantages (access to cheap raw materials, low costs for delivery and sale of goods, etc.), strict cost control, the ability to save costs on research, advertising, and service.
Advantages: enterprises are profitable even in conditions of strong competition, when other competitors suffer losses; low costs create high barriers to entry; when substitute products appear, the cost-saving leader has greater freedom of action than competitors; low costs reduce supplier power.
Risks: competitors may adopt cost-cutting methods; serious technological innovations can eliminate existing competitive advantages and make cumulative experience of little use; concentration of costs will make it difficult to detect changes in market requirements in a timely manner; Unforeseen factors that increase costs may lead to a narrowing of the price gap compared to competitors.
2) Ensuring the product is indispensable through differentiation. Differentiation means the ability of an enterprise to provide the buyer with a product of greater value, i.e. greater use value.
Prerequisites: special prestige of the enterprise; high potential for R&D; perfect design; production and use of the highest quality materials; possibility of full consideration of consumer requirements.
Advantages: consumers prefer the product of this enterprise; consumer preference and product uniqueness create high barriers to entry; product features reduce consumer influence; high profits facilitate relationships with suppliers.
Risks: the price of the product may be so significant that consumers, despite being loyal to this brand, will prefer the product of other companies, which will lead to a decrease in the benefits associated with differentiation; a change in the value system of consumers can lead to a decrease or loss of the value of the features of a differentiated product.
3) Concepts on the segment. Enterprises direct all their actions to a specific market segment. At the same time, an enterprise can strive for leadership through cost savings, or product differentiation, or a combination of one or the other.
Prerequisites: the company must satisfy customer requirements more effectively than competitors.
Advantages: stated earlier.
Risks: differences in prices for products of specialized enterprises and enterprises serving the entire market may, in the eyes of consumers, not correspond to the advantages of products specific to this segment.
By its essence, a product (work, service) is the only means of generating profit and thereby the main instrument of competition, its material basis. Organizational measures aimed at improving the operation of the enterprise by increasing the competitiveness of its products are presented in Figure 4.
Figure 4 - Organizational measures to improve the competitiveness of the enterprise.
So, having analyzed some areas for increasing the competitiveness of an enterprise, we come to the conclusion that at present there is no generally accepted method for resolving this issue. Ultimately, there are many such options. And in this situation, all that remains is to remember and adhere to the basic principle: after conducting a comprehensive diagnosis of the company, and, focusing on certain gaps in its work, choose the approach that best suits the conditions of your own enterprise, and fit it into the overall management system to create a strong foundation for a stable position in the market.
2. Analysis of the competitiveness of the Province Hotel
2.1 Characteristics of the Province Hotel
Hotel "Province" is a private enterprise of individual entrepreneur V.S. Voronov. Located at Russia, Altai Territory, s. Volchikha, st. Lenin 123.
An enterprise of the hotel industry is a hotel - a commercial enterprise that produces and offers on the market its “product”, a product in the form of a set of services, among which the main ones are accommodation services and food services.
· firstly, special premises (hotel rooms) are provided for use;
· secondly, services are provided that are performed directly by the hotel staff - the administrator for the reception and registration of guests, maids for cleaning hotel rooms, etc.
Hotel rooms are the main element of the accommodation service - multifunctional premises designed for relaxation, sleep, and work of staying guests. Since hotel rooms are used by guests mainly in the evening and at night, their most important function is to provide the opportunity to sleep.
Number of rooms.
The administrator makes room reservations (informs potential guests about this), hospitably welcomes guests (a clean hotel lobby, polite treatment of clients and answers to all their questions, cleaned rooms), etc. This service, in turn, is divided into several parts, each of which solves certain problems.
The main tasks are:
guest registration and room assignment;
maintaining a register of room status;
key storage; registration of departures;
maintaining a guest account; coordination of maids' work;
providing guests with various information, in particular on the operation of the hotel.
An integral part of the administrative service is the room reservation department. Reservations can be made either by telephone or by mail.
