the main Partnership programs Marketing macros of a hotel enterprise and its analysis. The influence of the main factors of microcersions on the development of the enterprises of the hotel complex on the example of the enterprise LLC "Recreation Center Enhaluk". The concept and essence of the marketing environment

Marketing macros of a hotel enterprise and its analysis. The influence of the main factors of microcersions on the development of the enterprises of the hotel complex on the example of the enterprise LLC "Recreation Center Enhaluk". The concept and essence of the marketing environment

Introduction

The development of the hospitality industry is gaining rates every year. Thus, in Moscow, the city authorities decided to increase the capital of the capital under the 2010 issue of the capital. Plans and schemes are being developed, projects are approved and private hotels are launched. The hotel business is developing, and with him the infrastructure of hotels is developing. Guests expect to find at the hotel the same level of comfort to which they are accustomed to home. In this regard, the hotel's managers expands the guests a range of services provided by guests, offering new, more sought-after and high-quality. The infrastructure of modern hotels includes a business center, laundry and dry cleaning, currency exchange points, long-distance services, and international relations, transport service Guests.

The main concept of a standard management system - satisfaction market demand On the products of the enterprise and improving the level of customer service while reducing the time of customer orders and reduce costs finished products (services). At the same time, under the optimal level of customer service, the ability of the enterprise to satisfy the needs of the client exactly on time and in exact accordance with the ordered quality and quantity, which causes the relevance of the topic thesis.

In the planning and management system, you can allocate five main levels: a strategic business plan; sales plan and operations; main production plan; planning essential materials and capacities and operational management and supply management. For each level, their goals are characterized, planning horizons, degree of detail, as well as the frequency with which the plan is revised and adjusted. A modern tool for managing the development of the Organization in the conditions of increasing changes in the external environment and the associated uncertainty is strategic management, which allows to ensure the competitiveness of goods and services in the long term.

The special importance of strategic management is due to the influence of a number of objective factors, such as accelerating changes in macro-media, globalization of business, strengthening the competition, the development of information systems, a change in the role human resources, the emergence of new business opportunities, wide accessibility modern technologies, the emergence of new requests and change the position of consumers. In this regard, it became obvious that the previously used techniques and technologies were pledged to be effective, and therefore the problem of improving the strategic management system on the basis of the use of new technologies and mechanisms has recently gained special relevance.

The principles and methods of strategic management are becoming increasingly distributed in the hospitality industry, which is an integral part of the service sector, which, in turn, is one of the most important and dynamically developing sectors of the economy. Among the sectors of the service sectors are currently becoming increasingly important in the hotel business, which plays the role of catalyst for the development of the entire national economy. Hospitality industry pays special attention to both internationally and at the national and regional level.

In the hospitality industry, a certain experience of applying strategic management accounting systems has already been accumulated, one of which is the Balanced Scorecard concept (balanced system of indicators or system of interrelated indicators, (BSC)). The use of BSC allows you to identify the possibility of improving existing business processes, associate the company's strategic goals with the daily work of its employees, to evaluate the company's activities based on the selected indicators. The rapid development of the hotel complex of the capital and other regions, the formation of management companies, as well as the use of the experience of world hotel chains - all this causes the need for new, effective approaches to the strategic management of the hotel business.

Despite the fairly large number of research on the problems of strategic management, their scientific desires in general cannot be considered exhaustive. In addition, the development of market relations, the acceleration of the pace of scientific and technological progress constantly nominates new problems requiring research. A new aspect is to account for the specifics of the development of enterprises of the hotel economy as socially oriented organizations in market conditions. In domestic practice, a strategic approach to the management of hotel farm enterprises is still used limited.

The main reason for this provision is the insufficient theoretical, methodological and practical development for the conditions of the market economy of such important aspects of strategic management, as building a model for the formation of the development strategy of hotel complexes, economic diagnostics of the external and internal environment of their functioning, methodical approaches to the choice and justification of strategic alternatives. The development of a complex of strategic measures and evaluating their effectiveness, including on the basis of a system of interrelated indicators.

In the graduation work, the works of such foreign scientists in the field of strategic management, as K. Adams, R. Akkoff, I. Anoff, P. Drucker, K. Cross, R. Lunch, K. McNeer, L. Meisel, Minzberg , M. Porter, K. Puhalad, P. Roberts, Hamel, as well as the works of Russian scientists Vikhansky OS, Tuba A.T., Rodionova V.N., Fathutdinova R.A. and specialists in the field of strategic management in the hotel business - Quarternova V.A., Lesterka A.L., Mushanovsky A.D. And others.

The purpose of the graduation work is to develop a complex of methodical and practical recommendations on the development of marketing activities of the enterprise.

Achieving the goal requires the following tasks:

· Identify the trends in the development of world and Russian hotel business and analyze corporate strategies used by hotel enterprises;

· Perform the periodization of the main stages of the creation and development of a system of balanced indicators, as well as consider management theories and techniques that have been reflected in this system;

· Develop a comprehensive system of indicators strategic model developing hotels on the basis of accounting for the methodology of the system of interrelated indicators and features of the efficiency of hotel business;

· Justify methodical approaches to the use of a strategic control system to ensure the functioning of the system of interrelated indicators of the hotel company;

· Suggest measures to ensure the motivation of the hotel enterprise employees and provide recommendations for its increase in the process of using the system of interrelated indicators.

