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Marketing - organization system economic activity based on the study of market demand, sales opportunities for products, services.

Marketing policy helps organize entrepreneurial activity in the organization and to steer it in the right direction. It also helps to increase the purchasing power of the population and helps to convey the final product or service to potential consumers.

Marketing in a hotel has its own characteristics.

The services of hotels are used by various groups of people who have their own individual qualities, preferences and wishes, as well as with different levels income. This does not mean that the guests of the same hotel have the same preferences. You can see that completely different types of people stay in the same hotel, among which you can meet both businessmen and traveling tourists who pursue absolutely different goals. For tourists, an important role in choosing a hotel is played by the price of rooms, if prices are too high, but they can, to please themselves, choose a hotel with the most flexible pricing policy corresponding to their capabilities. Businessmen do not have the opportunity, since business trips are designed to stay in specific hotels, and they cannot change it because of a discrepancy with their preferences. Guests whose stay is paid for by the organization that sent them try to stay in a more comfortable and expensive place that has such additional services as telephone communications and Internet connection in the room, business center services, meeting rooms.

For the most efficient management of the hotel business in the conditions market economy, it is necessary to obtain reliable, effective, reliable, as well as operational information about changes in the market, about the dynamics of the internal and external environment. Based on this, the activity of collecting such information occupies a central place in the work of large hotels. Active activity on information - research work is necessary condition for effective implementation marketing plans. That is why marketing research in the hotel should be considered as part of a permanent all-encompassing information process. Hotels need to develop and use continuous monitoring systems for external environment, as well as process and store data that can be used in the future.

To determine the effectiveness of the marketing department in a hotel, it is necessary to determine the tasks that this department will have to solve. These tasks include activities such as:

1. Identification of customer needs;

2. Analysis of innovations that may affect the flow of consumers;

3. Conclusion of contracts with partner companies for long and short periods;

4. Monitoring the dynamics of prices for services in the hotel market segment in the city of Volgograd;

5. Conduct effective sales;

6. Attracting partners and intermediary firms.

Additional services to be provided by the marketing department in the hotel:

1. Provision of translators.

2. Providing guides.

3. Organization of transport passenger traffic.

4. Organization and support of conferences.

5. Providing targeted restaurant services.

6. Organization of a holistic leisure program for hotel customers.

If you predict the activities of the marketing department in a hotel in its qualitative and quantitative indicators, then you can highlight its strengths, such as:

1. Availability of necessary financial resources.

2. Ability to compete professionally.

3. The status of one of the necessary departments of the hotel.

4. Full use of technological and marketing economies of scale.

5. Availability of own quality standards for the services provided.

6. Relatively low costs.

8. Reliable and professional management.

9. Effective marketing technologies in target markets consumers.

10. The presence of a need for hotel services in the consumer market.

11. A wide range of marketing research.

12. A wide range of services developed by the department.

13. Distribution of financial and material resources hotels according to the principle of "department needs".

14. The presence of effective labor motivation in the department, aimed at increasing sales of hotel services.

After creating a marketing service at the enterprise, this will help the hotel achieve the following positive results:

The choice of more liquid and cost-effective goods and services, the rejection of less liquid and cost-effective.

1. Increasing customer satisfaction by improving customer service.

2. Entering new markets before competitors.

3. Improving the quality of existing products.

4. Choosing the optimal price for goods and services.

5. Accurate pricing and inventory minimization.

6. Competent positioning.

8. Improving the quality of the distribution network.

Thanks to the targeted improvement of the quality of service for a specific group, with proper marketing, a hotel can seriously compete even with its major competitors. A significant disadvantage of the marketing strategy is the hotel's dependence on market dynamics.

Thus, a properly organized marketing strategy will help the hotel to create a positive image, to resist the attacks of competitors and all sorts of external influences.

The creation of marketing services in a hotel is complex both organizationally and technical terms a task. It requires both specialists and all employees to focus on the market and consumers.

Approaches to the relationship of production and economic functions:

1 - production and marketing strategy;

2 - marketing.

The successful operation of the hotel depends on which of the approaches to the relationship of the main production and economic functions dominates in the general concept: traditional, production-oriented, or new, consumer-oriented and market-oriented.

Marketing orientation requires, first of all, an economic approach - it is necessary to produce only the hotel product that is in demand in the tourism market.

