1.2 Specifics of marketing in tourism.

Tourism in its main characteristics does not have any fundamental differences from other forms of economic activity. Therefore, all the essential provisions of modern marketing can be fully applied in tourism.

At the same time, tourism has its own specifics that distinguish it not only from trade in goods, but also from other forms of trade in services. Here there is trade in both services and goods (according to experts, the share of services in tourism is 75%, goods - 25%), as well as the special nature of the consumption of tourism services and goods at the place of their production, moreover, in a certain situation .

In traditional production, which has a specific result of labor (a product in material form), the concept of marketing has a more specific content. In tourism, the result of activity comes down to the tourist product. In fact, tourism product- this is any service that satisfies certain needs of tourists and is subject to payment on their part. Tourist services include hotel, transport, excursion, translation, household, utility, intermediary, etc.

The main tourist product is comprehensive services, i.e. a standard set of services sold to tourists in one “package”; abroad they are often called package tours.

Tourism marketing– the concept is complex and capacious, which is why it has not yet received an accurate and final formulation. There are many definitions, including:

Methods and techniques aimed at identifying and satisfying the needs of people caused by recreational motives - the cognitive aspect, recreation, entertainment, treatment, etc. - and the organization of travel agencies or associations capable of rationally satisfying these needs;

Public and private activities of tourism enterprises, carried out according to international, national and regional plans in order to meet the needs of certain groups of tourists;

A system of trade and production activities aimed at meeting the individual needs of each consumer based on identifying and studying consumer demand in order to obtain maximum profit;

Market-oriented management aimed at achieving the goals of the enterprise by meeting the needs of tourists more effectively than competitors; Marketing can be used both at the level of an individual travel company, and individually among tourism concerns and holdings, including at the international level.

The World Tourism Organization identifies three main functions of tourism marketing:

establishing contacts with clients aims to convince them that the proposed holiday destination and the existing services, attractions and expected benefits fully correspond to what the clients themselves want to receive;

development involves the design of innovations that can provide new sales opportunities, in turn, such innovations must meet the needs and preferences of potential customers;

control involves analyzing the results of activities to promote services on the market and checking to what extent these results reflect the truly full and successful use of the opportunities available in the tourism sector.

A tourism product must be a good purchase. In this regard, marketing is the consistent actions of tourism enterprises aimed at achieving such a goal. Therefore, the following definition of marketing is quite logical and justified.

Marketing in tourism is a system of continuous coordination of the services offered with services that are in demand in the market and which the tourism enterprise is able to offer at a profit for itself and more efficiently than competitors do.

In relation to tourism, there are several components of the marketing mix:

Personnel, their qualifications and training;

Service provision process;

Environment.

The tourism business is unique in the sense that the personnel of enterprises are part of the tourism product. Hospitality and friendliness are the main condition for everyone, and not just specialists in direct customer service. Marketing should be an integral part of the philosophy of the entire organization, and marketing functions should be performed by all employees. A key factor in the competitiveness of a tourism enterprise is measures (events) to mobilize the creative activity of the team.

An important factor in high-quality customer service is the environment - the appearance of the building, office design, furniture, equipment, office equipment, etc. The atmosphere of a product offering (physical environment) is perceived through the senses (vision, hearing, smell, touch) and influences purchasing behavior in four ways:

can serve as a carrier of information for potential consumers;

can serve as a means of attracting customer attention;

can be the bearer of a certain effect (colors, sounds and properties of the surfaces of objects surrounding the client affect his consciousness and encourage him to buy);

can create a certain mood.

To ensure the effectiveness of marketing management, the development of its auxiliary systems is required:

marketing information;

marketing organizations;

marketing control.

Marketing information system ensures the receipt, systematization, evaluation and use of information characterizing the state of the external environment and internal environment of the tourism enterprise. Without objective, relevant, sufficiently complete marketing information, it is impossible to make operational and strategic decisions.

Marketing organization system is aimed at creating an appropriate organizational structure of a tourism enterprise that ensures the implementation of marketing activities.

To constantly monitor the implementation of marketing strategies and programs, a marketing control system.

In practice, the technology for implementing the marketing concept is very flexible. It can change both its structure and the place of individual stages depending on the characteristics of the enterprise, the degree of market development, set goals, objectives and market conditions. However, all these elements are closely interrelated. None of them can be excluded from the system without violating its integrity

Chapter 2. Marketing strategies in the tourism and hospitality industry.

2.1 Strategic marketing in tourism enterprises.

1. Corporate marketing strategies in tourism. Hierarchy of marketing strategic decisions.

The most important goals of any company are: making a profit, ensuring constant growth in turnover and occupying a better competitive position in the market. In marketing, this means increasing sales, increasing market share, and increasing consumer loyalty. It is at the highest level of company management that the foundations of a correct marketing policy are laid, since each specific marketing decision should be considered as a detail of the company’s strategic decisions aimed at achieving overall corporate goals:

determination of the development of the main strategic management zones

choosing directions for further growth

formation of competitive advantages.

These and other marketing decisions made by the company's top management determine at subsequent stages the development of specific products and markets, the entire system of marketing activities, their costs and effectiveness. Strategic marketing decisions represent a method of action to achieve marketing goals, which, in turn, arise from corporate goals.

There are marketing decisions made by an enterprise at three levels:

corporate;

functional;

instrumental.

Corporate marketing decisions determine strategies for interacting with the market and matching the enterprise's potential with its requirements. Marketing decisions at the corporate level determine how best to use enterprise resources to meet market needs. Three groups of strategic marketing decisions at the corporate level can be distinguished.

Portfolio strategies- allow you to quite effectively solve issues of managing various areas of the enterprise’s activities in terms of their place and role in meeting the needs of the market and making investments in each area.

Growth Strategies- provide an opportunity to answer the questions: in what direction should the enterprise develop in order to better meet market requirements? Are there enough internal resources for this or will you need to go for external acquisitions of your activities?

Competitive Strategies- determine how the company can provide competitive advantages in the market in terms of greater attraction of potential consumers and what policy to choose in relation to competitors.

2.Marketing strategies for the development of tourism business.

Marketing practice considers a “portfolio” as a set of business units, usually independent of each other, strategic units of one company.

"Portfolio Analysis" allows you to present in matrix form the results of a study of the areas of activity of the enterprise in order to determine their subsequent growth and increase the profitability of its strategic units. At the same time, production growth is determined by the development of demand and sales, which leads to a reduction in resource costs per unit of production.

"Portfolio Strategies" - methods of distributing limited resources between business units of an enterprise using criteria for the attractiveness of market segments and the potential capabilities of each business unit. Management of enterprise resources based on the choice of economic directions of market activity is carried out using the BCG matrix and the McKinsey matrix.

3. Marketing strategies focused on the growth of the tourism company.

Enterprise growth- manifestation of the types of his business activity, which can be based on three growth opportunities:

organic growth, i.e. intensive development using our own resources

acquisition of other businesses or integrated development;

diversification - moving into other areas of activity.

Growth strategies are models for managing an enterprise by selecting the types of its business activities, taking into account internal and external opportunities.

Growth is controlled using:

Ansoff matrices

external acquisition matrices;

new BCG matrix.

Ansoff matrix. This matrix is ​​a tool for classifying products and markets depending on the degree of uncertainty in the prospects for selling a product or the ability of a given product to penetrate a given market. It is known that it is much more difficult to sell completely new products than well-known products, and it is also easier to sell an existing range of products to categories of consumers close to those who have already purchased them than to develop new markets.

Each strategic quadrant determines the direction of the enterprise's marketing efforts: Marketing strategy concept and essence Abstract >> Marketing

Special marketing methods. Main stages of development marketing strategies And their consistency, ... socio-psychological peculiarities buyers and sellers, their motivation for..., Siberian regions Visiting tourism: formation and implementation on...

Marketing research in tourism (1)

Abstract >> Marketing

... their interests. TO features conducting this type of research in tourism include the following: the need for marketing... . List of used literature 1. Afanasyev M.P. Marketing: strategy and firm practice. M.: Finstatinform, 2005. 2. ...

Development strategy of the travel agency "White Elephant"

But the formation of a certain corporate culture in a travel agency is not enough. In order to occupy a leading position and stay afloat, a travel agency needs a development strategy that does not contradict the corporate culture, but is closely related to it.

The state also currently regulates the relationship between a travel agency and the buyer of its services. Now there are more than 80 documents controlling the activities of any travel agency. Therefore, travel companies must know the most important laws and regulations.

The most important document is the federal law “On the Fundamentals of Tourism Activities”. This Federal Law defines the principles of state policy aimed at establishing the legal foundations of a single tourism market in the Russian Federation, and regulates relations arising in the exercise of the rights of citizens of the Russian Federation, foreign citizens and stateless persons to rest, freedom of movement and other rights when traveling, and also determines the procedure for the rational use of tourism resources of the Russian Federation.

What is the development strategy of the White Elephant travel agency? “White Elephant” has existed in the Khabarovsk service market for more than 5 years, and during this time this travel company has developed its own strategy that fully suits it and the requirements of the legislation of the Russian Federation.

To select a strategy, one of the leading theorists and specialists in the field of strategic management, M. Porter, was taken as a basis. He believes that there are three main approaches to strategy development:

• 1. Leadership strategy through cost savings. This basic strategy is typical for firms or SBAs that have broad market coverage by offering a standard product at a relatively low price. This strategy is based on high productivity and low production costs. These advantages may come from economies of scale, high technology, or advantageous access to raw materials.
• 2. Differentiation strategy. According to Porter, means that a firm seeks to give a product unique properties that may be important to the buyer and that distinguish the product from competitors' offerings. Thanks to the distinctive features of the product and its uniqueness, the company receives significant competitive advantages. Differentiation may lie not only in the qualities of the product itself, but also in the image, brand, methods of delivery of goods, after-sales service and other parameters. Typically, differentiation strategies come with higher production and distribution costs. Despite this, firms using this strategy make a profit due to the fact that the market is willing to accept a higher price. This strategy requires greater marketing costs compared to the cost leadership strategy, as it is associated with the need for greater efforts to promote the product and explain its distinctive features to consumers.
• 3. Specialization (focusing) strategy. Using this strategy, a company seeks to focus on one segment or small group of customers and serve it (them) better and more efficiently than its competitors. There are two types of focusing strategy. Within a chosen segment, a firm seeks to achieve advantages either through low costs or through differentiation.

Initially, the head of the White Elephant was going to create a travel agency for renting Thai real estate, but due to low demand for this service, various tours were additionally included.

To create the strategy, the main goals were initially identified.

• 1. Goals in the field of service and maintenance:
  • - Improving the quality and speed of the service provision process
  • - Constant expansion of the existing material and technical base of the enterprise.
  • - Constant updating and development of the range of services, designed to create the most comfortable relaxation conditions for clients
  • - Search for unique solutions for each problem.
• 2. Marketing goals:
  • - Constant research of the market environment, identifying current market needs.
• 2. Quality goals:
  • - The priority activity of the resort is to ensure a continuous process of improving the quality of the services offered.
• 3. Innovation goals:
  • - Ensuring a continuous innovation process, the result of which is new services and solutions with high market novelty.

Based on these goals, the White Elephant travel agency created a development strategy. At first glance, it may seem that executing a strategy is all or almost the same as the “regular” activity of implementing a plan. It may seem that once the company's strategy has been defined, then the routine work of its implementation should begin, which is very far from strategic management. And therefore, at the stage of strategy execution there is no place for anything special that can be characterized as a component of strategic management. In fact, there is a great misconception in such reasoning. Strategic management has a very important place in the process of functioning of an organization in the implementation of its chosen strategy, since it is at this stage that the conditions for the implementation of the strategy are formed. This is primarily the content of what is commonly called in strategic management the stage of strategy implementation.

In other words, strategy implementation is not the process of implementing the strategy, but the creation of conditions for its implementation and for the company to achieve its goals. This is the implementation of strategic changes in the organization, transferring it to a state in which the organization will be prepared to implement the strategy.

It may seem that if the strategy was chosen correctly and the necessary conditions for its implementation were created, then further at the stage of its implementation no serious difficulties and problems should arise. Perhaps this would be so if the external and internal environment of the organization were constant or completely predictable. In fact, business operates in a very volatile environment. Therefore, management faces the very serious task of monitoring how well the organization is moving towards its goals, as well as determining whether it will be able to achieve them, and if not, what it should change in its behavior.

In order for the strategic control system to be effective, the White Elephant travel agency created a number of requirements. The most significant requirements for information coming from the control system are the following:

• * information must be received in a timely manner so that the necessary decisions can be made to adjust the strategy;
• * information must contain correct data that adequately reflects the state of controlled processes;
• * the information must indicate the exact time it was received and the exact time to which it relates.

The strategic control system includes four main elements. The first is the establishment of the indicators by which the implementation of the strategy will be assessed. Typically, these indicators are directly related to the strategy that the organization is implementing. It is believed that there are several well-defined groups of indicators by which the state of the organization is recorded. These groups of indicators are:

• * performance indicators;
• * indicators of the use of human resources;
• * indicators characterizing the state of the external environment;
• * indicators characterizing intra-organizational processes.

Having tracked all these changes, the travel agency makes appropriate adjustments or leaves the previous system unchanged.

1. Approve the attached Strategy for the development of tourism in the Russian Federation for the period until 2020 (hereinafter referred to as the Strategy).

2. Federal executive authorities shall be guided by the provisions of the Strategy when developing federal target programs and other program documents.

4. Ministry of Culture of Russia:

Together with interested federal executive authorities, submit to the Government of the Russian Federation a draft action plan for the implementation of the Strategy within 3 months;

Ensure control over the implementation of the provisions of the Strategy when agreeing on federal target programs and other program documents.

Chairman of the Government
Russian Federation
D.Medvedev

Note ed.: the text of the order was published on the official Internet portal of legal information http://www.pravo.gov.ru, 06/09/2014.