The object of the graduation research is the field of hotel business (on the example of the Satellite hotel complex). The subject of research is organizational and economic relations arising in the process of formation and use of the marketing model for the development of hotel enterprises.

The theoretical and methodological basis of the study was the fundamental works of Russian and foreign scientists on the conceptual problems of the market economy, marketing, economics and services of the services of the service sector. During the work, methods of systemic, logical, comparative analysis, statistical methods, as well as methods of nomination and testing hypotheses were used.

The information base of the thesis amounted to the regulatory and legal and legislative acts of the Russian Federation and the city of Moscow, reference statistical materials, publications in special periodicals, materials of scientific conferences.

1. Organization of marketing activities and methods for analyzing marketing environments

1.1. Marketing: specifics and features

Marketing has passed the difficult path of evolution, a characteristic feature of which is globalization of this concept, i.e. Its use in various spheres of human activity. Initially, marketing developed in relation to the sale of physically tangible goods. In modern conditions, a clear tendency is manifested to the phenomenal expansion of the service sector and more and more intensive use in it marketing.

Under services are understood as a huge number of diverse activities, works and classes. In this regard, F. Kotler notes: "The service is any event, activities or benefits that one of the parties can offer the other party and which are mainly intangible and do not lead to mastering anything. Manufacture of services may be, and may not be associated with the goods in its material form. " Marketing in the hospitality industry was formed on the basis of the experience of industrial and trading companies, aggregated the achievements of the general theory of marketing and the practice of its application. At the same time, marketing in the hospitality industry has a number of features that make it possible to consider it as a specific type of activity.

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Introduction

This work is devoted to the marketing environment of the firm and its research.
To date, my theme term paper is very relevant. Any enterprise is a self-organizing and self-developing object whose functions are provided by its "internal environment". There is an enterprise in the "external environment". All the factors of internal and external environments can contribute to, and it makes it difficult for its production and commercial activities.
Vigilant firms periodically revise their target, strategic and tactical installations, they rely on marketing as a major integrated market for monitoring the market and adapt to the changes occurring on it.
It should be noted that in practice, in the conditions of rapidly changing market relations of the manufacturer and the consumer, as well as the fierce competition of manufacturers for market segments, it is impossible to find enterprises that enjoy the benefits of only low or only high levels
The success of managing marketing depends on the activities of the remaining divisions of the company, from the actions of intermediaries, competitors and various contact audiences.
The enterprise in the modern world can succeed only when it does not ignore consumer requests.
To improve efficiency, a study is required and satisfying the maximum number of customer requirements. The solution of such problems contributes to marketing research and analysis of the internal and external environment of the organization.
Therefore, the most important tool for improving the marketing environment of the enterprise must be considered the organization of an effective system. feedbackincluding marketing research promotions and sales incentives, information openness of the company.
The main goals of my course work are as follows:
- more in-depth to study theoretical and practical provisions on the topic "Internal and External Marketing Environment";
- get the skills of self-harvesting, processing, generalizations, analysis of information on this topic.
The goal determines the need to solve a number of tasks:
- determine the essence and content of the marketing environment of the enterprise;
- to study the influence of factors of external and internal environment for marketing companies
- study the types of analyzing the marketing environment;
- to conduct a study of the marketing environment of the enterprise MEGHIM LLC;
- to identify the priority directions of the development of the enterprise.
A phased solution of these tasks causes the structure of the course work consisting of the introduction, three chapters, the conclusion and list of the literature used.
It should be noted that the topic of study is covered in literature sufficiently, therefore a wide range of literary sources was used in the process of writing the work.
The information base of the study was the training benefits of domestic and foreign authors, the reporting materials of the work of the enterprise in the current period.

1. Marketing environment

1.1 Concept and essence of the marketing environment.

Dynamic changes that are constantly taking place in all spheres of public life make enterprise management, in the face of the diversity of its relations and contacts with numerous subjects, a very difficult occupation. This also applies to marketing management, as one of the main control functions. The processes occurring outside the enterprise in one or another are affected by changes and processes occurring within the company. The combination of these subjects and relations is the concept of a marketing environment, which largely determines the nature of the company's activities and is an object of attentive study. *
The marketing environment is a combination of subjects and factors operating outside the firm and inside it, and affect the establishment and maintenance of mutually beneficial relations with targeted customers.
Suppliers and customers; Marketing intermediaries and customers; Financial circles and means mass media; government agencies and public organizations; Dynamics of the number, population structure and legislative framework business activities; Technical progress and condition natural environment; The cultural environment and the internal culture of the organization is a far from a complete list of subjects and factors acting on the enterprise and affecting the effectiveness of its functioning.
The marketing environment, from the point of view of its study, can be considered at three levels: internal environment, Microcredits, macros. Micro and macrors are an external firm environment.
The internal marketing environment of the enterprise includes it organizational structure, individual divisions, relationships between them, management system, information system, planning system, etc.
The external marketing environment of the enterprise consists of factors:
- Macros services (legal, economic, demographic, natural, political, cultural);
- microenvas (buyers, suppliers, intermediaries, competitors, contact audiences).