In a word, the first impression that a guest receives from the hotel complex depends on the reception and accommodation service. In the process of communicating with the guest, administrators should discuss issues such as the price of the room, the timing of accommodation, and the payment procedure.
If confirmation of accommodation is received, the guest fills out a registration card, which indicates the address of his permanent place of residence, the address of the organization paying for the accommodation (if payment is made by a third party), and the type of payment.
Having filled out the card, the guest signs it, thereby concluding an agreement confirming the type of accommodation, duration of stay and room price.
Characteristics of the room stock are given in Table 3.
Table 3 - Rooms
The hotel has five rooms, two beds each, each room has the following furniture and equipment:
- bed;
– chair or armchair per seat;
– night table or nightstand for one bed;
- wardrobe;
– general lighting;
– trash can;
- TV
Each room contains information about the hotel and an evacuation plan in case of fire.
The provision of hotel services requires the active participation of both the consumer and the provider, and the implementation of this service takes place on the territory of the provider. The personnel producing the services have direct contact with the consumer, and the latter views him as an inseparable part of the service itself.
The volume of sales of hotel services depends on a number of factors:
· location of the hotel. This factor determines the convenience of access to the hotel and the attractiveness of its surroundings (developed infrastructure) for the guest, which is largely determined by the purpose of the visit (leisure or business trip);
· ease of maintenance.
· the level of service is characterized by the range of services provided, the presence of various types of amenities, their style and quality;
· the hotel's image provides a favorable (or unfavorable) perception of the hotel. The image as a whole consists of the location of the hotel, the services and amenities offered, the external perception and internal atmosphere of the hotel, the qualifications of the staff, etc.;
· price. This factor reflects the cost of service
In 2008, the building was overhauled and the number of hotel rooms was increased.
For its guests, the hotel offers a range of hotel and business services: photocopier, fax, bathhouse, Internet, free Wi-fi, paid parking, etc. An important role is played by the quality of service. Therefore, all hotel staff, from maids to managers, have undergone training.
In IP Voronov V.S. All necessary functions are performed for the efficient operation of the hotel. In addition, it should be noted that the “Province” structure is typical for hotel enterprises with a small number of rooms. The “province” has a linear-functional structure, which involves the division of functions between personnel and is characteristic of many small enterprises. The staff consists of 8 people.
Director's responsibilities:
manage the current activities of the enterprise;
organize the work and effective interaction of production units and enterprise structures;
ensure the implementation of current and long-term plans of the enterprise;
ensure the development of work plans based on concluded business agreements, established tasks and economic prospects;
ensure the profitability of the enterprise;
ensure compliance with the law in the activities of the enterprise;
represent the interests of the enterprise when considering administrative, financial, economic, and labor cases in courts and other bodies.
Accountant responsibilities:
The accountant documents the ongoing business transactions at the enterprise: supply, purchase of goods, raw materials, settlement transactions with suppliers, transport organizations, the budget, calculates the cost of manufactured products, conducts inventory, calculates wages and taxes, and maintains the company's records.
Also, the accountant is tasked with organizing control over supply in terms of volume and assortment in accordance with concluded contracts, compliance with the standard and structure of inventory, finding ways to reduce commodity losses during storage, transportation and release.
Annual and quarterly financial statements provide sufficiently complete information to assess the efficiency of the enterprise. Its standard forms are established by the Ministry of Finance and are regulated by the Law on Accounting and Reporting and instructions on the composition and procedure for filling out the annual accounting report. Such an organizational management structure makes it possible to rationally distribute management functions among managers, ensures the minimality of the links in the management structure, which in turn makes it possible to speed up the adoption and execution of management decisions.
Main advantages: quick implementation of actions according to orders and instructions given by a superior to subordinates; rational combination of linear and functional relationships; stability of powers and responsibility for personnel.
The number of employees in IP Voronov V.S. at the end of 2013 is 8 people (in 2012 - 6 people).