Strategy for the development of tourism in the Russian Federation for the period until 2020

I. General provisions

Currently, in the Russian Federation, much attention is paid to state policy in the field of domestic and inbound tourism.

In the Concept of long-term socio-economic development of the Russian Federation for the period until 2020, approved by order of the Government of the Russian Federation of November 17, 2008 N 1662-r, tourism is considered as an essential component of the innovative development of our country, and the main goals, objectives, and principles are defined and directions of state policy in the field of tourism.

In accordance with the list of instructions of the President of the Russian Federation on the development of inbound and domestic tourism in the Russian Federation dated July 30, 2013 N Pr-1814, a Strategy for the development of tourism in the Russian Federation for the period until 2020 (hereinafter referred to as the Strategy) has been developed, which is based on the following priorities of sustainable development reflected in the National Security Strategy of the Russian Federation until 2020, approved by Decree of the President of the Russian Federation of May 12, 2009 N 537:

Improving the quality of life of Russian citizens by guaranteeing personal safety, as well as high standards of life support;
economic growth, which is achieved primarily through the development of a national innovation system and investment in human capital;
science, technology, education, healthcare and culture, which are developed by strengthening the role of the state and improving public-private partnerships;
ecology of living systems and rational use of natural resources, the maintenance of which is achieved through balanced consumption, the development of advanced technologies and the expedient reproduction of the country’s natural resource potential;
strategic stability and equal strategic partnership, which are strengthened on the basis of Russia’s active participation in the development of a multipolar world order model.

The development of tourism is of great importance for the state as a whole, the constituent entities of the Russian Federation and municipalities. Russia has enormous potential for the development of domestic and inbound tourism. The development and maximum implementation of such tourism is the main objective of the Strategy.

A lot of work has been done in the field of tourism development. Such promising areas as the Far East, Sakhalin, the Kuril Islands, the Urals, the North of Russia, etc. have become more accessible to foreign tourists. Nizhny Novgorod, Samara and other territories. International industry exhibitions and forums on various types of tourism that are promising for Russia are regularly held, professional educational standards have been created, and work is also underway to create a positive image of the country in the field of tourism. A lot of work has been done to organize the XXII Olympic Winter Games and XI Paralympic Winter Games in 2014 in Sochi. Thus, we can say that the tourism sector has been constantly developing in recent years. Currently, the task is to maintain the achieved results, improve the quality aspects of the organization of tourism programs and create conditions for maximizing the positive social effect from the development of tourism in the country.

In addition, new challenges face the tourism services sector in connection with the entry into the Russian Federation of new entities - the Republic of Crimea and the city of Sevastopol. Today the task is to integrate these constituent entities of the Russian Federation into the tourism management system of the Russian Federation, mitigate the negative effects of the transition period and ensure the development of tourism, as well as improve the quality of life of the population of the Republic of Crimea and the city of Sevastopol. Traditionally popular holiday destinations for Russians in the Republic of Crimea increase the attractiveness of domestic tourism, which imposes additional responsibility on executive authorities in the field of tourism for the quality of services and tourist infrastructure, the safety of tourists, the provision of jobs and the contribution of tourism to the budget of the Russian Federation.

Tourism is considered as a source of financial income for the budgets of the budget system of the Russian Federation, a means of increasing employment and the quality of life of the population, a way to maintain the health of citizens, the basis for the development of the socio-cultural environment and the education of patriotism, as well as a powerful tool for education and the formation of a moral platform for the development of civil society. In 2002 - 2005, the Russian Federation implemented the Concept of Tourism Development in the Russian Federation for the period until 2005, approved by Decree of the Government of the Russian Federation dated July 11, 2002 N 954-r.

Within the framework of the federal target program "South of Russia (2014 - 2020)", approved by Decree of the Government of the Russian Federation of December 26, 2013 N 1297 "On the federal target program "South of Russia (2014 - 2020)", at the first stage of its implementation (2014 - 2016) it is planned to implement measures to commission capital construction projects in the tourism sector, the construction of which was carried out within the framework of the implementation of the federal target program "South of Russia (2008 - 2013)", approved by the Decree of the Government of the Russian Federation of January 14, 2008. N 10 "On the federal target program "South of Russia (2008 - 2013)", and the federal target program "Socio-economic development of the Chechen Republic for 2008 - 2012", approved by Decree of the Government of the Russian Federation of July 15, 2008 N 537 " On the federal target program "Socio-economic development of the Chechen Republic for 2008 - 2012", and it is also planned to implement measures for the construction of external infrastructure facilities of the North Caucasus tourist cluster and the development of the Caucasian Mineral Waters region.

Target indicators for the development of tourism in the Russian Federation for the period until 2015 correlate with the forecast for the development of world tourism of the World Travel and Tourism Council made in 2004, while in 2013 the World Tourism Organization of the United Nations updated its forecasts and calculated updated development guidelines tourism until 2030, which indicates a decrease in growth rates.

Within the framework of the Strategy for Innovative Development of the Russian Federation for the period until 2020, approved by Decree of the Government of the Russian Federation of December 8, 2011 N 2227-r, and state programs of the Russian Federation, measures are envisaged in the field of tourism, which faces the following tasks: consolidation and retention of achieved results; reorientation of part of Russian consumer demand towards domestic tourism;

Attracting foreign tourists;
implementation of the strategic role of tourism in spiritual development, instilling patriotism and education;
ensuring an increase in the quality of life of the population.

The strategy is an integral part of the Concept of long-term socio-economic development of the Russian Federation for the period until 2020, approved by order of the Government of the Russian Federation dated November 17, 2008 N 1662-r, and fully correlates with the objectives of the state program of the Russian Federation "Development of Culture and Tourism" for 2013 - 2020, and also continues to implement events planned in previous years in the field of tourism. The strategy fully takes into account global trends and the current state of the industry in the context of current and future tasks of public administration in the field of economics, culture, work with children and youth, social security of citizens, physical culture and sports, education, employment promotion and conservation of natural, cultural and historical resources our country. In accordance with the provisions of the Strategy, it is necessary to develop an action plan for its implementation.

The strategy lays the foundation for understanding the long-term challenges facing the industry and is a tool for forming work plans for executive authorities and tourism business participants at all levels, as well as guiding citizens’ entrepreneurial initiatives in the field of tourism.

II. Current state and trends in the development of tourism in the world

The Russian Federation today occupies a strong position in the international tourism market. In 2012, Russia entered the top 10 countries in terms of the number of arrivals of foreign citizens, reporting a serious growth rate for this indicator (13 percent). Our country accounted for 4.8 percent of the total tourist flow in the world in 2012. At the same time, citizens of the Russian Federation continue to form an active outbound tourist flow. In 2012, our country ranked 5th in terms of tourist spending.

In the assessments of the World Tourism Organization of the United Nations, the geographical division of the world into enlarged regions and subregions is accepted. In accordance with this classification, the Russian Federation belongs to the group of countries of Central and Eastern Europe, which also includes most of the CIS countries, the Czech Republic, Hungary, Poland, Bulgaria, Slovakia and Romania.

The Asia-Pacific region recorded the fastest growth in tourist arrivals (7 percent), followed by Africa (6 percent) and North and South America (5 percent). International tourist arrivals in Europe, the world's most visited region, increased by 3 percent. The Middle East, whose number of international tourist arrivals has decreased by 5 percent, has still not been able to overcome the negative trends associated with political and military instability in the region.

According to the World Tourism Organization of the United Nations, in the Russian Federation the increase in the number of arrivals of foreign citizens in 2010 was 4.4 percent, in 2011 - 11.9 percent, in 2012 - 13 percent. At the same time, the volume of tourism receipts in 2010 amounted to 8.83 billion US dollars, in 2011 - 11.328 billion US dollars and in 2012 - 10.759 billion US dollars. The decrease in income in 2012 compared to 2011, with a clear increase in tourist flows, is a dangerous factor, which indicates that the country’s economy is not using favorable trends effectively.

Data from the UN World Tourism Organization shows that tourists have a clear preference for routes within their own region, with 4 out of 5 tourist arrivals worldwide occurring within a single region. More than half of the arrivals (52 percent) were for leisure and leisure purposes, about 14 percent for business and professional purposes, 27 percent for other purposes, including visiting friends and relatives, religious reasons, for pilgrimage purposes, for health promotion and treatment, etc.

There is a growing importance of air transport for tourist travel (52 percent of international arrivals) and the car or bus among land transport modes used for travel (40 percent of land arrivals).

The Russian Federation is a country that has shown an impressive increase in citizens' spending on tourism abroad in recent years (by 30 percent in 2012). While the growth in spending in countries that are traditional sources of tourist flow can be called moderate and slow (USA 7 percent, Germany and Canada 6 percent, UK 4 percent, Australia 3 percent and Japan 2 percent), France and Italy showed a decrease in spending on international tourism . All this indicates increased price competition in the international tourism market and an upcoming reorientation to other sources of consumer demand.

According to the UN World Tourism Organization, the number of international tourist arrivals in the first half of 2013 increased by 5 percent compared to the same period in 2012, reaching almost 500 million tourist arrivals. This figure exceeded the forecast at the beginning of the year (growth of 3 - 4 percent). The strongest growth in this indicator in 2013 is projected in the Asia-Pacific region (5 - 6 percent), Africa (4 - 6 percent), North America and South America (3 - 4 percent), Europe (2 - 3 percent) and Middle East (up to 5 percent).

Outbound markets from growing economies continue to drive growth in international tourism. In the first half of 2013, China and Russia were the leaders in terms of growth in tourism spending among the 10 largest donors of tourist flow in the world. Among the countries outside the top ten, Brazil regained its position, growing by 15 percent after a more moderate performance in 2012.

In terms of tourist spending, Canada and France, the United States of America, Germany and the United Kingdom, as well as Japan, Australia and Italy were in the lead.

The Strategy takes into account the main opportunities and threats for the development of inbound and domestic tourism in the Russian Federation. The positive trends in the development of international tourism for Russia are the following:

The Russian Federation has demonstrated high rates of growth in incoming flows in recent years and is among the top ten leaders in receiving foreign citizens;

In the near future, the growth in the number of tourist arrivals will continue, although its pace will decrease;

The forecast for the growth of tourist spending shows that, despite the unfavorable economic situation in a number of countries, tourists do not reduce the level of their spending and this trend will continue in the next decade;

The countries neighboring the Russian Federation in the Asia-Pacific region show the greatest increase in outbound activity, while the main donors of tourist flows remain the developed countries of Western Europe;

As a result of growing political instability in the world, many countries in the Middle East are no longer an attractive tourist destination, including for Russians;

The number of tourist trips by residents from countries with an unstable political situation is growing, which creates an opportunity to strengthen the competitiveness of Russian tourism products in the domestic and international tourism markets;

There is a growing interest in cultural, educational and nature-oriented tourism in the world, which makes the Russian Federation the most attractive tourist destination for Russian and foreign tourists;

Tourism has become an essential need of modern man, which an experienced traveler cannot refuse even as a result of the influence of economic or political threats.

At the same time, it is necessary to take into account the following negative trends for the Russian Federation in the development of international tourism:

The Russian Federation is one of the largest donors of tourist flow in the world;
despite the double-digit growth rate of foreigners entering the Russian Federation, the domestic economy cannot effectively use the favorable trend and earns almost 5 times less from tourism than other countries with similar growth rates of incoming tourist flows;
international event events that attract incoming tourists to the Russian Federation do not fully fulfill the task of attracting Russian tourists and maximizing the economic effect of their holding;
threats to the safety of tourists in traditional destinations of mass tourism for Russians are increasing as a result of political, man-made and natural environmental factors;
Growing competition in the field of international tourism makes the tourism industry low-profit, and the domestic tourism product of the Russian Federation uncompetitive in price.

In addition, it should be noted that the ongoing process of world globalization and the simplification of visa formalities for Russian citizens is removing administrative barriers that partially ensure the artificial competitiveness of the domestic tourism product in the domestic market. Russians are accustomed to traveling around the world and highly value the level of service, are willing to spend significant amounts of money on vacation and are sophisticated and demanding tourists. This dictates the need to modernize the material and technical base, use advanced innovative technologies in the field of tourism and adapt the tourism product according to the needs of modern Russian and foreign consumers. All these trends must be taken into account when developing plans for the development of tourism in the Russian Federation.

III. The current state of the tourism sector in the Russian Federation

A study of the current state of tourism in the Russian Federation allows us to draw conclusions about positive dynamics in the development of this area. There is an increase in domestic and inbound tourist flows. For example, the Russian Federation's expenditures on international tourism in 2011 amounted to 32.9 billion US dollars, in 2012 - 42.8 billion US dollars.

In total, in 2012, Russians made 47,813 thousand trips abroad, which is 9.3 percent more than in 2011. For the purpose of tourism, Russians traveled abroad 15,332.1 thousand times, an increase of only 5.8 percent.

The main reasons for such indicators can be considered a reduction in the number of offers of low-budget tours, the tension of the international political situation and a series of high-profile scandals with the ruin of large tour operators.

The composition of the 10 most popular travel destinations for Russians has remained unchanged over the past 5 years. The ranking is still headed by Turkey (2516.1 thousand tourist arrivals from Russia in 2012). The dynamics of the tourist flow from Russia to this country is worsening every year. In 2010, the growth of incoming tourist flow was 20.5 percent, in 2011 - 13.3 percent, and in 2012, entry into Turkey decreased by 6.2 percent. The main reason is the rise in prices and the fact that this destination is less and less surprising to Russian tourists with the novelty of its impressions. Today, Greece and Spain compete most intensely with each other for the tourist flow from Russia. Traditionally, the second most popular destination among Russian tourists is Egypt. At the end of 2012, the flow of Russian tourists to Egypt amounted to 1906.6 thousand trips, which is 31.2 percent more than in 2011, when, as a result of political upheavals, this destination lost 34 percent of the tourist flow from Russia. However, renewed unrest in 2013 significantly reduces the number of Russians willing to travel to this country on vacation. The loss of the traditional budget holiday destination for Russians in Egypt has increased the strength of the tourist flow to Turkey, despite rising prices.