1.2. Internal environment.

structural units

Financial Services

The internal atmosphere of relationships and social climate at the enterprise, which develops under the influence of norms, rules and values \u200b\u200bis an internal culture of the enterprise.
The main resource and the cementing link of the enterprise is the staff, people. Their opinion on the activities of their company, about the successes and problems of an important object of studying the inner medium.

1.3 microenads.

Fig. 2 Subjects Marketing Microecorts

Suppliers are legal entities and individuals providing a company and its competitors. necessary resources, for the production of specific goods or services.
For the production of furniture, for example, wood, plywood, chipboard and fibreboard, facing veneer, nails, wire, glue, fittings, upholstery materials, etc. All this furniture factory is not able to produce itself, and from an economic point it would be unprofitable. In addition, it should be purchased equipment, fuel, electricity, labor And other means of production, without which it is impossible to organize production.
Any changes to the suppliers influence the manufacturer of final products. The increase in the cost of raw materials and components, breakdowns of supplies in the short term threaten the firm with trouble in sales, and in the long-term - falling image and deterioration of relationships with clients.
Marketing mediators - enterprises and organizations promoting companies in promotion, marketing and distribution of goods. These include trading mediators, specialized companies on the organization of broadcasts, agency for the provision of marketing services, credit and financial institutions

Fig.3 Marketing Intermediaries

Since the goods produced must find its buyer with the least for the manufacturer costs, there is no widespread network of marketing intermediaries. They provide: physical movement of goods from production places to consumption or purchase points; accumulation and pre-sale preparation of goods; credit provision; insurance support; Consumer search; sales promotion; after-sales service.
Commercial mediators are looking for customers and / or sell its goods themselves. They provide more convenient conditions for producing products by consumers from the point of view of the place, time and procedure for purchasing goods. Otherwise, the manufacturer was forced to spend huge funds to create its own network of outlets, which significantly affected the costs of production and sales.
However, the development of a network of trading intermediaries, large wholesalers and retailers is accompanied by the strengthening of their power, which sometimes leads to the problems of the manufacturer's penetration into some markets.
The company is a manufacturer of this or that products currently cannot do without the services of firms specializing in the organization of broadcasts. The system of storage and transportation of goods formed in developed countries allows the choice of optimal methods for delivering products to the recipient, balanceing such factors such as cost, volume and speed of supply, as well as the safety of goods. Warehouses ensure the accumulation and safety of goods on the way to their next destination, and transport organizations (Railways, motor vehicles, airlines, water transport and other cargo trees), move goods from one place to another.
Marketing intermediaries include: marketing research agencies; advertising agencies; Consulting firms (help, for example, promote goods on target markets), etc. The company itself decides how much it needs in the services of such intermediaries.
Expansion of activities is accompanied by an increase in financial resources. Marketing mediators include credit and financial institutions: banks, insurance companies, stock exchanges, other organizations that help finance transactions and / or to insure risk.
Customers of the company - producer, furniture, for example, can represent various segments of the total furniture market, forming the so-called types of clientetern markets.
Fig. 4 Types of Clientery Markets

Consumer market or market end consumers It is a combination of individuals and households, acquiring goods and services for personal consumption.
The consumer organizations market are organizations that acquire goods and services to use them in the process of producing other goods and services.
The same furniture, for example, can be used in medical institutions, cinemas, etc.
Market of intermediate vendors - organizations that acquire goods and services for subsequent resale to profit for themselves.
Based on this principle, all trading enterprises work.
Public institutions market - consists of state organizationspurchasing goods and services either for subsequent use of their use in their activities (utility services) or for their transfer to those in need.
The international market is buyers outside the country, including foreign end users, consumer organization, intermediate vendors and government agencies.
The abundance of imported furniture in the domestic market, part of which already decorates the interiors of apartments of our citizens, offices commercial organizations and government agencies can serve this example.
A great influence on the activities of the enterprise, its image is rendered relations with contact audiences, which represent groups of people showing a valid or potential interest in the enterprise and affecting the achievement of objectives