Marketing services can represent two levels of management:

1) central marketing services;

2) operational departments.

There are three main types of building marketing structures.

1. Functional (by type marketing activities).

2. Commodity (focused on goods and services of the hotel complex).

3. Regional (oriented to the markets of the regions of the company's activities).

A separate addition to the structure are temporary organizational units in the form of target work teams or risk groups, which make it possible to flexibly and quickly solve non-standard tasks with a high degree of novelty.

In Ukrainian practice, the following approach is used to organize a marketing service.

At the first stage, when managing a marketing strategy for promoting tourism products, production and finance, departments are introduced: the sales department, the market situation and prices department, and the advertising department.

At the second stage, into the system of management services directly subordinated top management, a separate marketing unit is included, which is responsible for advertising issues, comprehensive market research, forecasting market conditions and prices, developing an integrated marketing policy, etc.

At the third stage, the company's marketing management apparatus expands and becomes more complex. The marketing department receives management status, which includes the direct marketing department and the sales department.

Marketing activities in modern hotels are generally organized in different ways, but there are common techniques and methods in the organization and functioning of marketing and sales departments and services. The most common form is a functional organization, in which various areas of marketing are headed by specialists in specific activities - sales, advertising, marketing research, etc. In hotel chains operating on a regional scale and in various types of markets, service organization is more often used. marketing on a geographical basis, while marketing staff dispose of certain geographical units (countries, regions, areas).

The system for building hotel marketing services depends on its quantitative parameters (number of placements).

Small hotels, as a rule, do not create full-fledged marketing departments, part of the marketing functions is performed by the manager of the marketing strategy for promoting tourism products, his main function is the sale and increase in the number of rooms. Specialists from consulting and advertising agencies are involved in marketing research and advertising campaigns.

In medium-sized hotels, sales departments are being created that perform marketing functions. These departments employ specialists from marketing research, advertising, public relations.

Large hotels create full-fledged marketing structures, provided necessary resources and personnel potential, the marketing budget is formed. Large hotel complex marketing research, development of new products, develops measures to stimulate the promotion of tourism products. The flagships of the hotel business create their own conceptual approaches to the formation of marketing services. A striking example of this can be hotels of the Hilton corporation.

Hilton International Corporation, which launched the "Sales -2000" program, actually broke the old sales system. Previously, each of the heads of the marketing and sales department performed a large amount of work and was responsible for everything: for Search clients, determining the conditions for seminars, conferences, banquets, invoicing and much more. Of course, such a system cannot be effective; in conditions of heavy workload, it is necessary to introduce deep separation sling. Modern system sales management is being built precisely on a rational division of labor and a clear consolidation of powers. The marketing and sales department is headed by a director who is appointed by the company. As a rule, this is a person who has a solid experience of working in a corporation. The marketing department includes the following four divisions.

The marketing department, which is engaged in the promotion and sale of the tourist product, consists of the head of the department and 3-5 account managers. This division maintains contacts with old partners, searches for new clients, and works with corporations.

Technical and organizational department - it consists of the head and three managers, they organize banquets, conferences and group accommodation.

The Reservation Department is responsible for the advance booking of hotel rooms.

Public Relations Department. In a large hotel corporation, the work of the department is carried out by Main office, which is guided by objective quantitative indicators: business growth, loading, price levels. The key indicator is revenue per available room, or Revpar (revenue per available room), it is determined by the ratio of the hotel's income to the total number of rooms"

In Ukraine, large hotels with more than 700 rooms form a promotion and sales department built on functional feature. The department may include: a sales sub-department, a marketing and advertising service, a reservation service, an additional services service.

The functioning of the department for the promotion and sale of a modern hotel involves the coordinated work of departments from the promotion and sale of a hotel product and marketing. Whereas marketing specialists use market research data to identify market segments, increase hotel profitability and expand its market share, sales specialists work directly with customers, relying on their experience and ability to promote hotel products. The different functional approaches of these departments often lead to misunderstandings that have a negative impact on the operation of the hotel, and in particular on the system of interconnections between such important departments as the reception and accommodation department, the planning and economic department, accounting, etc.

In order to minimize the risk of losses from a disruption in the system of interconnection between the key departments of the hotel, it is necessary to implement the principles of logistics. This approach is typical for a number of hotel companies in the city of Kyiv, which have introduced the position of a revenue manager, whose responsibilities include forecasting the volume and structure of future service flows and the corresponding financial receipts, the formation of proposals for prices taking into account forecasts, competition parameters, as well as other factors to maximize the integral financial flow.