Table 4 - Structure of the number of personnel of IP Voronov V.S.
Table 5 - Data on personnel composition of IP Voronov V.S.
|
Number of people |
|||||
|
% of total number |
|||||
|
Personnel structure by gender |
|||||
|
Personnel structure by age |
|||||
|
Personnel structure by education level |
|||||
|
with higher education |
|||||
|
with secondary specialized education |
|||||
|
with general secondary education |
According to the table, we can say that in 2013. The company expanded its staffing and increased the number of employees. This is due to the expansion of the hotel. Table 5 presents data on the personnel composition by level of education and age and gender composition.
Thus, the largest share in the average number of personnel of the enterprise is women - 75%. This can be explained by the specifics of the enterprise.
The age structure of the personnel is characterized by the predominance of “young people” from 20 to 35 years old. On the one hand, this is a positive factor, since the dominance of young personnel at the enterprise implies the possibility of training and advanced training of personnel, career growth, and the promotion of innovative technologies in management.
On the other hand, young employees react more sharply to changes in the management of the organization. For example, an ineffective remuneration system can motivate employees to look for a new job, while more “older and experienced” personnel will “hold on” to their jobs.
The educational level of Province staff is quite high. Higher and secondary specialized education dominates, which is clearly shown in Fig. 2.
Figure 2 - Personnel structure by level of education
In a modern market economy, one of the priority goals of any enterprise is to increase its competitiveness. To achieve this goal, highly qualified personnel are required who are capable of not only developing, but also implementing the strategic policy of the organization. The movement of personnel is presented in Table 6.
The company has a low staff turnover. The departure rate does not exceed the admission rate.
The dismissal of employees is due to various reasons: low wages, dissatisfaction with work, inconsistency of the duties performed with the regulation of work activities (job descriptions), inconsistency of the remuneration system with labor productivity.
Despite the fact that the hotel implements basic business processes, however, it does not provide for the implementation of marketing and advertising functions characteristic of this industry. This circumstance is due to the fact that these functions are performed by the Deputy Director for Reservations.
Table 6 - Movement of personnel of IP Voronov V.S. for the period 2012/2013
The main task of the marketing department is to develop and implement measures to increase the occupancy of hotel rooms: market research and determination of the segment in which the hotel will have the greatest success, drawing up a customer profile and determining methods for attracting customers; as well as retaining existing customers in order to obtain maximum profit for the company.
Let us analyze the results of the enterprise’s economic activities for the period from 2011 to 2013. We will consider the calculation of economic indicators of trade and economic activity of an enterprise over the last 3 years in Table 7.
According to Table 7, 2012 stands out in terms of indicators. Thus, revenue from the sale of services was minimal and amounted to only 91.6% of the 2011 level, which led to a decrease in the enterprise’s revenue by 206 thousand rubles. In 2013, revenue increased by 18 thousand rubles compared to the level of 2012, which amounted to 100.1%.
Table 7 - Economic indicators of trade and economic activity of the enterprise in dynamics from 2011-2013
|
Index |
Abs. deviation |
The growth rate, in % |
||||||
|
2012 to 2011 |
2013 to 2012 |
2012 to 2011 |
2013 to 2012 |
|||||
|
Revenue from sales of services, thousand rubles. |
||||||||
|
Sales expenses, thousand rubles. |
||||||||
|
Selling expenses level, percentage |
||||||||
|
Profit from sale, thousand rubles. |
||||||||
|
Profitability level, percentage |
||||||||
|
Income from other activities, less expenses, thousand rubles. |
||||||||
|
Profit before tax, thousand rubles. |
||||||||
|
Net profit, thousand rubles. |
Selling expenses also decreased in 2012 by 7.7% and amounted to 126 thousand rubles. And in 2013 they decreased in comparison with 2012 by 13.6%, which in monetary terms is 205 thousand rubles.