Tunisia has been actively restoring the tourist flow for several years, but has also suffered as a result of political instability. Japan managed to return the Russian tourist flow in 2012. After the tragic events in March 2011, entry into this country from Russia fell by 50 percent. In 2012, Russians made almost 25 thousand trips to Japan, which is slightly less than in 2010, an increase of 89 percent.

The tourist flow to Thailand has increased (4th place in popularity among Russian tourists). Spain also showed positive changes, including due to a loyal visa policy, Germany (1.5 percent growth), Greece (12.7 percent), the United Arab Emirates (39.2 percent), Italy (at the 2011 level). Traditionally, Russians actively visit Finland and the Baltic states.

According to Rosstat, in 2012 there were 10,773 travel companies operating on the Russian market, of which 4,685 companies are in the unified federal register of tour operators. The majority of tour operators (59 percent) operate in the international outbound tourism segment, 40 percent in the domestic market, and just over 12 percent in the international inbound sector.

The largest increase in the rate of entry into Russia for tourism purposes in 2012 was shown by China. In connection with the year of Russian tourism in the People's Republic of China and the year of Chinese tourism in the Russian Federation, the growth of tourist flows from China amounted to 47 percent. It should be noted that the entry of Turkish citizens has increased by 25 percent as a response to the simplification of visa formalities. Western European countries - France, Germany and the UK are showing a moderate increase in the number of tourist arrivals at the level of 5 - 8 percent. Members of the European Union, affected by the economic crisis, have significantly reduced tourist travel. Thus, Spain shows a decline in tourist flow by 30 percent, Italy - by 5 percent, Greece - by 15 percent and Cyprus - by 47 percent. The tourist flow from the Nordic countries has also decreased. Japan, on the other hand, is demonstrating a significant increase in tourist flows to Russia (18 percent, or 44.67 thousand arrivals).

The abolition of visas for tourists from Thailand and Turkey has yielded positive results. If previously Turkish citizens traveled to Russia mainly as part of corporate groups, now the number of individual trips on weekends in the cities is growing. Moscow, St. Petersburg and Kazan for various cultural events. This incoming flow is characterized by low seasonal differentiation of indicators, that is, guests come throughout the year, which is important for uniform loading of tourism infrastructure enterprises.

Also, the increase in tourist flow can be attributed to the active and competent promotion of Russia as a tourist destination in international markets, including at the world's largest exhibitions.

Host Russian tour operators nevertheless experience significant problems with serving foreign tourists. The most common complaint is about high domestic prices. For many Europeans, Russia today is too expensive a destination, and tourists from developing countries and the Pacific region are not deterred by such prices. This is also facilitated by the high degree of stratification of the population of these countries by income level. Those tourists who decide to go see Europe, and also visit Russia or the Baltic countries along the way, are ready to pay for tourist services.

Unfortunately, high domestic prices are in many ways an obstacle to the growth in the number of trips by Russians themselves within the country. In many ways, the high cost of traveling in Russia is due to the high cost of transport services. At the same time, the cost of travel by rail is equal to or even exceeds the cost of flights on domestic airlines.

Another problem of incoming tourism is the insufficiently comfortable tourist information environment, this concerns tourist navigation signs, the lack and fragmentation of information resources about tourist programs of Russian regions, the inconvenient work schedule of many tourist attractions (the presence of sanitary days, short working hours, inconsistency with the prevailing rhythm of arrival of foreign citizens for tourist purposes by day of the week), the impossibility of pre-booking and purchasing tickets to museums through the Internet information and telecommunications network.

The third most frequently cited problem in the growth of incoming tourist flows is the lack of available hotels and similar accommodation facilities.

Stimulating the development of tourism infrastructure at the regional level is carried out within the framework of the federal target program "Development of domestic and inbound tourism in the Russian Federation (2011 - 2018)", approved by Decree of the Government of the Russian Federation of August 2, 2011 N 644 "On the federal target program "Development domestic and inbound tourism in the Russian Federation (2011 - 2018)".

If we talk about the geography of inbound tourism, the undisputed leaders remain traditional tourist centers, such as the cities. Moscow, St. Petersburg, Kazan and the cities of the Golden Ring. Foreign tourists are also very interested in the natural attractions of Lake Baikal, Siberia and the Far East, however, in this region too, high transport tariffs and the duration of the entire tourist program, which also leads to an increase in the cost of the tour, have a negative impact.

In addition, it is necessary to note the positive impact on the development of tourism in the Russian Federation of such major sporting events as the XXII Olympic Winter Games and the XI Paralympic Winter Games 2014 in Sochi, the XXVII World Summer Universiade 2013 in Kazan. Russia will host no less significant events - the 2017 FIFA Confederations Cup, the 2018 FIFA World Cup and the 29th World Winter Universiade 2019 in Krasnoyarsk. Event tourism allows not only to strengthen the country’s image in the international arena as an open and hospitable state, but also creates an impetus for the development of tourism infrastructure that will serve for many years, attracting new tourist flows to the region.

As of the end of 2012, there were 1,250 sanatoriums and boarding houses with treatment in Russia with a total capacity of 342 thousand beds. The number of hotels and similar accommodation facilities in the country in 2012 increased by 10.8 percent and amounted to 9,316 units with a total capacity of 617.8 thousand beds. The length of public roads with hard surfaces increased from 728 thousand km in 2011 to 928 thousand km in 2012. The turnover of public catering enterprises is growing annually by approximately 6 percent; in 2012 it reached 1019.3 billion rubles.

All cultural institutions show positive dynamics. In total, there are 2,631 museums in the Russian Federation, including 108 museum-reserves (as of 2011). Museum visits, which fell sharply in 2009, are increasing annually at a modest rate of about 4 percent per year. It should be noted that the growth rate and absolute indicators of individual visits to museums exceed the indicators of the number of tourists from excursion groups. This suggests that museums should largely focus on individual visitors, developing the interactive component of the exhibition. On the other hand, this shows the existing growth potential of excursion services.

It is necessary to pay attention to the fact that significant changes are also occurring with the characteristics of consumers of cultural enterprises and tourism services in general. The needs of the target audience of cultural institutions and the tourism sector have changed significantly, and the target audience itself has increased in size due to the expansion of parameters such as age, professional status and place of residence. The cultural and educational level of the target audience has increased, the vast majority of which are active Internet users. Moreover, close attention should be paid to a significant decrease in the age of representatives of the target audience with a sharp increase in their level of education and mobility.

It is necessary to provide potential Russian and foreign tourists with the opportunity to consume tourism services in a convenient, dynamic and modern information environment, including:

Create conditions for centralization and unification of information resources of the Internet information and telecommunications network for searching tours in Russia;
provide a transparent system for assessing the quality of tourism services offered, including through a classification system and mandatory certification;
provide the opportunity to partially familiarize yourself with museum exhibitions, attractions, the natural world, and tourist routes online (visualization technologies, virtual excursions, videos, photographs);
create conditions for pre-booking and payment for all types of tourist services by individual tourists and organizations;
provide all the necessary information for amateur tourists - transport schedules, area maps, guidebooks, rules of conduct, operating hours of tourist facilities, etc.

The number of visits to specially protected natural areas of federal significance, which include the most valuable natural complexes and objects in the Russian Federation, increases every year. The basis of the federal system of specially protected natural areas consists of 102 state natural reserves, 47 national parks and 69 state natural reserves of federal significance.

One of the main tasks of specially protected natural areas is the development of educational tourism. According to the Concept for the development of a system of specially protected natural areas of federal significance for the period until 2020, approved by Decree of the Government of the Russian Federation dated December 22, 2011 N 2322-r, educational tourism is defined as one of the special types of ecological tourism, the main purpose of which is to get acquainted with natural and cultural attractions.

In order to develop educational (ecological) tourism in specially protected natural areas, in accordance with the Concept for the development of a system of specially protected natural areas of federal significance for the period until 2020, the following is carried out:

Development of complex excursion programs for various categories of visitors, including organizing demonstrations of wild animals in the natural environment;
arrangement of ecological trails and tourist routes, observation platforms and places for observing wild animals;
creation and modernization of museums and visitor information centers;
The maximum permissible loads are assessed and ways to minimize the negative impact of tourism development on natural ecological systems are determined.

Possessing unique display objects, both natural and cultural-historical, specially protected natural areas can become the basis for the formation of large tourist centers. At the same time, taking into account world experience, the corresponding tourist infrastructure (hotel complexes, etc.) should primarily be located in areas adjacent to specially protected natural areas, not burdened with restrictions associated with the special protection regime.

An analysis of the current state and strategic directions for the development of tourism in the Russian Federation must be carried out taking into account regional differences in the degree of provision with tourist resources and the structure of the economy of the constituent entities of the Russian Federation. The generalized result of the analysis is given by federal district.

The Central Federal District is the center of cultural, educational and business tourism in the country. A number of constituent entities of the Russian Federation that are part of the district have ample opportunities for the development of rural and ecological tourism.

The infrastructure of the Central Federal District can be described as highly developed, which includes almost the entire range of services provided in the tourism industry. The historical and cultural features of some regions of the northeastern part of the district determine the high rate of tourism development and contribute to the active growth of the hotel real estate market and shopping and entertainment infrastructure. As part of the "Golden Ring of Russia" project, the construction and reconstruction of hotels is actively underway in the northeast of the Central Federal District. However, despite this, the Central Federal District is experiencing a shortage of hotels and other tourist and recreational facilities of various classes. As of the end of 2012, there were 1,588 hotels and similar accommodation facilities in the district (17 percent of the total for the Russian Federation), in which 23.4 million overnight stays were made in 2012 (more than 30 percent of this figure for the Russian Federation).

In addition to cultural and educational tourism, the most promising for development in the Central Federal District are business, pilgrimage, event, cruise and yachting, environmental, rural and active tourism.

The main regions of visit for cultural and educational purposes are Moscow, Vladimir, Kostroma, Moscow, Tver, Tula and Yaroslavl regions. And one of the most popular interregional tourist excursion routes through ancient historical cities is the Golden Ring of Russia. Tours and excursions along the Golden Ring of Russia are in demand at any time of the year, and the sights of the historical cities included in this route are of constant interest.

Pilgrimage tourism is actively developing. Popular routes to Orthodox monasteries in the Vladimir, Voronezh, Kaluga, Kostroma, Moscow, Ryazan, Tver, Yaroslavl and Smolensk regions.

Among the events that attract tourists to the Central Federal District, it is necessary to note the Moscow International Film Festival, various ethnic holidays, as well as major international sporting competitions (Kremlin Cup tennis, hockey tournaments and football matches).

Cruise tourism is developed in Moscow, Ivanovo, Kostroma, Moscow and Yaroslavl regions. However, this type of tourism is highly seasonal (from May to October).

Interest in water recreation in Russia is constantly growing, more and more people are interested in boats and yachts. Many regattas and single races are held annually for vessels of various classes. In the Central Federal District, the most popular reservoirs for yachting are the Klyazminskoye, Pestovskoye, Pyalovskoye, Ivankovskoye, Rybinsk and Gorky reservoirs, as well as the waters of the Moscow River. There are many yacht clubs in the Moscow region, mainly on reservoirs connected by the Moscow Canal. 80 percent of yachting is concentrated here, the further development of which is beginning to be hampered by the small size of the reservoirs and congestion of the waterways.

Ski tourism for beginner skiers is actively developing in the Central Federal District, as well as rural tourism in some constituent entities of the Russian Federation (Vladimir, Ivanovo, Moscow, Tver, Tula and Yaroslavl regions).

On the territory of the Central Federal District there are 12 state nature reserves, 7 national parks and 9 state nature reserves of federal significance, ensuring the conservation of biological diversity and having significant potential in the development of eco-tourism. The development of their infrastructure (development of ecological trails and routes, museums and visitor centers) will contribute to the creation of new tourist routes in the region.

The potential of the Central Federal District for the development of tourism is enormous, but at the same time there are a number of limiting factors, including a high degree of deterioration of the tourism infrastructure. The solution to a significant part of the existing problems is possible within the framework of the implementation of large investment projects in the tourism and recreational sector, aimed at improving transport and utility infrastructure, developing personnel and information policies, and developing mechanisms for stimulating entrepreneurial activity in the tourism sector.

At the same time, each subject of the Russian Federation has identified its own points of tourism growth. Thus, the development of the tourism sector of the economy of the Belgorod region has great prospects. An interregional tourism cluster is being formed in the Belgorod region, within which cooperation between tourism organizations, educational institutions, regional entrepreneurship support funds and other organizations is developing. Work is underway on projects financed from the budget of the constituent entity of the Russian Federation and the municipal budget, these include the creation of a tourist and recreational complex on the basis of the architectural monument "Estate complex of the palace type of the Yusupov princes", the tourist and recreational cluster "Klyuchi" and the combined recreational zone "Zoo "Yaruga" zone.

The geographical location of the Bryansk region will contribute to the further development of international cross-border tourism. The tourism potential of the Bryansk region is the construction of memorial complexes located in places of military glory, as well as a wide museum network. Starting from 2014, it is planned to create a tourist and recreational cluster "Elysee Fields".

The sphere of tourism and recreation is one of the most important competitive advantages of the Vladimir region. The development of the regional tourism brand “Small Golden Ring of Russia” continues.

The main direction of development of the tourism and recreational potential of the Voronezh region should be domestic tourism and recreation. Additional directions can be event, business, health resort, educational, medical and family tourism. The Voronezh region is working to improve the tourism infrastructure at several large construction sites at once with the attraction of private investment, including the construction of hotels of various classes of service, including those belonging to international hotel chains, the construction of multifunctional road service zones located on a section of the M-4 Don highway. on the territory of the Voronezh region. In 2014 - 2015, in the Voronezh State Natural Biosphere Reserve, the installation of interactive museum and exhibition expositions is being completed, including an interactive children's center dedicated to the beaver, and a unique project “Life behind glass”, which will allow real-time observation of the movement of beavers in huts , including underwater.