The hotel logistics system involves the movement of information, financial and service flows, as a result of which areas are formed where the concentration of these flows becomes the greatest, therefore, management actions are necessary and most effective in these areas (nodes). The formation of such nodes occurs naturally: the rules of service adopted in the hotel, the forms and methods of payment, the nature of the movement of information between guests and staff, between internal departments form these nodes and their location relative to the organizational structure of the hotel and specific services.

The most important is the area of ​​concentration of all flows in the node where the hotel's customer base is compiled, contracts for the provision of hotel products are prepared and concluded, and contracts are developed and approved. tariff plan, marketing plan. The formation of this node is explained by the need for the interaction of the hotel with other participants hotel market- companies, agents, competitors. Within the hotel, it is connected with the marketing and sales department, and its structure is made up of external information flows from organized consumers about the state, dynamics and prospects of the market development, competition parameters, as well as internal flows about the results of work, consumer preferences and quality of service. In addition, there is a close relationship with other nodes. Thus, when pricing mechanisms change, the parameters of the input flow for booking hotel products, the volume of settlement transactions, and the adjustments made can be changed. financial indicators and plans.

The department of promotion and sale of the hotel complex is a key division.

The main objectives of this structural unit are:

Organization of activation of Ukrainian and foreign tourists in the hotel complex;

Organization of service for Ukrainian and foreign tourists and control over its implementation;

Organization and holding of seminars, conferences and exhibitions on the basis of the hotel complex;

Organization of excursion services and provision of additional services to tourists;

Facilitation and provision of transportation services;

Conducting an effective marketing policy, promotional activities etc.

The main functions of the sales department are:

Sale of tours to tourists from Ukraine, Russia and the CIS, to foreign tourists through foreign travel agencies under contracts and on a correspondent basis, to Ukrainian tourists under contracts with clients: individuals, travel agents or legal entities, booking rooms for individuals;

Studying the conjuncture of the national and regional tourist market;

Implementation business contacts with partners, business correspondence;

Preparing and conducting business negotiations with travel agencies;

Preparation and control over the fulfillment of the terms of contracts, carrying out claim work (within the competence);

Preparation and participation in tourism exhibitions and fairs;

Development of package prices for tours, excursions and services, as well as prices for renting exhibition space;

Implementation of transport, excursion and additional services;

Providing the hotel with the necessary operational documents. AT overall structure the hotel sales department is given Special attention marketing sector, which includes:

1. Analysis of the dynamics of market conditions.

2. Search for opportunities to enter new markets, search and development of channels for promoting hotel products.

3. Assessment of the potential of the main market segments and the marketing strategy of zones for the promotion of tourism products, taking into account population density, income level, transport links, seasonality.

4. Consumer demand research to identify the most promising hotel and restaurant products.

5. Receipt, processing and systematization of information about hotel customers (total number, length of stay, season of residence).

6. Formation of a client base by demographic variables: gender, age, life cycle families; for social variables: social status, income level, social class, for motivation: reasons, motives, purpose of travel; geographic: country, citizenship, region.

7. Analysis of the competitive environment of the hotel.

8. Regular reviews of the tourism market and pricing policy.

9. Analysis of the activities of the hotel and its main competitors in terms of positions: the level of average annual occupancy, seasonal distribution of occupancy, average prices, the level of quality of hotel products.

10. Analysis of the results of the hotel's activities for the main technical and economic indicators.

11. Work on the creation and support of an electronic site, electronic advertising and booking tools.

12. Planning of marketing activities, drawing up advertising programs.

The hotel company needs to have people capable of conducting market analysis, planning marketing activities, their implementation and control. When the hotel is small, one person can do all the marketing work. In large hotels, marketing departments employ many specialists, including salespeople, market research, advertising, public relations, and others.

Marketing activities in modern hotels are organized differently. The most common form is a functional organization, when various areas of marketing are headed by specialists in specific activities - sales managers, advertising managers, marketing research experts, managers for quality and new types of services. Hotel chains that sell their services throughout the country and abroad often use a geographical organization, in which sales and marketing employees are assigned to certain countries, regions and areas. Geographic organization allows sales professionals to work directly in their assigned territory, get to know their customers better and reduce travel costs.