Fig. 5 Types of contact audiences

From the point of view of promoting or counteracting the enterprise in achieving its goals, contact audiences are classified into the desired, beneficial and unwanted.
The desired is the audience, whose interest awaits or is looking for an enterprise, but does not always find. These can be the media contributing to the strengthening of the image, credit and financial institutions that provide services on preferential terms.
An example of a beneficial audience can serve as an organization, group or individualwhose interest is positive and expressed in sponsorship or other charitable actions.
An unwanted audience can be represented by various groups calling for an unreasonable boycott of the enterprise goods. Often they are joined by the media, which can lead to disastrous consequences.
Another important element of marketing microenvas are competitors. It should be emphasized that competitors are considered significantly wider than only competitors producing similar goods or services. This is the top of the competitive struggle, which enterprises are producing various goods.
At the first stage, the potential consumer makes a choice between compete desires - to spend money from him for a tourist trip, or - acquiring a personal computer, or to buy a vehicle. Giving priority to the last wishes, the consumer faces goods-generic competition - a bicycle, a motorcycle / scooter, a car. At this stage, "fundamental" differences in how to meet the desire (level of comfort, for example), are "fundamental" criteria for alternative selection.
Stopping on the need to buy exactly a bicycle, the consumer makes a choice at the level of goods-species competition. Here, the criteria are internal features of satisfaction of desire. The characteristics of a bicycle for riding in the city, walks in the forest or participation in sports competitions will differ significantly.
Only deciding with the model is a sports, multi-speed bike, the consumer faces the actual varying competition of various manufacturers. At this stage, there is already a struggle for a particular buyer on a specific market segment. Buyer will prefer a model that has the best consumer properties and functions.

1.4 Macros.

Table 1.
Main characteristics of factors Macrocides

Factors	Characteristic
Demographic	The number and growth rate of the population. Territorial accommodation. Population density. Migration flows and trends. Age structure. Family composition. Dynamics of fertility and mortality. The number of marriages and divorces. Ethnic and religious structure of the population.
Economic	Purchasing power of the population. General factory conjuncture. The structure of consumption of citizens. Elasticity "Consumption. Inflation rate. condition financial system. Unemployment rate. The nature of the distribution of income. Taxation system.

Continued Table 1.

Natural	The presence and prospects for the use of sources of raw materials and energy resources. The state of the environment and the level of its pollution. Directions and degree of state influence on processes rational use and reproduction of natural resources.
Social and cultural	Traditions and cultural values \u200b\u200bof consumers. Moral atmosphere in society. The degree of exposure to public consciousness by the influence of external factors.
Political and legal	General political situation in the country. Legal base regulating economic activities. State economic policy. The influence of the public on decisions taken by government agencies.

Continued Table 1.

Scientific and technical

The pace of technological changes in controlled and related industries. Directions and dynamics of allocations on R & D. Innovative potential of the company and its closest competitors. Tightening of state control over quality and safety technological processes and products.

The study of demographic factors occupies an important place in marketing research. The prospects and directions of the commodity policy are connected with this. In particular, for Russia and for most CIS countries, it is characterized by a reduction in life expectancy, a decline in fertility and as a result, the aging of the population. The trends in the population structure make it possible to assume the reduction of total demand for goods for children and an increase in the need for goods for the senior generation faces, although they will be adjusted by the timeliness of pensions. The composition of the family is changing.
Changes in consumer demand occurred in connection with the fluctuations in attitudes towards education by certain circles of society. In the middle of the 90s, Russia experienced a sharp drop in the competition to the highest educational establishments, last 3-4 years. Since 1997, he began to grow again, but the structure of educational services needs has changed. This was reflected, for example, a sharp increase in demand for literature on a market economy, marketing, management, finance, banking, foreign economic activity and a decrease in interest in literature on natural specialties.
It is not enough to know how much potential buyers have a company, it is necessary to determine how many products they can buy. Without research, economic factors do it difficult. Suitable demand depends on the level of development of the country, the level of income of various layers of the population and the structure of their consumption costs, inflation rates, unemployment rate and many other factors. It is especially important to study these problems in the present conditions when the real standard of living of many people falls.
For enterprises working with natural raw materials, as well as energy-intensive industries, especially in terms of their deficit, is very important to study the problems of rational use of natural resources. Firms make more and more attention to the introduction of energy-saving and environmentally friendly technologies, which fully fits into the framework of the state policy on the protection of the environment of most countries.
This group of factors macros are closely related to scientific and technical, which allow to implement advanced technologies in practice and identify promising opportunities discovered by the development of science and technology for the production of new products.
Among the socio-cultural factors, knowledge of the norms, rules and values \u200b\u200binherent in every cultural community is very important. In multinational countries, ethnically, motion regions, this knowledge becomes especially relevance.
Political and legal factors have important importance for many countries. It is the lack of stability in a political and legal field, along with economic miscalculations, it does not allow domestic producers to start their revival and act competitors for imported goods. In normal conditions, the regulated market should predict the activities of the state and try to use them in their own interests.
By studying macros, it is necessary to keep in mind that all of them are closely interrelated and have a strong influence on each other. Therefore, their analysis should be carried out in the complex. In addition, various factors differ in different ways to enterprises of various scales, areas of activity, territorial location, etc.