In the Ivanovo region, since 2011, a project has been implemented to create a tourist and recreational cluster "Ples", and it is also planned to develop a system of sports and health tourism, including the construction of tourist centers with sports infrastructure for inexpensive family holidays. In addition, the Ivanovo region is actively developing cruise tourism, so most investments are made in the creation of objects related to such tourism and interesting to visitors to the region.

The Nikola-Lenivets tourist and recreational cluster is being implemented in the Kaluga region. Facilities of sanatorium, health, cultural and educational purposes in the field of tourism in the Kaluga region contribute to the formation of additional tourist flows. Military memorial and excursion and educational tourist routes pass through the territory of the Ugra National Park.

An investment project is being implemented on the territory of the Kostroma region to create a tourist and recreational cluster “Vault of Kostroma Land”. The project of the tourist complex "Romanov Ples" is under construction. A project has been developed for the planning and creation of tourist infrastructure for the Sumarokovskaya moose farm. The implementation of a major project has begun to create a cultural and exhibition complex located in the center of Kostroma - the “Museum Compound”.

The central position of the Kursk region in the European part of Russia allows its territory to be used for transit tourism, including automobile tourism. The main directions for the development of the tourism and recreational industry in the Kursk region are the development of tourism business infrastructure, as well as the creation and promotion of an integral brand of the Kursk region.

Since 2011, the Lipetsk region has been implementing investment projects - the Yelets tourist and recreational cluster and the Zadonshchina autotourist cluster. In the special economic zone in Zadonsk, construction of a cultural and entertainment center has begun, and work continues on the construction of cottage-hotel and health-improving complexes.

The main center of culture and tourism in the Central Federal District is Moscow.

In the Moscow region, the formation of tourist and recreational centers and resort areas continues. New centers of tourist and recreational services are developing in the peripheral parts of the Moscow region, mainly in the western and northern sectors.

One of the main tasks of tourism development in the Oryol region is the formation of a modern marketing strategy for promoting the existing tourism product in the domestic and international markets. The development of tourism in the Oryol region will be facilitated by the celebration in 2016 of the 450th anniversary of the founding of the city of Oryol. In preparation for the celebration of the city's anniversary, it is planned to carry out a complex of works on the reconstruction, restoration and restoration of historical and cultural heritage sites. On the territory of the Oryol region, 19 investment sites have been allocated for the construction of hotel and entertainment complexes ("Noble Nest", "Rest in Russian Style", "Chernechik", "Oryol Polesie", "V.N. Khitrovo Park Estate", "Panino Farm" ") and the creation of other tourist service areas. Such an active investment policy of the administration will increase the tourist attractiveness of the region for local residents and the population of neighboring regions and reduce the shortage of accommodation places.

Since 2011, the Ryazan region has been implementing the investment project "Creation of the Ryazansky tourist and recreational cluster." In December 2012, the first facility of the Ryazansky tourist and recreational cluster was opened as part of the Okskaya Pearl hotel and entertainment complex - the year-round water park "Gorki" , and in 2013 - the park-hotel "Berega" with 100 rooms. The cluster also included projects for the construction of the entrance zone of the S.A. Yesenin Museum-Reserve and the tourist complex "Fisherman's Village". Significant potential for the development of tourism in the Ryazan region has river tourism along the Oka River.Another promising direction for the development of tourism in the region is business tourism.

The Smolensk region has significant tourism and recreational potential. The natural sites of the region, including the Smolensk Poozerie National Park, are especially attractive for the development of tourism; event-based historical tourism is also promising. The region is implementing a project to create a multifunctional tourist and recreational complex "Vazuza and Yauza Park". The multifunctional tourist and recreational complex will have a wide range of services for the development of sports, health, business and environmental tourism.

Natural diversity and a relatively favorable environmental situation in the Tambov region, especially in rural areas, contribute to the favorable development of the production of organic food and eco-tourism.

In the Tver region there are some of the main tourist sites of Central Russia - the source of the Volga River and Lake Seliger, the Central Forest State Natural Biosphere Reserve with unique flora and fauna, natural karst caves in the western part of the region. The Tver region is implementing several large investment projects that combine a focus on various types of tourism. The creation of tourist clusters "Zavidovo" and "Tver Marina" will contribute to the integrated development of the territory on the banks of the Volga River and the creation of active recreation areas. Since 2014, it is planned to create a tourist and recreational cluster "Verkhnevolzhsky" in the Tver region.

The development of the infrastructure of museum-reserves of federal significance "Yasnaya Polyana", "Polenovo" and "Kulikovo Pole" in the Tula region will contribute to the creation of new tourist routes for the development of cultural and educational tourism. In addition, several large investment projects are planned in the Tula region. Among them are the hotel and tourist complex "Carousel" and the tourist and recreational complex "Velegozh", a recreational park with an environmental focus "Dancing Green".

In 2014, it is planned to implement a major investment project - the creation of the Yaroslavl Seaside tourist and recreational complex. In addition, one of the areas of tourism development in the Yaroslavl region is business and congress tourism.

The result of the implementation of these tourism development activities will be the creation of a modern, technically equipped tourism industry capable of meeting the needs of both Russian and foreign citizens. The comprehensive development of the planned areas will lead to strengthening the material base of tourism, ensuring the comfort of accommodation facilities and expanding the variety of tourist routes.

In the Strategy for the socio-economic development of the Central Federal District for the period until 2020, approved by Decree of the Government of the Russian Federation of September 6, 2011 N 1540-r, tourism is given a significant place; in particular, it is planned to form modern tourist and recreational clusters that meet international requirements for level of infrastructure, material and technical base, service and ensuring the satisfaction of needs for a variety of tourist services. It is planned to create a modern personnel training system for the tourism business and related industries.

The Northwestern Federal District has extensive recreational resources, a rich cultural heritage and has favorable opportunities for the development of the tourism industry, in particular inbound and domestic tourism. The regulatory system plays an important role in the development of the industry. Thus, in March 2009, for foreign citizens arriving for tourism purposes on passenger ferries, a visa-free regime was established for entry and stay in our country for up to 72 hours. The number of ports through which visa-free entry is allowed includes the Big Port of St. Petersburg, the ports of. Kaliningrad and Vyborg. Extending the practice of short-term entry of tourists into the territory of the Russian Federation to passengers at the district’s airports will also contribute to the growth of inbound tourism in the Northwestern Federal District.

The district has a favorable geographical location and has access to several seas. There is an opportunity to implement joint projects with neighboring European countries as part of the promotion of macro-regional tourism products.

The district has a variety of natural features (forests, river and lake systems, unique landscapes and natural monuments, wildlife and fish resources) and phenomena (white nights), socio-cultural and historical sites.

On the territory of the Northwestern Federal District there are 12 state nature reserves, 11 national parks and 10 state nature reserves of federal significance, which have unique resources for the development of cultural, educational and ecological tourism. The national parks “Kenozersky” (Arkhangelsk region) and “Vodlozersky” (Republic of Karelia and Arkhangelsk region) have the greatest potential in attracting tourists, on the territory of which objects of natural and cultural heritage, trades and crafts, and folk traditions are preserved. The national parks "Paanayarvi" (Republic of Karelia) and "Yugyd Va" (Komi Republic), the Polistovsky Nature Reserve (Pskov Region) represent a wide network of routes through untouched natural areas. The Pechoro-Ilychsky Biosphere Reserve with the unique Manpupuper Plateau, the Russian Arctic National Park and the Franz Josef Land federal reserve provide ample opportunities for the development of environmental and cruise tourism in the Arctic.

Availability of qualified personnel and educational institutions for tourism in the cities. St. Petersburg, Kaliningrad, Novgorod, Pskov and Petrozavodsk is also a factor promoting the development of tourism.

The development of tourism in the regions of the Northwestern Federal District based on historical, cultural and natural attractions is a potentially large source of income for the regions, can accelerate their economic development and significantly improve the socio-economic situation in them. This is indicated by the Strategy for the socio-economic development of the Northwestern Federal District for the period until 2020, approved by Order of the Government of the Russian Federation dated November 18, 2011 N 2074-r.

At the present stage, the main efforts to develop tourism are focused on completing the construction of the Sea Passenger Port of St. Petersburg ("Marine Facade"), creating tourist infrastructure facilities, including the tourist and recreational cluster "Pskovsky" (Pskov region) and the tourist and recreational cluster " Nason-gorod" (Vologda region), Finno-Ugric ethnocultural park in the Komi Republic, special economic zone of tourist and recreational type "Russian Lapland" in the Murmansk region, implementation of projects for the preservation and use of cultural heritage, including the Pokrovskaya Tower of the Pskov Kremlin and the Museum Quarter (Pskov Region), Mon Repos Park and the Station Warden's House (Leningrad Region), Rurik's Settlement and the White Tower (Novgorod Region), as well as on the development of the project "Veliky Ustyug - the birthplace of Father Frost" (Vologda Region), the creation of a tourist recreational cluster "Old Ladoga" (Leningrad region).

It is planned to create tourist and recreational clusters in the Kaliningrad region and the Ustyany tourist and recreational cluster in the Arkhangelsk region.

The efforts of the executive authorities of the constituent entities of the Northwestern Federal District in the field of tourism and tourism organizations located in the district are also aimed at the active formation of interregional tourism programs of several regions and joint international tourism programs with neighboring European countries.

The Southern Federal District ranks first in terms of scale, level and pace of development of the sanatorium-resort and tourism sectors. The emerging sports, recreational, transport and infrastructure Sochi Olympic Complex in recent years has become a catalyst for the socio-economic development of the Krasnodar Territory and the entire Southern Federal District. At the same time, there is significant regional heterogeneity in the Southern Federal District, which is objectively divided into 2 parts (Azov-Black Sea and Volga-Caspian). The Azov-Black Sea region of the Southern Federal District, which includes the Krasnodar Territory, the Republic of Adygea and the Rostov Region, is distinguished by the most favorable natural and climatic conditions and increased attractiveness for tourists.

The wealth, diversity and attractiveness of recreational resources, significant natural-climatic, historical and socio-cultural assets determine in the future the rapid growth of the tourism and recreational business and its transformation into one of the basic branches of specialization of the constituent entities of the Russian Federation included in the Southern Federal District. The development of tourism is hampered by a number of system-wide problems that are common to the entire territory of the Russian Federation. Specific problems include energy shortages in most regions and interruptions in water supply during peak load periods, which impose infrastructural limitations on the sustainable growth of the tourist and recreational complex of the Southern Federal District.

The leading regions in tourism and recreational activity in the Southern Federal District, as a rule, specialize exclusively in beach holidays. Traditionally, Russian tourists are traditionally considered to be the main group of consumers of the offered tourism services. The presence of such growing limiting factors as an increase in spatial asymmetry in the development of tourism between individual territories and regions is noted (in particular, about 50 percent of all hotel rooms and more than 65 percent of rooms in sanatorium-resort organizations are concentrated in the Krasnodar Territory), high seasonality of demand for tourist services.

A promising option for the Southern Federal District could be connecting the ports of the Azov-Black Sea basin to Mediterranean cruise routes.

Diversification of the tourism business, including the development of new exclusive routes and tourist products under world-recognizable brands, can also give a positive impetus to the development of tourism (the territory of historical reconstruction "Sarai-Batu - the capital of the Golden Horde", the territory of ecological and cultural tourism "Fish Park period" and a zone of medical and health tourism on the territory of Lake Baskunchak in the Astrakhan region) and targeted personal tours aimed at highly profitable segments of the potential market of Western Europe and China.

After the XXII Olympic Winter Games and XI Paralympic Winter Games in 2014 in Sochi, the Southern Federal District inherited a significant number of sports, tourist and hotel facilities and structures, which ensured its compliance with world standards of mountain climatic resorts. The Southern Federal District also has significant resources for the development of balneology. Currently this resource is underutilized. The created hotel fund in combination with natural areas can provide an opportunity for year-round treatment and will serve as one of the factors in leveling the seasonal fluctuations in the flow of tourists.

The Strategy for the Social and Economic Development of the Southern Federal District for the period until 2020, approved by Decree of the Government of the Russian Federation of September 5, 2011 N 1538-r, includes the active development of such tourist clusters as beach tourism (Black Sea coast of the Caucasus, Azov region, Caspian Sea) , mountain tourism (Krasnaya Polyana, Lagonaki); health tourism (Goryachiy Klyuch, Lake Elton), ecological tourism (Volga River delta, Maykop), cultural and educational tourism (Krasnodar, Rostov-on-Don, Volgograd, Tuapse, Sochi, Maykop, Elista and other ethnographic zones in the Republic of Kalmykia).

In the Republic of Adygea, the construction of the tourist and recreational complex "Khadzhokh" and the St. Michael's tourist sports and recreation complex is underway.

In the Republic of Kalmykia, design and estimate documentation is being developed for such investment projects as the creation of the “Nature Park” visitor center, the construction of the tourist complex “Tourist and Recreational Balneological Complex”, and the creation of the “Oirat Stan” agro-ecological park.

The Astrakhan region is working on projects in the field of development of tourism infrastructure (tourist and recreational cluster "Astrakhan", cultural and educational tourism projects "Sarai-Batu - the capital of the Golden Horde", an environmental and cultural tourism project "Park of the Fish Season" in the Volodarsky district ) and the creation of autotourist clusters in the Narimanov district.

The North Caucasus Federal District has favorable conditions for the development of tourism and the health resort sector. However, the natural advantages still remain not fully realized, since the district still does not have investment attractiveness due to the instability of the economic and socio-political situation.

Some subjects of the Russian Federation that are part of the North Caucasus Federal District are among the least economically developed subjects of the Russian Federation due to the low level of economic and social development.

Many monuments and objects of cultural and historical heritage are in need of restoration (the State Museum-Reserve of M.Yu. Lermontov, the archaeological and natural museum-reserve "Tatar Settlement" in the Stavropol Territory, the historical and architectural complex Dargavs in the Republic of North Ossetia - Alania, tower complexes IX - XVIII centuries in the Republic of Ingushetia, the Naryn-Kala Museum-Reserve in the Republic of Dagestan and many other objects).