Depending on the size of the hotel enterprise and the tasks it faces, the marketing department can be organized as follows:

• Simple sales department. Smaller hotels usually create a position of assistant sales manager, whose task is to increase the hotel's occupancy. The Deputy Manager is directly involved in the sale of rooms. To conduct marketing research or an advertising campaign, contracts are concluded with consulting firms and advertising agencies.
• The sales department, which performs the functions of marketing, is typical for the work of medium-sized hotels. As the hotel expands its business, it has to deal with other segments of the tourist market or enter new geographic markets. In order to study the needs of local buyers and the potential of the market, she needs to conduct market research and implement advertising campaign in the selected area - present yourself and your products. To carry out these tasks, the hotel employs specialists in marketing research and advertising, possibly in staffing A new post of Marketing Manager will be created to oversee the execution of marketing functions.
• An independent marketing department is created when the hotel management comes to the understanding that, from the point of view of increasing profits, it is advisable to concentrate the coordination of marketing functions in an independent unit. A large hotel enterprise can afford additional investments in marketing research, development of new services, advertising and sales promotion, and service improvement. Sales personnel are involved in sales work in such hotels. As a rule, the necessary budget is allocated to the head of the marketing department. At this stage, sales and marketing are two distinct functions that must be closely linked.

This balance of power allows management to take a more balanced approach to assessing the opportunities and challenges of their hotel.

Let's assume that the volume of sales of rooms in a hotel is declining and management is looking for a solution to the problem. The head of the room sales service proposes to increase the staff of the service, increase wages its employees, hold a competition like "who sells the most", send sales representatives to refresher courses or lower the price of rooms to stimulate sales. The deputy manager of the hotel for marketing should analyze the situation on the market. Are those segments served by the hotel? Has the assessment of the services provided by the hotel and its competitors changed by target consumers? Are changes in service standards, style, related services, their distribution and promotion justified?

Modern marketing department. Sales and marketing heads should work together, but too often there is tension between them, distrust of each other The sales manager is unhappy with the place given to his division in the marketing mix, and the marketing manager demands more and more funds for activities, not directly related to the sale of rooms.

The task of the marketing manager is precisely to identify target growth opportunities, develop marketing strategies and programs for which sales people are responsible. Marketers, based on data obtained in the course of research, try to identify and understand market segments, plan, always keep a long-term perspective in mind. Their goal is to increase the hotel's profits and expand its market share. Sales specialists, on the contrary, rely on their experience, try to reach everyone specific buyer. The bulk of the working time of sales staff is spent on personal communication with customers and customers. They live for today and try to fulfill their marketing plan.

If there is friction between sales and marketing, then hotel management needs to resolve the conflict and either return marketing to the direction of the sales manager, or merge the services under the head of the marketing department, making him responsible for both sales staff. The latter solution underlies the modern marketing department - a department led by a director of marketing and sales, who is subordinate to everyone who performs any marketing functions, including sales.

However, even an actively working marketing department cannot always protect the hotel from failures in the market. It all depends on how other departments of the enterprise relate to the needs and requirements of customers, how they perceive their marketing responsibility.

If, during a discussion about the position of a hotel, functional executives simply point fingers at the marketing department, saying, “That's their business,” the marketing effort is not effective. Only when all employees understand that they owe their jobs, first of all, to hotel customers who prefer to use its services, can we talk about an effective marketing policy at the enterprise.

The paradox is that when a hotel company starts to reduce costs and change the organizational structure, the main blow falls on the marketing and sales departments. At the same time, no one removes the task facing them - to ensure the maximum possible income.

Nowadays more and more hotels are changing organizational structure, fixing it on key processes, not departments. Organization by departments largely slows down the implementation of basic tasks, such as providing additional services, attracting and retaining customers, processing requests for room reservations, organizing services for a mass check-in, and holding conferences. For these purposes, mixed teams or rapid response teams are increasingly being created from among employees constantly working in other departments of the hotel. The marketing department trains these employees, assigns them to teams, and evaluates their performance.

Issues for discussion

• 1. What is the purpose of the marketing plan?
• 2. What is the place of the marketing plan in the planning of the hotel business?
• 3. What are the main stages of marketing planning in the enterprise?
• 4. What are the main marketing plans?
• 5. How to organize control over the execution of the marketing plan?