2. Analysis of the marketing environment of the enterprise

2.1 Analysis of the external and internal environment of the enterprise.

Analysis of the external environment - assessment of the state and prospects for the development of the most important, from the point of view of the company, objects and environmental factors: industries, markets, suppliers and the totality of global environmental factors to which the company cannot have a direct impact, or this effect is limited.
An analysis of the internal environment is an analysis of the strengths and weaknesses of the company, assessing its potential to which it can expect in a competitive control in the process of achieving its goals.
As part of marketing activities, the "analysis of the medium" is carried out primarily, that is, the analysis of the various conditions surrounding the market and its company. Analysis of the marketing environment in general is divided into two types: analysis of the "external" environment and the "internal" environment.

2.1.1 Analysis of the external environment.

2.1.2 Analysis of the internal environment.

weak sides

2.1.3. STEP analysis.

Technological
- The global level of research and development in a certain industry of knowledge.
- Trends in the development of new processes and equipment, technologies.
- Providing natural resources.
- environmental condition and assessment of influence on it.

Economical
- Level and dynamics of GDP, GNP.
- Changes in the national currency rate.
- The level of inflation, unemployment, tax rates.
- The level of consumption and savings of income of the population.

Political
- Political stability.
- The position of the government in relation to various industries.
- The level of execution of laws in the country.
- Level state regulation Economy in general and industry.
A specific set of factors for analysis is drawn up in relation to the situation. The most topical factors that have the greatest impact on business in the country and the specific industry in particular are selected. Further, the factors are placed in the four-rolled STEP analysis matrix:

Social factors
...
...
...
...
Technological factors
...
...
...
...

Economic forces
...
...
...
...
Political factors
...

The activities of the enterprise are aimed at achieving objectives facing it. These objectives are the initial moment in the development of marketing strategies and programs, the execution process of which should ensure accurate promotion to the scheduled turns.

The score of the extent to the implementation of the intended goals and programs is ensured using marketing control, which can be defined as a constant, systematic and unbiased verification and assessment of the situation and processes "in marketing. It is essentially acting as a conceptual and methodological basis for integration and coordination of the management process The marketing of the enterprise. Control concludes the marketing management process and simultaneously gives the beginning of a new marketing planning cycle.

The considered model of the marketing of marketing of hotels and restaurants forms a complex of long-term (strategic) and short-term (operational) management impacts, which ensures the intensification of marketing efforts to achieve the goals of the enterprise. In addition, along with the effect of the ordered effects of all elements of marketing on the target market, an additional effect is manifested from creating and ordering the marketing management system. This effect is achieved by targeted planning, coordination and accounting of all activities related to marketing activities.

Lowing in the system and entertaining in a certain sequence the main components of the marketing management process, consider them further if possible, in detail and try to delve into their content. This will allow to get a fairly complete and holistic idea of \u200b\u200bmarketing as the methodology of market activity of hotels and restaurants.

1.3. Investigation of Marketing Environment

Any enterprise of the hospitality industry operates in ever-changing conditions due to the diversity of relations, developing both inside it and between it and other economic entities. The combination of active actors and forces acting inside and outside the enterprise affecting its strategy is marketing environment. It largely determines the nature of the enterprise activity - therefore, when conducting marketing research, it is necessary to analyze both its components in detail: internal and. External environment.

The internal environment (microenvironment) is part of a common marketing environment that is located inside the enterprise and is controlled by it. It has several components, each of which includes a set of key processes and elements of the enterprise, in the aggregate of its potential. The potential of the company is a complex of its capabilities and achievements that ensure competitive advantages in the market.

The following elements of the internal environment are subject to analysis:

♦ Efficiency of applicable marketing strategies;

♦ the state of the products offered and their position in the market;

♦ occupied market share;

♦ the state of production facilities, equipment, research and development;

♦ product sales process;

♦ the level of development of enterprises and relationships with suppliers, intermediaries and consumers;

♦ the level of logistics and financial and credit resources;

♦ the position of the enterprise in relation to competitors;

♦ Communications with an external environment;

♦ Reputation (image) of the enterprise and its products;

♦ the level of interest of employees in the successful activity of the enterprise;

♦ Motivation of employees, fullness of use of their abilities, etc.

The task of analyzing the inner medium is to study the factors affecting the activities of the enterprise and determining its potential. For this, the focus should be the following key factors.

Management: Organizational structure, functional and hierarchical division of labor, centralization and decentralization, methods and procedures for making basic decisions, monitoring system for execution of decisions, managerial information SystemsCommunication processes, management style, qualifications and professional sense management abilities, strategic planning system.

Production: Production units (quantity, specialization, capacity), the amount of services provided in this state of its own or leased production base, the type of technology used, the organization of customer service, quality control, security status, productivity, direct services for the production of services. An important place also occupies an assessment of the degree of use of production capacity. So, the most important indicator characterizing the hotel's activities is the utility utilization factor, or the loading coefficient, which is calculated by dividing the number of paid place-days to the hotel bandwidth. Loading the restaurant (turnover of places) is defined as the ratio of the number of seats sold to the restaurant's capacity and shows how many times each place was sold in the restaurant.

Marketing: Applied strategies, markets (capacity, share, competitors), consumers, image enterprises, commodity, price, sales and communication policies, condition and organization information support, Marketing relationships, internal marketing. One of the important modern directions of the analysis is Benchmarking (English Benchmarking) - a way to assess the company with its marketing activities in comparison with first-class enterprises adopted for the standard.