The uniqueness and diversity of natural and climatic resources of the territory of the North Caucasus Federal District create favorable conditions for the development of the tourist and recreational complex.

In terms of temperature conditions, the North Caucasus Federal District is one of the most attractive regions of the Russian Federation both in summer and winter. About 50 percent of the territory of the North Caucasus Federal District is occupied by the Greater Caucasus mountain system. There are mountain peaks here, including those with the highest elevation of 5642 meters (Mount Elbrus), which makes the North Caucasus Federal District a particularly promising platform for the development of high-mountain tourism.

On the territory of the North Caucasus Federal District there are 5 state reserves, 2 national parks, as well as 7 state reserves, ensuring the preservation of the rich biological diversity of the regions.

The length of the Caspian Sea coast in the Republic of Dagestan is 490 kilometers, which contributes to the development of beach tourism. The World Tourism Organization of the United Nations highly appreciates the potential of the Republic of Dagestan and identifies it among the most promising tourist destinations in the south of the Russian Federation.

In the constituent entities of the Russian Federation that are part of the North Caucasus Federal District, medical and recreational, skiing, sports (extreme), business, environmental, cultural and educational, pilgrimage, rural, specialized (archaeological, equestrian, speleological, ethnographic) are currently being developed ) tourism, hunting and fishing tours are organized.

The specially protected ecological resort region of Caucasian Mineral Waters, for which medical and health tourism is a specialized area, includes the cities. Georgievsk, Mineralnye Vody, Zheleznovodsk, Pyatigorsk, Essentuki, Kislovodsk, Lermontov, as well as Mineralovodsky, Georgievsky and Predgorny districts of the Stavropol Territory, Zolsky district of the Kabardino-Balkarian Republic, Malokarachaevsky and Prikubansky districts of the Karachay-Cherkess Republic.

Medical and health tourism is actively developing in the Republic of Dagestan, the Kabardino-Balkarian Republic, the Karachay-Cherkess Republic, the Republic of North Ossetia-Alania, the Republic of Ingushetia and the Chechen Republic.

On the territory of the North Caucasus Federal District there are large ski resorts - Dombay (Karachay-Cherkess Republic), Elbrus region (Kabardino-Balkarian Republic), Tsey (Republic of North Ossetia - Alania).

Despite the presence of significant competitive advantages for the development of the tourism industry, the constituent entities of the Russian Federation that are part of the North Caucasus Federal District are characterized by a weak level of development of the tourism industry. The small contribution of the tourism sector to the economy of the regions of the North Caucasus Federal District is associated with the insufficient volume of tourist flow. The largest share of unorganized tourist flow and the minimum length of stay of tourists, and, consequently, low tourist expenses are typical for ski, sports and extreme tourism centers. The share of foreign tourists in the constituent entities of the Russian Federation that are part of the North Caucasus Federal District is below the Russian average.

The development of the tourism complex of the North Caucasus Federal District is hampered by the lack of high-quality tourist infrastructure and the low level of service, the low level of development of the transport network, the negative image of the North Caucasus Federal District, the insufficient level of security, the presence of a limited, regulated regime for visiting the territory of some constituent entities of the Russian Federation included to the North Caucasus Federal District, for foreign citizens.

In the Republic of Dagestan, the construction of an exhibition center, the reconstruction of the health center sanatorium "Talgi", the construction of the satellite city "Côte d'Azur", and the expansion of the all-season recreational complex "Chinderchero" are underway. All these measures are aimed at developing beach tourism on the Caspian Sea coast.

In the Karachay-Cherkess Republic, construction of the all-season tourist and recreational complex "Arkhyz" is underway.

In the Republic of North Ossetia - Alania, several large investment projects are being implemented in the field of tourism (construction of the Mamison mountain-recreational complex, development of the Digoria mountain-recreational complex, development of the Tsey resort, which is an integral part of a special economic zone of a tourist-recreational type ).

Investment projects of the Stavropol Territory are aimed at the overhaul and renovation of outdated and dilapidated tourist infrastructure facilities in the Caucasian Mineral Waters region (sanatorium named after Kalinin, development of the entertainment industry of Victory Park in Stavropol, overhaul of the sanatorium named after the 30th anniversary of the Victory, construction and reconstruction of sanatorium buildings " Rus", completion of the construction of the Don Plaza boarding house in Essentuki).

The priority direction of the tourism industry of the North Caucasus Federal District is medical, health and ski tourism, which stimulates the development of cultural, educational, business, environmental, sports, and ethnic tourism.

The Volga Federal District has an ethnoculturally distinctive population composition, characterized by ethnic, religious and linguistic diversity with the conflict-free and organic coexistence of different cultural traditions, which contributes to the development of cultural, educational, ethnic and pilgrimage tourism in the district.

The subjects of the Russian Federation included in the Volga Federal District are visited by about 2.5 million people annually.

The existing historical, cultural and national characteristics, as well as the presence of a large number of recreational areas, help attract investors to the tourism sector.

In the Republic of Mari El, with the support of executive authorities, in 2013 - 2015 it is planned to implement 15 investment projects in the field of tourism, which are financed from extra-budgetary sources (construction of the ecotourism complex "Chodyrayal", tourist complexes "Okolitsa", "Sea Eye" and " Centaur", tourist and recreational center "Merchant's Court").

In the Chuvash Republic, starting from 2014, it is planned to implement a project to create a tourist and recreational cluster “Ethnic Chuvashia”. This cluster includes two unique investment projects (the creation of the tourist complex “Ethnic Ecological Settlement “Yasna”” and the creation of the ethnographic complex “Amazonia” on the territory of the Park of Culture and Recreation named after the 500th anniversary of Cheboksary).

As part of attracting investors to implement tourism projects in the Saratov region, passports of regional investment projects “Monk’s Cave”, “Development of tourism infrastructure in Volsk”, “Reconstruction (construction) of a ski resort and a complex for recreation and sports” have been prepared.

The implementation of large investment projects in the tourism and recreational sphere is aimed primarily at creating a tourist route of all-Russian and international significance "Big Volga". All subjects of the Russian Federation through whose territory the Volga and Kama rivers flow will become participants in this project. Taking into account the fact that on the territory of the Volga Federal District there are 13 state nature reserves, 9 national parks and 3 state nature reserves of federal significance, the inclusion of specially protected natural areas located on the banks of the Volga and Kama rivers in the “Big Volga” tourist route will be additional an incentive for the development of cruise tourism in the district.

Another direction is the development of tourism and recreation based on the natural potential of the Ural Mountains with the concentration of the corresponding infrastructure in the Republic of Bashkortostan, the Udmurt Republic and the Perm Territory, where complexes will be created for winter (primarily alpine skiing) and summer outdoor activities (rafting). rivers, horse riding, fishing and hunting).

The development of tourism in the Western Urals will be facilitated by the organization of rehabilitation and preventive treatment based on mineral waters, local medicinal mud, mountain and forest coniferous air. National holidays, the preservation of handicrafts, the opportunity to get acquainted with the culture and life of several ethnic groups at once determine the prospects for the development of ethnographic, culinary and other types of educational tourism.

The Ural Federal District has a unique natural resource potential in terms of reserves and diversity, a developed industrial complex, and a developed transport and energy infrastructure. The modern economic structure of the Ural Federal District has a pronounced industrial and raw material orientation. This makes it possible to develop in the district such a unique and promising variety of cultural and educational tourism programs as industrial tourism.

In addition, there is potential for growth in various segments of the tourism services sector, since in the Ural Federal District, which has a significant historical heritage and a wealth of natural complexes, it is possible to develop cruise, ethnographic tourism, as well as sports and recreation (summer, winter sports) and hunting types of tourism. The potential of eco-tourism is also significant, since on the territory of the Ural Federal District there are 8 state nature reserves, 3 national parks and 7 state natural reserves of federal significance, while the insufficient development of infrastructure and weak information and advertising support of the district hinder the active development of tourism.

Currently, much is being done to develop tourism in the Ural Federal District. Investment projects of the Sverdlovsk region concern the development of natural tourism. It is planned to create a tourist complex of the industrial-landscape park "Demidov Park" in Nizhny Tagil. Another project involves the development of the tourist complex “Irbit: Wheel of History” on the territory of the municipality of Irbit. The creation of a visitor center to receive tourists on the territory of the Olenyi Ruchi natural park is under development. Also planned for implementation are projects such as the creation of a tourist complex on the basis of the Alapaevsk narrow-gauge railway, the recreation of the historical and mineralogical route "Gem Strip of the Urals", the cultural, historical, tourist and recreational park "Stone Gates".

In the field of tourism, the Khanty-Mansiysk Autonomous Okrug - Yugra is implementing an investment project for the cultural and health center "Thermal Complex "Yugorskaya Dolina" in Khanty-Mansiysk.

The Yamalo-Nenets Autonomous Okrug is investing in the creation of a branch of the municipal budgetary educational institution of additional education for children "Tourism Development Center".

The Kurgan region is planning new construction, major repairs and reconstruction of the facilities of the branch of the unitary enterprise "Resorts of Trans-Urals", the sanatorium "Lake Medvezhye".

Thus, the Ural Federal District has prospects for the development of a wide range of tourism programs. In many ways, this can be facilitated by a reduction in tariffs on domestic air and railway communications within the territory of the Russian Federation.

The Siberian Federal District is a natural transport bridge between the countries of Western Europe, North America and East Asia. First of all, this is a land bridge, the backbone of which is the Trans-Siberian Railway.

Siberia has powerful recreational resources, which are represented by the unique natural complexes of Lake Baikal, Lake Teletskoye, numerous and varied sources of mineral and thermal waters, reserves of medicinal mud in the Altai Republic, the Republic of Buryatia, the Republic of Tyva and the Republic of Khakassia, the Altai and Transbaikal territories, forests, a developed hydrographic network, numerous monuments of history, archeology and material culture, picturesque landscapes, various species of animals and commercial fish, as well as territories with favorable and relatively favorable climatic conditions for recreational activities. On the territory of the Siberian Federal District there are 21 state nature reserves, 7 national parks and 18 state nature reserves of federal significance.

On the territory of the Altai Republic, a special economic zone of the tourist and recreational type “Altai Valley” is being created, and the construction of an all-season sports and recreational sanatorium and tourist complex “Manzherok” is underway.

The competitive advantages of the socio-economic development of the Republic of Buryatia are the high ecological and tourist potential of the territory (Lake Baikal as an object of world natural and environmental heritage), as well as its border location.

A number of investment projects in the field of tourism infrastructure are being implemented on the territory of the Republic of Buryatia. As part of the Opening Week of the Republican Year of Tourism, the interregional tourism project "Fabulous Sagaalgan in Buryatia - 2013" was implemented. Since 2011, 4 enlarged investment projects have been implemented - the creation of the Podlemorye tourist and recreational cluster, the Kyakhta, Baikalsky, and Tunkinskaya Dolina autotourist clusters. In addition, 8 zones of economically favored tourist and recreational type are being created in the North-Baikal, Tunkinsky, Zaigraevsky, Kabansky, Kyakhtinsky and Ivolginsky districts. Ulan-Ude and Severobaikalsk. Projects for the construction of the ethnographic complexes “Steppe Nomad” and “Khotogor” and a hotel complex in Severobaikalsk are being implemented.

The competitive advantages of the socio-economic development of the Altai Territory are the unique natural tourism, recreational and balneological potential, the border with the Republic of Kazakhstan, and developed transport infrastructure. A large-scale investment project in the Altai Territory is the project "Comprehensive Development of the Altai Ob Region", which provides for the creation in the Altai Territory of a tourist and recreational complex - a special economic zone of the tourist and recreational type "Turquoise Katun" and transport infrastructure, including the reconstruction of airports in the cities. Gorno-Altaisk and Biysk, as well as 2 largest investment projects - the Belokurikha tourist and recreational cluster and the Golden Gate autotourist cluster.

The creation of an educational tourism infrastructure on the territory of the Stolby State Nature Reserve in the Krasnoyarsk Territory contributes to the creation of comfortable conditions for the development of ecological tourism in the reserve for more than 200 thousand visitors annually.

The implementation of projects for the sports and tourist zone "Gremyachaya Griva", the recreational zones "Mirovichev Bor" and "Daurskaya" and the tourist and recreational complex in Yeniseisk will contribute to the creation of a competitive tourist and recreational cluster, a comfortable urban environment for visiting Yeniseisk by amateur tourists.

The Irkutsk region plans to create a Baikal tourist and recreational zone, which will be aimed at developing medical, health, cultural, educational, adventure, business, ethnographic, religious, environmental and other types of tourism. In the Irkutsk region, a list of promising investment projects has been developed, the implementation of which is planned in the next 10 years (the creation of a water tourism cluster on Lake Baikal, the Golden Sands recreation area, the tourist ethnocultural cluster of the Baikal region, the recreational ski complex "Orekhov Kamen", the implementation of the Siberian safari" and the construction of the zoological complex "Park of the Siberian Period").

The most significant investment projects being implemented in the Novosibirsk region (construction of the year-round recreation center "Danilino Lake" in the Kyshtovsky district, the museum and tourist complex "Zavod-Suzun. Mint").

On the territory of the Baikal Biosphere Reserve (Republic of Buryatia), conditions have been created for visitors with disabilities. The construction of modern interactive museums and visitor centers in specially protected natural areas (Khakassky Reserve (Republic of Khakassia), Port Tankhoy of the Baikal Biosphere Reserve (Republic of Buryatia), Sayano-Shushensky and Stolby Nature Reserves (Krasnoyarsk Territory) will contribute increasing public awareness about existing environmental routes and tourist attractions in the region.