As a result of a decrease in revenue from the sale of services, sales profit decreased in 2012 by 9.5%, which amounted to 80 thousand rubles. However, the situation changed in 2013. Revenue from sales of services increased by 0.1% compared to 2012 and amounted to 18 thousand rubles.
Costs for the sale of services decreased by 14.2% and amounted to only 9.4 thousand rubles from the 2012 level. All this suggests that the company has sharply reduced its costs. As a result of cost reductions, the company received 223 thousand rubles. more profit than in 2012, the growth rate of this indicator was 29.2% compared to 2012. The level of profitability to turnover in 2013 increased by 36.0% compared to the level of 2012.
As a result of analyzing the table of economic indicators of the trade and economic activities of the enterprise in dynamics from 2011-2013, we can draw the following conclusion: in 2013 the greatest profit was received in comparison with previous years, due to an increase in revenue and a decrease in the costs of the enterprise. Net profit in 2013 amounted to 893 thousand rubles, which is 27.7% higher than the net profit received in 2012. In monetary terms it is 194.9 thousand rubles. This is the best indicator of the level of performance in 2011-2013.
2.2 Analysis of the competitive position of the Province Hotel
There are more than 940 tourism enterprises in the region, of which about 690 units are collective accommodation facilities, children's health camps and “green” houses.
225 travel companies are engaged in the sale of tour packages in the Altai Territory, of which 36 are in the status of a tour operator, and 189 are travel agents.
Recreation for visitors to the Altai Territory is provided by 237 hotels and similar collective accommodation facilities, 44 sanatorium and resort institutions, 162 tourist centers and recreation organizations, 178 rural “green” houses and 70 children's health camps.
In general, the number of one-time accommodation places in collective tourist-recreational and sanatorium-health, as well as children's health institutions is 47.2 thousand, of which 18.8 thousand are year-round accommodation places.
The number of people employed in the tourism sector in 2014 was 16.1 thousand people.
Entrepreneurs of the Altai Territory provided services to 1.3 million tourists and sightseers over the 9 months of 2014, which is at the same level as last year.
The main services provided by the Province Hotel include: reception and accommodation services (24-hour reception); luggage service upon request; maid cleaning the room; ironing; dry cleaning; minor clothing repairs; postal and telegraph services; storing valuables in a safe; luggage storage; calling a taxi; calling an ambulance.
The main service of the hotel is the provision of housing and overnight accommodation for visitors. The content of the accommodation service is that, firstly, special premises (hotel rooms) are provided for use, and secondly, services are provided directly by the hotel staff: receptionist for receiving and registering guests, maids for cleaning hotel rooms, etc. d. Hotel rooms are the main element of the accommodation service. These are multifunctional rooms designed for residents to relax, sleep, and work. While remaining basic, the accommodation service is taken for granted by guests.
The main competitors of the Province Hotel are the Akit Hotel and the Volchikha Brewery CJSC Hotel.
Let's evaluate competition in the market using Porter's 5 competitive forces (Table 8). Thus, we can say that the market situation is becoming more complicated - competition is becoming tougher and consumer demands for the quality of hotel services are growing.
Hotels that are competitors of the Province Hotel offer different conditions for their clients.
Table 8 - Assessment of the market situation using Porter's 5 competitive forces model
|
Competitive Strength |
Factors of influence |
|
|
Existing competition in the industry |
The level of competition is very high, and it is concentrated mainly between the largest and most famous market players. Competition is gradually shifting to the non-price level, the role of active promotion, advertising and marketing is great |
|
|
Barriers to entry for new players |
The barriers to entry for small players are not very high, however, it is necessary to overcome legislative barriers, find a place for development or a facility to accommodate a new hotel, and also form your base for a future hotel. In this regard, the most dangerous are international hotel chains with significant financial resources and extensive experience. |
|
|
Suppliers |
Suppliers in this case are suppliers of hotel equipment, food and drinks for restaurants, Internet services, etc. Also, travel agencies, training companies, Internet booking services, etc. can be considered as suppliers of clients. |
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