Financial and economic potential: The assets of the enterprise, the share of own and borrowed capital, credit capabilities, liquidity and speed of capital turnover, financial planning, gross income, profit and its use. The most important indicator characterizing the results of the enterprise is profitability. It is calculated as the ratio of profit (both balance and clean) to one of the indicators (sales volume, gross income, production and circulation costs, the cost of fixed assets, etc.). For the real or potential owner of the enterprise of the hospitality industry, the attitude of the profit received (as a rule, is taken into account net profit) To capital spent, characterizing capital profitability. The fact is that for the owner of the capital, the main thing is not just profit, but a certain mass of profits for invested capital. The results of the financial activity of various departments of the hotel (selling license plate, sale of food enterprises, sales of additional services) are usually presented in the form of a circular diagram showing the share of various divisions in general financial and economic indicators.

Staff: Composition and structure of qualifications, level of skill and professionalism, personnel formation policy (planning, selection and hiring, release, fluidity, etc.), personnel development (professional orientation and retraining, certification and assessment, organization of promotion), organization of labor and its stimulation, saving and maintaining relations between employees, etc.

The internal environment determines the possibilities of the effective functioning of the enterprise. But it can be a source of problems if it does not provide the necessary conditions for the integrated use of the marketing concept. If, for example, the actions of various services and hotel personnel are not united by a single marketing strategy, the effect of "Swan, Cancer and Pikes" may occur when individual units and employees are not interested in the implementation of the general goals of the company's marketing activities. A similar situation can be avoided by increasing the culture of the enterprise, which in the process of marketing research should be subjected to the most serious analysis.

The outer environment is a combination of two relative to independent subsystems: macrobractions and direct environments. Macroeration (macrostone) creates the overall conditions for the functioning of the enterprise. Formed its forces and factors that provide global impact on the market as a whole and, it means that each subject is separate. In most cases, macros factors do not bear a specific nature in relation to a separate enterprise. However, each of them is experiencing its influence and cannot manage it. Macros can only be adapted. Each company independently solves the problem of adaptation, trying to strengthen its positive effects and neutralize or at least at least reduce the consequences of negative impact. But in order to create barriers to the path and adverse factors of macros, it is necessary to identify and analyze the mechanism and the possible consequences of their impact.

The study of macrorsal assumes the need to analyze its formative factors: demographic, economic, natural, socio-cultural, scientific and technical, political and legal.

Accounting for the complexity and dynamism of the outer marketing medium allows you to identify four types of situations (Fig. 1.3), each of which corresponds to a certain nature of marketing activities.

Fig. 1.3. The main types of situations depending on the nature of the environmental factors

Situation characterized low uncertainty (Quadrant 1 in Fig.) is the most favorable. In this case, it can be assumed that the external environment will not be presenting a lot of "surprises" and the enterprise can act successfully in a fairly clear, in terms of the influence of the external environment, the situation. Situation moderate uncertainty (Quadrant 2) is already more intense. The high degree of complexity of the external environment makes an element of considerable risk that it pushes the enterprise to greater selectivity in actions. However, the external environment is fairly stable and does not undergo frequent major changes. Situation moderately high uncertainty (Quadrant 3) requires sufficient flexibility from an enterprise. Situation high uncertainty (Quadrant 4) is the most unfavorable: the external environment is complex and full of dynamism.

Eremeev D.V., Sabakuha A.V.
Federal state budgetary educational institution higher education "Siberian state University Science and Technology named after academician M.F. Reshetnyova "
Eremeev D.V., Shabokha A.V.
Reshetnev Siberian State University Of Science and Technology

Annotation:The article discusses the features of the external and internal environment of enterprises of the hotel business. The features of the basic financial and economic factors affecting the activities of the hotel business enterprises are allocated. The authors identified that the study of the external environment is a tool to reveal both possible threats and development paths. The study of the external environment enables the company in a timely manner to predict the emergence of opportunities and threats, develop an action plan for emergencies to formulate a strategy that will allow the company to achieve goals and transform existing threats into promising opportunities.

ABSTRACT:In The Article Features of External and Internal Environment of the Enterprises of Hotel Business Are Considered. The Peculiarities of the Main Financial and Economic Factors Affecting The Activity of the Hotel Business Enterprises Are Singled Out. The AUTHORS DETERMINED THAT THE STUDY OF THE ENVERNAL ENVIRONMENT IS A TOOL TO IMENTIFY BOTH POSSIBLE THREATS OF DEVELOPMENT. The study of the external environment enables the company to predict the emergence of opportunities and threats in a timely manner, develop an action plan for emergencies, formulate a strategy that will allow the company to achieve its goals and turn existing threats into promising opportunities.

Keywords:hotel, hotel business, external factors, internal factors, competitiveness.

Keywords:hotel, Hotel Business, External Factors, Internal Factors, Competitiveness.