In the city of Baikalsk, on the territory of the industrial site of the open joint-stock company "Baikal Pulp and Paper Mill" (after completion of the procedures for eliminating accumulated environmental damage), it is planned to create a modern museum, exhibition, information, educational and tourist complex (working name - theme park "Baikal Pulp and Paper Mill" nature"). The creation of this complex will play a significant role in providing information and increasing the attractiveness of eco-tourism in the Russian Federation, creating a positive image of the state policy of the Russian Federation in the field of preserving natural and cultural heritage, and will also ensure the integration of the city of Baikalsk into the development of tourism services in the interests of social economic development of the region.

The Strategy for the socio-economic development of the Far East and the Baikal region for the period until 2025, approved by order of the Government of the Russian Federation of December 28, 2009 N 2094-r, notes that, despite the difficult natural conditions in most of the territory of the Far East and the Baikal region -climatic conditions, which are characterized as very harsh and even extreme, the territory of the Far East and the Baikal region is distinguished by a wealth of natural resources of global importance. However, the tourism potential of the Far East and the Baikal region, due to objective and subjective reasons, is far from being fully used.

The main types of specialization of the tourist and recreational complex of the Far East and the Baikal region are cultural and educational, medical and recreational, ecological tourism and marine recreation. In the future, extreme, sports, adventure, expedition, fishing and other types of active recreation will develop in this territory.

On the territory of the Far Eastern Federal District there are 25 state nature reserves, 6 national parks and 10 state nature reserves of federal significance, which have a richness and diversity of natural complexes, unique objects of living and inanimate nature and are the basis for the development of eco-tourism in the region.

The greatest potential for the development of ecological and cruise tourism in the region has the state nature reserves "Kronotsky" and "Komandorsky" (Kamchatka Territory), "Wrangel Island" (Chukotka Autonomous Okrug), Sikhote-Alin and Far Eastern Marine (Primorsky Territory), and national parks " Land of the Leopard" (Primorsky Territory), "Shantar Islands" and "Anyuysky" (Khabarovsk Territory), "Beringia" (Chukotka Autonomous Okrug).

The tourist market of the Far East and the Baikal region is the most important and integral part of the national market and an important component of the market of the countries of the Asia-Pacific region.

Problems in the development of inbound tourism are associated with the low level of development of tourism infrastructure, as well as with the deficit of cross-border transport communications (lack of infrastructure and relevant routes, including aviation). The development of tourist exchange with the European part of the country is significantly limited by the high cost of air tickets. The main objectives of the development of the tourism industry in the Far East and the Baikal region are the creation in this territory of a competitive diversified tourism industry, based on several world-class resorts with a high level of service based on unique natural resources - Lake Baikal, the river basin. Amur, Primorye and Kamchatka, as well as the formation and promotion in the Russian Federation and the world of tourist and recreational brands of the Far East and the Baikal region.

It is planned to implement investment projects to create tourist-recreational and autotourist clusters ("Jewish town" (Jewish Autonomous Region), "Orto-Doidu", "Lena Pillars" (Republic of Sakha (Yakutia), "Paratunka" (Kamchatka Territory), "Pidan ", "Ussuriysk-Mikhailovka", "Arsenyev", "Shmakovsky", "Nakhodka-Partizansk", "Khasansky" (Primorsky Territory), "Amur Cruises" (Khabarovsk Territory), "Little Venice", "Golden Mile", "Albazinsky prison" (Amur region), construction of a marine tourist club on the coast of Nagaevo Bay, construction of the Marchekan ski complex (Magadan region), development of the sports and tourist complex "Mountain Air", construction of a tourist complex with mineral springs on the island of Iturup (Sakhalin region), development of the cross-border tourist cluster "Eastern Gate of Russia Zabaikalsk-Manchuria", construction of the tourist and recreational complex "Russian Village" on the territory of the Transbaikal region (Zabaikalsky Krai), a water tourism cluster on Lake Baikal, an autotourist cluster "Golden Sands", a tourist ethnocultural cluster "Pribaikalye", tourist complex "Park of the Siberian Period" (Irkutsk region).

A condition for the development of inbound tourism in the border region is the implementation of a set of measures, including:

Optimization of the operation of checkpoints across the state border of the Russian Federation;
development of port facilities and small aviation; creation of special economic zones of tourist and recreational type; stimulation of entrepreneurial activity in the field of tourism; development of social tourism;
creation of accommodation infrastructure and services focused on servicing transit tourist flows;
the formation of a personnel training system in the field of tourism on the basis of secondary specialized and higher educational institutions of the Far East and the Baikal region with special attention to the training of service personnel;
active advertising, information and image policy; carrying out measures to reduce the existing environmental load on the natural environment.

By Decree of the President of the Russian Federation dated March 21, 2014 N 168 “On the formation of the Crimean Federal District”, the Crimean Federal District was formed, which included 2 constituent entities of the Russian Federation - the Republic of Crimea and the federal city of Sevastopol. Thanks to its natural and climatic features, the Republic of Crimea is one of the most attractive holiday destinations.

Currently, on the territory of the Republic of Crimea there are 825 collective sanatorium-resort organizations and hotels, of which 151 institutions provide specialized sanatorium-resort treatment, 316 facilities provide health-improving services, and the remaining 358 institutions provide temporary accommodation services. Thus, the number of Crimean health resorts engaged in both treatment and health improvement is 467 facilities.

A distinctive feature of the territorial location of specialized sanatoriums is their concentration in the Yalta region. At the same time, the majority of children's sanatoriums are concentrated in the city of Evpatoria.

Over the past few years, collective accommodation facilities have accommodated an average of 1.2 million people, or 1,454 people per collective accommodation facility per year (121 people per month), which indicates that the available accommodation facilities are underutilized.

In addition, on the territory of the Republic of Crimea there are 4.5 thousand households providing temporary accommodation services and 14 thousand apartment landlords (the private sector receives over 80 percent of the total tourist flow (4 million tourists per year), and the key problem of this sector is a high level of “shadowing” - private households are not subject to taxation, state statistical reporting is not applied to them, they are charged as private households in all public utilities). Over the past 20 years, the problem of regulating the activities and taxation of the private sector of the Crimean tourism industry has not been resolved. To solve it, it is necessary to introduce a number of legal instruments (classification of accommodation facilities and the introduction of a tax patent for individual entrepreneurs without forming a legal entity for the holiday season).

The total length of the beaches of the Republic of Crimea is 517 km. There are 560 beaches on the territory of the Republic of Crimea, of which 10 have received Blue Flag certificates from the Foundation for Environmental Education, thereby confirming compliance with international requirements for safe and comfortable recreation.

In the Republic of Crimea, 208 tour operators carry out tourism activities. 1,147 tourist support specialists (tour guides and guide-translators) are included in the register of tourist support specialists. The database of excursion tours and routes developed by business entities includes about 200 routes.

In 10 regions of the Republic of Crimea there are 21 tourist information centers (the cities of Kerch, Saki, Simferopol, Yalta, Sudak, Evpatoria and Feodosia regions, as well as Bakhchisarai, Chernomorsky and Leninsky districts), of which 11 are year-round.

The following types of tourism are developing in the Republic of Crimea:

Cultural and educational (in the Republic of Crimea there are 17 state museums, more than 300 public and departmental museums. About 800 thousand exhibits are stored in the funds of state museums alone);
eventful (more than 100 different festivals are held annually - music, wine, military, choreographic, theatrical, cinematic, sports and folklore. Many of them have already become traditional for the Republic of Crimea - these are the festivals "War and Peace", "Kazantip", "Genoese Helmet" ", "Theatre. Chekhov. Yalta", "The Great Russian Word", International TV and Film Forum "Together");
pedestrian (in the mountain-forest zone of the Republic of Crimea there are 84 tourist sites, 39 places of mass recreation for the population, 284 tourist trails);
cycling (an extensive network of hiking trails and rural roads creates conditions for cycling. The southwestern part of the Republic of Crimea is the most diverse for mountain cycling tourism);
auto tourism (on the territory of the Republic of Crimea there are more than 40 campsites, about 100 parking lots and parking lots with a total number of places of more than 3.5 thousand, more than 250 gas stations, as well as more than 110 service stations and more than 210 roadside cafes);
underwater (local diving, dive cruises, training schools, children's camps with scuba diving training);
equestrian (on the territory of the Republic of Crimea there are more than 20 equestrian clubs, which have developed one- and multi-day horse riding routes for tourists);
ethnographic (representatives of 115 nationalities live in the Republic of Crimea, there are 92 ethnographic sites on the basis of which cultural and ethnographic routes have been developed);
rural (in the Republic of Crimea there are more than 80 rural tourism sites);
sports (international competitions in hang gliding, hot-air ballooning and others);
cruise (reception of cruise ships in the Republic of Crimea can be carried out by 4 seaports located in the cities of Yalta, Sevastopol, Kerch and Evpatoria. In 2013, a record number of cruise ships entered the Republic of Crimea - 144, which is 45 percent more than the number of navigation ship calls in 2012 year. The number of tourists amounted to 63,009 people (62,984 people in 2012). The traditional leader among the port cities of the Republic of Crimea is Yalta, in 2013 108 ocean liners and 16 river-sea class cruise ships were serviced.

At the moment, the main problems hindering the development of tourism in the Republic of Crimea and the city of Sevastopol are:

Political instability in Ukraine, which leads to the loss of tourist flow from the territory of Ukraine;
the unsatisfactory condition of a number of tourist infrastructure facilities, beach equipment, and their unsatisfactory sanitary condition;
the problem of transport accessibility of the Republic of Crimea by land and air transport, bypassing the territory of Ukraine.

It is necessary to ensure painless and mutually beneficial integration of the tourism sector of the Crimean Federal District into the Russian professional tourism community, minimize losses and risks of the transition period, create additional jobs and platforms for the application of entrepreneurial initiatives in the field of tourism and promote tourism services provided by the Republic of Crimea domestically and internationally markets.

Thus, we can highlight positive and negative trends in the development of the tourism services sector in the Russian Federation. Positive trends are:

Increasing the number of tourist infrastructure facilities of all categories, collective accommodation facilities and persons served in them;
increasing the number of recreational facilities and tourist attractions at the expense of resorts in the Crimean Federal District;
the stable demand for tourism services that has formed among Russians and the growth in income of the population, creating a positive background for attracting consumer demand for the product of the domestic tourism industry;
the presence in the country of potential domestic demand for cultural and educational tourism programs;
the presence and growth of demand for nature-oriented types of tourism (fishing, hunting, environmental, rural);
the growth of patriotic sentiments in civil society of the Russian Federation, including among young people;
the presence of a significant network of cultural institutions and a tradition of early involvement of Russians in visiting them in the process of mastering general, vocational and additional education programs;
the availability of labor resources in the constituent entities of the Russian Federation to fill jobs in the tourism sector, including through the retraining of unemployed citizens;
the established system of secondary vocational and higher education in the field of tourism, including in the country's leading educational institutions;
presence of positive experience in the application of program-targeted management mechanisms in the tourism sector;
focus on the innovative nature of the development of the Russian economy at the federal level.

The factors hindering the development of domestic and inbound tourism in the Russian Federation include the following problems:

Insufficiently developed tourist infrastructure in most regions of the country, a small number of collective accommodation facilities in the economical and mid-price categories with a modern level of comfort;
underdeveloped transport infrastructure (poor quality of roads and level of roadside services, unsatisfactory condition of airports and railway stations, etc.);
low quality and capacity of roads, ferry services and other transport infrastructure;
shortage and high degree of wear and tear of vehicles used to transport tourists (modern tourist buses, cruise ships, airplanes and other vehicles);
outdated and insufficiently used resource base in the field of sanatorium-resort, health and medical tourism (boarding houses and sanatoriums), an acute shortage of institutions for children and youth tourism;
poor ecological condition and contamination of coastal zones of reservoirs and natural areas in places of active development of tourism, including amateur tourism;
unfavorable economic conditions for attracting investment in tourism infrastructure, lack of ready-made investment sites and standard investment projects;
insufficient entrepreneurial activity of the population in the field of tourism;
negative experience of a series of bankruptcies of large tour operators and high consumer risks;
the high cost of the domestic tourism product, primarily transport services, which significantly reduces the competitiveness of domestic and inbound tourism;
high seasonal cyclicality of demand for most tourist programs, the long duration of the “low season” in the regions of traditional beach tourism, high average fixed costs of tourism enterprises;
the incomparable size of the capacity of the hotel base of traditional domestic beach holiday resorts, the permissible recreational load and the carrying capacity of beaches and other tourist infrastructure;
insufficient level of practical skills among graduates of professional training programs in the field of tourism;
traditional approaches to the formation of tourist programs, low diversity of the range of tours in the Russian Federation that can satisfy the dynamic and demanding demand of the modern consumer;
lack of a client-oriented management policy for cultural institutions, the need to modernize their services;
insufficient promotion of the tourism product of the Russian Federation;
low awareness of Russians about the tourism opportunities of the regions of the Russian Federation, fragmentation of information resources in the field of tourism and the absence of a unified system of information support for domestic and inbound tourism;
negative image of the domestic tourism product, low interest of Russians in purchasing tours around the Russian Federation;
the need to integrate the sphere of tourism services provided by the Republic of Crimea and the city of Sevastopol into the management system and professional tourism community of the Russian Federation.

These trends determine the strategic guidelines for the development of tourism in the Russian Federation.

IV. Goal, objectives and strategic guidelines for the development of tourism in the Russian Federation

The current stage of strategic planning for tourism development is associated with the need to consolidate the results achieved at previous stages.

Initially, the main goal of such planning was to determine the legal framework, lawmaking, restoration and creation of new elements of tourism infrastructure. Further, the emphasis of strategic planning shifted towards stimulating regional entrepreneurial initiatives, determining the locations of free economic zones and tourism clusters, as well as selecting investment projects implemented in them.

Over the past 15 years, the industry has achieved a certain level of development, and by now the prerequisites have emerged for the intensive development of tourism, based on the principles of complexity, sustainability and people-centeredness.

Today, it is the person with his needs, cultural potential, quality of life, safety that becomes the central link and the main goal in the development of the economy in general and the tourism sector in particular.