The modern environment in which hotel business companies operate is characterized by an extremely high degree of uncertainty, dynamism and complexity. The ability of companies to adapt to changes - the main condition for their efficient work. Moreover, in the overwhelming number of cases is the condition for their development and survival. In order to choose a strategy of behavior and implement it, the organization's management should have enough information about the company's internal environment, its possibilities and development prospects, as well as to have a clear understanding of the external environment, the trends of its development and the situation in it in it. Relying on the opinion of Balaeva A., it can be said that the internal environment and the outside environment are examined by managers mainly in order to identify those opportunities and threats that the company must take into account when implementing its goals and objectives.

Depending on the direction of exposure, all factors are divided into external and internal and direct impact on economic and social efficiency. economic activity.

Figure 1 - External and internal factors affecting the functioning of hotel business companies

Internal factors, speaking situational variables within the company, have a significant impact on the performance of the company. As companies are social systems, Internal factors act as a consequence of management decisions. At the same time, as practice shows, not all internal factors can be monitored by the manual. As a rule, the internal factor is something "this" that the manager should overcome with its decisions. The management mechanism is focused on achieving the effective interaction of all functional areas and control levels to achieve an optimal result.

Depending on the features of the impact, external factors can be classified into micro and macro factors. The content of external variables affecting the functioning of hotels and taking into account the specifics of the hospitality industry are presented in Table 1.

Table 1

External factors affecting the functioning of hotels

Factors	Characteristic
Macroeconomic factors affecting the competitiveness of hotels
1. Economical state policy	Values \u200b\u200bof major macroeconomic indicators (unemployment rate, GNP, inflation rates, real incomes of citizens, budgetary indicators); country development strategy; share of private property; the presence of labor and raw materials; indicators of the tax system; The size of the income of the population and their structure and distribution; the degree of development of the financial system; The structure of the hospitality services market.
2. Political situation in the country	Stability of the political system; criminogenic situation; the level of development of democracy; The degree of media freedom; The activities of the authorities and the degree of their intervention.
3. Legal sphere	Regulatory acts regulating the hotel business (in the field of taxation, the development of entrepreneurship, tourism); regions development programs; the effectiveness of the supervisory authorities for compliance with legislation; The continuity of legal norms horizontally and vertical.
5. Social and cultural policy of the state	Level of life expectancy; the standard of living of citizens; mortality and fertility of citizens; structure of society on the floor, education, age, family composition, income level; population density of the country; the proportion of workers, employees, students, pensioners of other categories of citizens; migration; rural and urban population; vacation duration, security of cultural objects (libraries, theaters, sports facilities, etc.); attitude of the population to the world around; trends of the development of cultural values; Traditions of treatment and recreation.
6. Internally native situation	International summits, film festivals, exhibitions and other events; Military conflicts; The degree of integration of the country into the world economy; Accessibility of recreational and other technologies.
7. Natural and climatic resources	Natural resources; recreational resources; Features of the climatic factor of the country; The deficiency of these resources in separate regions of the country.
Industry factors affecting the competitiveness of hotels
1. Competitors	Species, quality, price of services for competitors; Image, advertising, level of service; organizational and technical level of production of major competitors; financial condition competitors; Market strategy, goals and objectives of the main competitors; market share; customers; foreign policy; diversification of activity; Scientific I. research; marketing activities; industrial base.
2. Service and Product Suppliers	Terms of payment and prices; constancy; speed and shape of delivery; Party size; Quality of resources.
3. Customers	Key clients; Major consumers, customer structure on sex, education, age, income, family composition; commitment to a certain hotel; Purchase methods; psychographic signs; The main motives when choosing the hotel services; The desired level of service.
4. Intermediaries (hotel service brokers)	Strategy and structure of intermediaries; constancy and reliability of intermediaries; terms of cooperation; Marketing organization in low and high season; Events on the development of relationships with contact audience; Contacts with agencies (consulting, advertising companies); Communication with credit and financial institutions.
5. Contact audience	Attitude to the hotel of business circles, media, municipal and government agencies, public organizations, local community, etc.
6. Alliances, Unions and Association	Joint marketing activities, consulting formation of regulatory legal regulation in the industry.

The study of the external environment acts as a tool through which the authors of the strategy are monitoring external, in relation to the company, factors in order to anticipate possible threats and newly opened opportunities. The study of the external environment enables the company in a timely manner to predict the emergence of opportunities and threats, develop an action plan for emergencies to formulate a strategy that will allow the company to achieve goals and transform existing threats into promising opportunities.

In our opinion, economic factors have the greatest impact on the functioning of hotels. Little to know how much the company has potential customers, it is much more important to determine which services they will want to buy. The solvent demand of citizens is influenced by many factors, among which the level of development of the country's economy, the amount of remuneration, the level of inflation and unemployment. Should consider a high degree of demand for demand for hotel services from income level. The averaged evidence suggests that citizens are forced to spend only on the purchase of food to 70 percent of their income. Currently current situation negatively affects the development of the hotel industry. In addition to the level of income, the demand is significantly influenced by the inflation rates, currency rates, level of employment, etc. Each of the listed factors may pose a threat, but at the same time opening new development opportunities for the company.