Tourism today should become the locomotive of regional development, a link between the commercial interests of various areas of business, public policy priorities and the cultural needs of society. The unity of goals and objectives for the country's development will make it possible to successfully implement program-targeted tools for the growth of the cultural level, spiritual potential and well-being of the country and each of its citizens.

Thus, the goal of tourism development in the Russian Federation for the period until 2020 is the comprehensive development of domestic and inbound tourism, taking into account ensuring economic and sociocultural progress in the regions of the Russian Federation.

Achieving this goal requires solving the following set of tasks:

Creation of an accessible and comfortable tourist environment;
improving the quality and competitiveness of the Russian Federation’s tourism product in the domestic and global markets;
implementation and strengthening of the social role of tourism, including the development of social, medical and health, children's, youth and youth tourism;
improvement of the management system and statistical accounting in the field of tourism;
ensuring economic growth and quality of life of the population of the regions of the Russian Federation through the development of tourism;
comprehensive provision of security in the field of tourism and sustainable development of the tourism services sector;
promotion of the tourist product of the Russian Federation in the domestic and international tourism markets;
integration of the sphere of tourism services provided by the Republic of Crimea and the city of Sevastopol into the tourism management system and the professional tourism community of the Russian Federation.

The priority areas for tourism development in the Russian Federation are:

Development of domestic and inbound tourism;
unification of the quality of tourism services in the country, bringing them into line with international standards;
creation and development of a comfortable tourist information environment, including a tourist navigation system, orientation signs, information about tourism resources and regional programs;
strengthening the role of tourism in education and the formation of the cultural and moral potential of the population of the regions of the Russian Federation;
coordination of efforts of all regions to promote the tourism product of the Russian Federation.
At the same time, the main indicators of achieving the goal of tourism development in the Russian Federation should be considered:
an increase in demand for domestic tourism products from Russians, including through the reorientation of part of consumer demand from outbound tourist destinations to domestic ones;
attracting more foreign tourists; an increase in the number of repeat trips, an expansion of the range of services consumed by tourists and an extension of the period of stay of tourists at domestic resorts;
development of social tourism.

The principles of tourism development in the Russian Federation are: the use of an integrated approach to tourism development;

Integration of tourism development plans into all spheres of the national economy and social life of society (education, healthcare, social security, culture, art, science, industry, services);
innovative nature of tourism development;
stimulating entrepreneurial initiatives of tourism business participants, creating conditions for the growth of the number of small enterprises;
ensuring intercultural communication and international cooperation in organizing tourism programs;
balancing the interests of all participants in the tourism development process (consumers, businesses, non-profit organizations, government bodies, local residents);
focus on indicators of the quality of life of the population when assessing the impact of tourism on the socio-economic development of regions;
sustainability of tourism development, taking into account environmental and sociocultural risks, focusing on the inexhaustible use of tourism resources.

Target indicators for the implementation of the Strategy are given in the appendix.

The implementation of the Strategy is ensured by consolidating the efforts and resources of government authorities in the field of tourism and related industries at all levels, tour operators, travel agents, organizations and individuals providing individual tourism services, educational institutions that train personnel in the field of tourism, transport and insurance companies and other participants tourism activities and civil society institutions through the integrated use of political, organizational, socio-economic, legal, special and other measures developed within the framework of strategic planning in the Russian Federation.

Also, the implementation of the Strategy requires attracting the attention of citizens of the Russian Federation to the development of domestic and inbound tourism, awareness by the professional community and civil society in general of the importance and prospects of the Strategy’s objectives, manifestation of an active position of the population in creating an atmosphere of hospitality in their region and the implementation of entrepreneurial initiatives in the field of tourism services .

Adjustments to the Strategy are carried out based on the results of constant monitoring of its implementation, taking into account changes that have a significant impact on the state of the tourism sector.

The strategy was developed on the basis of the following documents in the field of strategic planning for the development of various areas of activity in the Russian Federation:

Concept of long-term socio-economic development of the Russian Federation for the period until 2020;

Program of socio-economic development of the Russian Federation for the short term;

State program of the Russian Federation "Development of culture and tourism" for 2013 - 2020;

Strategies (programs) for the development of individual sectors of the economy; strategy (concept) for the development of federal districts; strategies and comprehensive programs for the socio-economic development of the constituent entities of the Russian Federation;

Interstate programs in which the Russian Federation takes part;

Federal (departmental) target programs, concepts, doctrines and fundamentals (main directions) of state policy in areas that influence tourism activities.

Measures of normative legal support for the implementation of the Strategy are determined on the basis of the Constitution of the Russian Federation, federal constitutional laws, federal laws, decrees and orders of the President of the Russian Federation, decrees and orders of the Government of the Russian Federation, as well as regulatory legal acts of federal executive authorities.

Information and analytical support for the implementation of the Strategy is carried out by attracting information resources of federal executive authorities in the field of tourism, government bodies of constituent entities and municipalities of the Russian Federation in the field of tourism using the system of tourist information centers, government bodies in related industries and fields of activity, Rosstat and scientific institutions.

Monitoring the progress of implementation of the Strategy is carried out within the framework of the activities of federal executive authorities in the field of tourism, with support from state authorities of the constituent entities of the Russian Federation in the field of tourism.

This approach will make tourism one of the priority areas of activity in the country’s economy, bring the tourism sector to one of the central places in the development of regional economies, the formation of a modern socio-cultural environment and improving the quality of life of the population of the Russian Federation.

V. Main directions and mechanisms for solving problems of tourism development

1. Development of tourism infrastructure and creation of an accessible and comfortable tourist environment

In recent years, thanks to an active tourism development policy and close attention to the industry from all levels of government, as well as the organization of major international sporting and cultural events in the country, the state of the tourism infrastructure has changed significantly for the better. New tourist attractions, collective accommodation enterprises have appeared, and transport hubs have been built. However, today many tasks to improve the tourism infrastructure still remain unresolved.

The federal target program "Development of domestic and inbound tourism in the Russian Federation (2011 - 2018)" provides for the creation of growth points in the regions of the Russian Federation based on a cluster approach. This program provides for measures to form tourist and recreational clusters near historical and cultural centers, nature reserves and other tourist-oriented places and display objects, as well as the creation of a network of autotourist clusters.

The Strategy provides for the use and development of a cluster approach, which is an advanced and effective mechanism for concentrating the efforts of both public authorities and private business initiatives to create tourism infrastructure. It is necessary to analyze the results of the implementation of pilot investment projects to create tourism clusters, develop a system of measures to solve problems that impede the implementation of the cluster approach, and ensure the dissemination of experience in the successful implementation of the cluster approach when creating tourism infrastructure facilities.

As the main mechanism for implementing the Strategy, public-private partnerships should be considered as the most promising way to combine the efforts of public authorities and private businesses in order to create tourism infrastructure.

The issues of creating a comfortable information tourist environment also require serious attention, for the solution of which it is necessary:

Develop a unified approach to information work with tourists;
develop, implement and develop a unified unified tourist navigation system;
create tourist information centers in the required number in each region and develop their activities by developing standards and improving the quality of service, interregional cooperation in the work of such centers.

It is necessary to create a bank of information materials on tourism resources of the Russian Federation and ensure access to it for potential tourists. The solution to this problem will be facilitated by the centralization of efforts to promote tourism resources of the regions of the Russian Federation by expanding the functional content of the national tourist portal on the Internet information and telecommunications network, which should combine the functions of the media in the field of domestic and inbound tourism, an archive of information materials, and a national system booking of tourist services, a social network, a monitoring tool, collection and analysis of data on consumer demand for tourist services and reviews of their quality, an educational and cultural and entertainment resource.

No less pressing are the issues of developing transport infrastructure, developing roads and road infrastructure, organizing the movement of tourist buses in conditions of high traffic congestion, and arranging parking lots in areas of high tourist interest. Also, today the greatest growth potential in the domestic market is for amateur auto tourism, which is greatly facilitated by an increase in the number of cars per capita, the arrangement of auto tourism clusters on key federal highways, and the development of a network of roadside hotels. However, the issues of ensuring the safety of tourists along the route, as well as the awareness of the population about existing tourist routes and places of tourist display, opportunities for organizing meals and overnight stays along the way, remain unresolved. Despite these problems, automobile tourism can be considered the most promising for organizing travel within the home region or to neighboring regions.

In most regions of the Russian Federation, there are acute issues of developing the infrastructure of water transport, coastal areas and coastal waters. For the successful development of cruise and beach tourism, it is necessary to build berths, piers, develop the supporting infrastructure for river navigation, expand the fleet and update river and sea cruise ships.

The development of beach infrastructure and ensuring the environmental cleanliness and safety of beaches and water areas require special attention.

It is equally important to pay sufficient attention to the condition and level of comfort of vehicles used to transport tourists. Periodic renewal of rolling stock, modernization of means of transport, measures to monitor their technical condition lay the conditions for the safe organization of tourism. Today we should talk about the high level of wear and tear not only of railway cars, domestic aircraft, river boats, tourist buses, but also about the obsolescence of entertainment facilities (attractions, equipment of cultural and recreation parks). The same can be said about the condition of funiculars, cable cars, marinas, train stations and bus stations.

The current state of the hotel base has noticeably improved over the past 5 years, new accommodation enterprises have appeared, including various classes of service. However, there is still a shortage of accommodation facilities in the economy and mid-price segments that offer a standardized range of services. Increasing the capacity of this type of room stock is becoming the main prerequisite for the development of domestic and inbound tourism.

The solution to this issue can be achieved by stimulating entrepreneurial activity in the small and medium-sized business segment. Private initiative in the field of hospitality (mini-hotels, mini-hotels, hostels, guest houses) can significantly increase the capacity of accommodation facilities. However, uncontrolled construction of private hotels can not only overload the municipal and tourist infrastructure, but lead to the loss of the historical appearance of the resort and reduce its attractiveness for tourists. Therefore, along with measures to stimulate the entrepreneurial initiative of local residents, it is necessary to provide for the growth potential of private hotels in urban planning policy, take it into account when developing programs for the development of utility networks, regulate the level of quality of services and, if necessary, normalize the volume of tourist flow to ensure comfortable living conditions for the local population and recreation for tourists and compliance with recreational load standards on natural areas.

We should strive to develop national hotel chains as the most promising way to create accommodation facilities of the required level of quality and an effective source of developing service standards, which are the hallmark of the Russian Federation and its regions.

Accordingly, it is necessary to develop measures for the development of tourism infrastructure by stimulating the entrepreneurial initiative of the population of small towns, urban-type settlements and rural settlements. This area of ​​activity is especially important in conditions of an acute shortage of jobs in small towns and rural areas and the forced urbanization of the population in almost all regions of the Russian Federation.

In addition, when planning and implementing tourism infrastructure development projects, the task of creating an accessible environment for people with disabilities should be taken into account.

2. Improving the quality and competitiveness of the Russian Federation’s tourism product in the domestic and global markets

The Russian Federation has significant potential for the growth of domestic and inbound tourism, but the domestic tourism product is experiencing strong competition from offers from the international market. In this regard, it is necessary to develop a system of measures to increase the competitiveness of the domestic tourism product, including:

Providing high quality tourism services; improving professional education in the field of tourism;
creating and maintaining an effective level of competition in the industry;
the use of modern marketing tools to create an offer of tourism services in accordance with the needs of the real and target audience of buyers;
elaboration of possible options for reducing prices for domestic transportation within the Russian Federation;
creation and development of Russian systems for booking tourist services in the domestic market;
introduction of a classification of tourism industry facilities, including hotels and other accommodation facilities, ski slopes and beaches.

Improving the quality of tourism services today is the main task of all industry participants. Russian and foreign tourists who actively travel around the world have accumulated significant tourism experience and are accustomed to world standards of service. Domestic tourism organizations have to deal with sophisticated and demanding consumers.

One of the most actively used tools for assessing the quality of tourism services today is the classification of tourist infrastructure facilities. It is necessary to introduce a unified classification system for tourism industry facilities, including hotels and other accommodation facilities, ski slopes and beaches, develop a procedure for assessing the quality of services and assigning a category, as well as a mechanism for periodic re-evaluation and increase or decrease of an already assigned category.

In order to improve the quality of the tourist product of the Russian Federation, it is necessary to ensure a wide range of tourist programs offered on the market and their periodic updating. This will increase consumer interest in the tourism product and increase the number of repeat visits to resorts and tourist infrastructure.

One of the main components of the system for ensuring the quality of tourism services is the training of personnel for this area. The modern system of professional education in the field of tourism requires improvement in terms of bringing it into line with modern requirements of employers, greater orientation of education towards practice, development and implementation of professional standards, improving the quality of educational materials, taking into account the specifics of organizing tourism activities in the regions of the Russian Federation when training personnel. First of all, at the federal and regional levels it is necessary to establish the required professional composition, structure and number of specialists in the field of tourism for the medium term, taking into account tourism development plans. This will serve as a guide for educational institutions, existing and future specialists in the field of tourism, allowing them to determine the composition and content of educational programs and the trajectory of development of professional competencies.

Currently, one of the most important problems remains the training of tour guides, guides-translators, and instructors-guides. To improve the quality of tourism services, it is necessary, together with executive authorities in the field of tourism of the constituent entities of the Russian Federation, to develop and implement a system for ensuring and monitoring the awareness of these categories of specialists about the specifics of the region’s tourism resources and their access to work.

In order to coordinate the efforts of various spheres of tourism activity, improve the quality and competitiveness of the tourism product, it is necessary to develop and implement an action plan ("road map") to create favorable conditions for the development of competition in the field of tourism activity. Such a plan should be coordinated with federal and regional programs, and also take into account the already accumulated experience in stimulating small businesses in the field of tourism.

To adapt the offer of tourism services to the requirements of tourists, it is necessary to ensure the possibility of using modern marketing methods. Practice shows that many tourism organizations often proceed from their capabilities and stereotypical ideas about the needs of clients, neglecting market research and identifying their target audience. This happens, on the one hand, from the inertia of the consciousness of managers, on the other hand, due to extreme limitations in funds due to low profitability and lack of collateral for obtaining loans, especially for small businesses.