A group of social behavior factors includes factors of changing relations in society, the morals and expectations of society (for example, attitudes towards the role of women, the role of entrepreneurship, minorities (national, sex) in society, public movements).

The study of the demographic factors of the external environment also plays an important role in analyzing the potential of the hotel, so the manager must analyze issues relating to the population, place it in individual countries and regions, age structure with the allocation able-bodied population, students and pensioners. So the tourism market of elderly people is currently the fastest growing.

Natural and climatic factors cannot have an impact on the state of the hotel business, especially since the individual aspects of the intelligent use of recreational and natural resources, the protection of the environment acquire the status of global. In addition, natural climatic factors (topography, climate, fauna and flora) are a key element of customer motivation to travel and attract guests to a particular country or region.

Based on the study of literary sources, it should be argued that the hotel company cannot influence the factors of the macroeconomic level (can only adjust their work under the influence of these factors) when creating competitive advantages, the factors of microecons (sectoral) and factors play the greatest importance in the development of competitive advantages. Interior environment of the hotel company. Consider the influence of factors of microcersions on the competitiveness of the hotel company.

Behavior buyers. To implement a strategy aimed at the formation of loyal clients, the management of the hotel company needs to constantly carry out the analysis of the market, as well as all microcers, in particular: consumer expectations, prospects for the hotel enterprise to create and promote hospitality services, relevant consumer requests. It is also important to carry out operational and strategic work planning to ensure the effective work of the hotel enterprise.

Any of potential customers of the hotel company has its own special requirements for the quality, level and set of services offered by the hotel, with no hotel enterprise to guess and satisfy the entire spectrum of these requirements in full scale. Consequently, when developing a service strategy, the hotel should focus on a separate or several consumer segments and on the development of an offer of additional and basic services, based on the preferences of this segment.

For the hospitality industry, it is especially important that the functioning of the hotel is concentrated on a specific consumer segment. Segmentation makes it possible to offer guests to offer services intended for these segments and, therefore, take into account all the requests of this consumer segment, strengthen the reputation of the hotel enterprise, to conduct targeted advertising. The number of segments on which the hotel enterprise specializes depends on the level of its capacity, the qualifications of workers, the equipment of the building. Each company has a hotel and tourist complex its consumer contingent.

The activities of competitors. The study of competitors should begin with data collection on hotel enterprises in the territorial proximity of having a similar star and a similar list of services. In the process of this study, the monitoring of certain aspects of the activities of the hotel - competitors is carried out, in particular:

- Analysis and systematization of potential and real possible services related to competitors.

- Definition of a list of major competitors in the market of this territory and their potential prospects.

- analysis and identification of all available data on industrial, economic, marketing, financial and other types of competitors;

- Continuous study of all new services and suggestions that appear in the industry.

The presented list of measures is not exhaustive, it may vary depending on the situation, the specifics of the hotel company and its prospects. Unfortunately, in practice, to identify all competitors of a separate hotel company is very difficult, therefore it is important to allocate exactly the hotel enterprise that are similar to the main aspects of activity.

POLICY carried out by suppliers. Hospitality service providers include marketing mediators engaged in market research, hotel advertising, promoting these services to the market and selling these services.

Experts believe that the most effective today are the following channels for the sale of hospitality services:

- corporate agencies selling a hotel company's license plate for a specific commission;

- tour operators and travel agencies;

- Call - Centers of companies processing applications from tourists and transmitting applications to hotel booking services;

- Global systems for reservation (for example Galileo, Amadeus) or hotel brokers (for example Booking.com).

In general, summing up, we can say that the choice of the path of development of the hotel industry organizations is dictated not so much internal processes in the industry, how much external reasonsTherefore, the key factor in achieving success is the ability to understand the needs of the market and adapt to them.

The selection of factors for external and internal is due to the fact that the internal environment of the organization is the part of the general environment that is within the framework of the organization and has a permanent and direct impact on the functioning of the organization. The factors of the external environment are due to long-term trends and are not associated with volitional solutions for a particular subject.

Internalities are factors affecting a separate hotel or in general on the industry.

Externalities are considered to be such factors as a political situation in a particular region and the world (characterizing the degree of stability in society), the demographic situation (population growth, migration), economic condition (standard of living of citizens), technology development level, psychographic factor. Affects the modern hotel industry and the formation of modern scientific concepts of developing hotel enterprises. Among the methods of development of modern hotels can be allocated, first of all, such a concept of development as an extension. Moreover, the expansion can be geographic and horizontal. The geographical expansion is a strategy at which the hotel company creates its subsidiaries in various regions of the country and the world. As a rule, it is implemented as follows: First, the hotel is effectively developing in a separate region of the country, then goes to the national level, and then to the market of foreign countries. The development of hotel organizations through horizontal expansion is carried out by expanding the sphere of its interests on related activities (nutrition, transport, leisure, etc.).

Many companies seek the growth of market share by classifying their products (by type, price segments, services structure, etc.).

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