Therefore, in order to organize systematic work to improve the quality of tourism services, it is necessary to develop a centralized approach to conducting marketing research in the field of tourism and providing information to participants in the tourism market. Authorized executive authorities in the field of tourism at all levels must organize and coordinate activities to collect and analyze information on the state of the tourism market, characteristics of consumer demand, market segmentation opportunities, identify main market trends and collect and analyze data on the state of the industry. Research results should be available to tourism business professionals and the general public.

A particularly active limiting factor in the development of tourism today is the problem of high domestic prices for railway and air transport services in the Russian Federation. Solving this problem requires both active action to change the current taxation system, regulation of domestic prices for fuels and lubricants, and the creation of conditions for the formation of competition in the domestic passenger transportation market, the development of measures to create and develop transport companies capable of offering reduced prices. Reducing prices for domestic passenger transportation today is a central strategic task, the solution of which largely determines the degree of competitiveness of tourism services in Russia in the domestic and international tourism markets.

It is also necessary to develop measures for the creation and development of domestic systems for booking tourist services in the domestic market.

3. Implementation and strengthening of the social role of tourism

The social role of tourism is manifested in its health-improving, educational, and educational functions. The development of a social tourism system with the involvement of budgetary and extra-budgetary sources of funding is today one of the main directions for meeting the needs of socially vulnerable groups of the population of the Russian Federation and increasing the availability of tourism services. Each region must pay close attention to the development of social tourism. It is necessary to look for ways to use financial mechanisms to encourage employers who sponsor social tourism programs or compensate their employees for part of the costs of tourism services on the territory of the Russian Federation. Any initiative to support social tourism programs on the part of the business community should be encouraged in every possible way. It is important to improve the accessibility of tourism services for the least socially protected groups of the population and students.

Tourism also performs an important function in restoring public health. In this regard, special attention should be paid to the development of medical and health tourism, improving its material and technical base, training and attracting personnel to this area and the active promotion of health tourism in the domestic market, including through the organization of cooperation (introduction and training events) with medical workers. In working with children and youth, tourism programs with active modes of movement along the route play an important health-improving role, in which it is necessary to attract students from educational institutions to participate.

The long-term goal of tourism is to increase the level of culture, education and enlightenment of society. All types of tourism correspond to this task, but one of the most narrowly focused is cultural and educational tourism.

For the development of cultural and educational tourism, the following special measures are necessary:

Development, implementation and dissemination of a new concept of interactive exhibition in cultural institutions (museums, cultural and leisure institutions, natural landscape complexes) using elements of gaming technologies, visualization techniques, role-playing methods of involving the visitor in the learning process;

Creation and development of a mixed type of cultural institution, ecological and cultural tourist complexes combining a museum exhibition, natural landscape area, workshops of traditional crafts, theatrical performances, educational and outreach functions, a research center, and a trade fair complex. Such an integrated approach is able to attract and retain the interest of a modern consumer audience, and also makes it possible to attract investments to finance projects to create new or transform existing cultural institutions using extra-budgetary sources;

Introduction of the practice of active marketing activities of cultural institutions, including market research, analysis of real and target consumer audiences, determination of product policies and promotion of services to the market, including advertising and public relations activities, by combining the marketing efforts of all cultural objects on the basis of the national tourism portal and implementation of a unified information system for recording and analyzing the number and characteristics of visitors, enabling online booking and online ticket sales;

Conducting training for employees of cultural institutions and other enterprises related to tourist attractions, innovative methods of work, marketing activities and techniques for creating interactive programs for tourists;

Orientation towards an individual tourist who makes a decision on a trip (excursion) without prior preparation using the services of travel companies or completely independently, providing information support for the process of selecting, ordering and consuming tourist services;

Solving the problem of transport accessibility of cultural and educational tourism sites, including the organization of access roads and parking spaces for tourist buses and personal transport of individual tourists;

Updating cultural and educational tourism programs, regularly introducing diversity into traditional tourist routes to stimulate repeat visits;

Development of local history, creation and development of local history clubs and museums.

Thus, cultural and educational tourism can make a significant contribution to the education and moral improvement of society. It is important to understand the importance of developing a set of measures to develop this area as the most competitive, promising type of tourism that meets the general state policy and national interests of the Russian Federation.

Another direction in the implementation of the social function of tourism is the development of children's, youth and youth tourism. It is necessary to develop regulatory support for this area of ​​tourism activity, define and legislate the conceptual apparatus, principles and standards of service in the field of children's, youth and youth tourism.

One of the directions for the development of children's, youth and youth tourism is the deeper integration of tourism programs into the education system, which makes it possible to create conditions for patriotic education and broaden the horizons of students.

Today, all educational organizations regularly conduct excursions and other types of outdoor activities. However, in practice such activities often do not have a clear plan. Persons responsible for excursion and away activities with students, as a rule, when choosing tourist excursion programs, proceed from personal experience, budget and recommendations of cultural institutions. This significantly reduces the quality and efficiency of these activities.

Integration of tourism programs into the education system can be achieved by combining the efforts of interested federal executive authorities, executive authorities of constituent entities of the Russian Federation and representatives of the tourism business in developing tourism and excursion programs by tourist organizations that correspond to the content of educational programs and the specifics of the region’s tourism resources, as well as developing a mechanism for planning the content of extracurricular activities of educational organizations. Also, the tourist excursion form can be used in additional general developmental programs of additional education for children and adults, which are an innovation of the Federal Law of December 29, 2012 N 273-FZ “On Education in the Russian Federation”.

In addition, expanding the use of tourism programs as a form of extracurricular activities requires the creation of a system for training employees of educational organizations in planning and implementing outdoor activities in the educational process, as well as increasing the availability of tourism services for organized groups.

It is also necessary to pay attention to the task of developing tourism infrastructure in the field of children's, youth and youth tourism through the creation and development of tourism clusters specializing in serving this category of consumers. Then it is necessary to carry out work on the preparation and implementation of specific investment projects for the development of children's, youth and youth tourism in the regions of the Russian Federation within the framework of the created clusters.

4. Increasing the efficiency of the management system and statistical accounting in the field of tourism to ensure socio-economic development and growth in the quality of life of the population of the regions of the Russian Federation

Improving the management system in the tourism sector should be carried out in the following directions:

Increasing the efficiency of interregional cooperation in organizing tourism activities;
achieving consistency and coordination of development plans for related industries, ensuring the creation of conditions for the development of tourism;
improving the system of statistical accounting in the field of tourism. In the Concept of long-term socio-economic development of the Russian Federation for the period until 2020, approved by order of the Government of the Russian Federation of November 17, 2008 N 1662-r, one of the challenges of modern society is the increasing role of human capital as the main factor of economic development, and among the targets landmarks include high standards of human well-being. This Concept is aimed at ensuring that the level of income and quality of life of Russians by 2020 will reach the levels characteristic of developed economies. This means high standards of personal safety, availability of education and healthcare services of the required quality, the required level of housing, access to cultural goods and ensuring environmental safety. One of the directions of the transition to an innovative socially oriented type of economic development of the country is the development of Russia’s human potential, which, on the one hand, involves creating favorable conditions for the development of the abilities of each person, improving the living conditions of Russian citizens and the quality of the social environment, on the other hand, increasing the competitiveness of human resources. capital and the social sectors of the economy that support it, which include the tourism services sector. The result of the development of human potential will be the creation of economic conditions for the preservation and enhancement of the cultural and spiritual values ​​of the Russian people and ensuring the quality and availability of services in the field of tourism. Thus, at the federal level of strategic management, the role of tourism in improving the quality of life of the population and the growth of human potential is enshrined.

In accordance with this, it is necessary to ensure the achievement of these goals when drawing up and implementing tourism development plans in the regions of the Russian Federation.

In the Regulations on the organization of a system of federal statistical observations on socio-demographic problems and monitoring of economic losses from mortality, morbidity and disability of the population, approved by Decree of the Government of the Russian Federation of November 27, 2010 N 946 “On the organization in the Russian Federation of a system of federal statistical observations on social -demographic problems and monitoring of economic losses from mortality, morbidity and disability of the population", provides indicators of the quality of life of the population - living conditions, accessibility and quality of social services, level and sources of income of the population, motivation to work and a healthy lifestyle, reproductive plans. Tourism can influence almost all of these indicators. The development of tourism infrastructure leads to improved transport accessibility of the region, an increase in the number of jobs, and the emergence of consumer service enterprises and cultural and leisure institutions. Tourism programs enable educational institutions to use new forms and methods of conducting classes within the framework of existing educational programs (on-site lectures, practical classes, visits to museums and theaters, excursions on the topic of the lesson). The region is becoming interesting for investors, the entrepreneurial activity of local residents is increasing, young people are finding work in their region and are no longer leaving their homes en masse, which improves the demographic situation. All these positive effects need to be planned and multiplied when planning tourism development.

An excessive increase in the tourist flow to the region can also have such negative effects as environmental deterioration, congestion of transport hubs, an increase in the cost of living in the region, an increase in business risk due to increased competition as a result of the arrival of large federal players in the regional market, the introduction and planting of elements of mass culture changing the national flavor of the local cultural environment, an increase in crime, a structural imbalance in the development of the regional economy with excessive specialization in tourism. In most regions of the Russian Federation, one can observe high seasonal differentiation of consumer demand for tourism services, which leads to the emergence of temporary jobs and the risk of a decrease in the income of local residents outside the tourist season.

Therefore, it is necessary to monitor and evaluate both positive and negative multiplier effects from the development of tourism in the region, and measure changes in indicators of the quality of life of the population depending on the growth of tourist flows.

When developing tourism development plans, it is necessary to strive to ensure that the following interests of local residents are taken into account:

Job creation;
the possibility of selling locally produced products or personal subsidiary plots;
development of transport, social infrastructure of the region, cultural and leisure institutions;
respect for the national and cultural traditions of the local population;
preservation and restoration of traditional crafts and trades; participation of local residents in decision-making on the construction of tourism infrastructure in the region; training;
the opportunity to implement entrepreneurial initiatives; increasing the cultural and economic significance of the region on a national and global scale.

The participation of local residents and their receipt of income from tourism activities can be ensured in the following ways:

Receiving economic benefits from the development of tourism activities through the creation of new jobs and the provision of preferences when hiring local residents, the purchase of food, souvenirs and other locally produced products;
ensuring the participation of local residents in managing the development of tourism activities through co-ownership of tourism enterprises as shareholders, investors, and shareholders;
establishing feedback with local residents, clarifying their attitude to tourism activities in the region, adjusting tourism development plans in accordance with justified claims and comments of the population, ensuring the right of local communities to refuse the construction of tourism infrastructure on their territory;
ensuring an increase in the standard of living of the population through the development of tourism infrastructure through transport, the use of service enterprises, providing benefits to local residents for tourism services, ensuring the possibility of conducting traditional forms of economy and folk crafts.

In general, the development of tourism should provide a significant contribution to the sustainable development of the region’s economy by increasing tax payments to the local budget, improving the quality of life of the population, providing additional funding for programs to protect and restore cultural sites, historical heritage and nature, carrying out environmental programs, preserving and developing social -cultural environment of the region.

Improving the management system in the tourism sector requires the creation of an effective statistical accounting system. In order to increase the information content of tourism statistics in the regions of Russia and bring them closer to international standards, it is necessary:

Ensure the transition of border statistics, which generates official statistical information on the number of Russian citizens who traveled abroad and foreign citizens who entered Russia, to the classification of travel purposes in accordance with the 2008 International Recommendations for Tourism Statistics;
organize selective statistical surveys of guests of collective accommodation facilities, visitors to tourist sites, border surveys of foreign tourists according to the developed methodology of the Federal State Statistics Service;
approve and put into effect the collective grouping “Tourism” based on the All-Russian Classifier of Types of Economic Activities.

These measures will eliminate differences in the definition of international tourism concepts, monitor the economic effect of tourism activities, the number of people employed in the tourism sector, and have up-to-date and unambiguous statistical information.

The system for collecting, analyzing and presenting statistical data in the field of tourism must satisfy the needs of authorities, professionals, researchers and society as a whole for up-to-date, consistent, accurate, complete and accessible information.

5. Comprehensive provision of security for tourism activities

Issues of improving tourism safety are key at the present stage of state policy in the field of tourism, aimed at improving the quality of life of the population.

Tourism safety means the safety of tourists (excursionists), the safety of their property, as well as non-damage to the environment when traveling, the material and spiritual values ​​of the state and its security.

The safety of tourists directly depends on government policy, measures taken by companies, travel agents and tour operators, as well as on the actions of the tourist himself. Tourism safety and risk reduction when traveling relate to a wide range of problems, including providing medical care, checking the technical and sanitary condition of tourist equipment and tourist infrastructure, organizing the work of rescue and ambulance services, insurance, timely information about existing threats, and ensuring an immediate response. to complaints from tourists, monument and environmental protection authorities.

Tourism enterprises are obliged to familiarize tourists with the risk elements of each specific tourist service and measures to prevent it. Information necessary for tourists in order to protect their life and health is provided in advance of the holiday and during the service process. Information characterizing the features of the tourist route, the required level of personal physical fitness of the tourist, and the features of individual equipment should be contained in advertising and information materials and the text of the information leaflet for the tourist voucher.

To increase the awareness of tourists about safety rules on tourist routes, the following measures must be taken:

Develop a set of standard information sheets for each tourist destination;
ensure reflection of regional characteristics of tourism resources and programs in domestic tourist destinations;
approve regulatory requirements for the content of the information sheet for each tourist program, consisting of basic standard and variable parts developed by the tour operator depending on the specifics of the tour program;
develop and implement a system for training employees of tourism organizations in the rules of conducting safety briefings and information work with tourists;
develop and implement a system for monitoring tourists’ knowledge of the content of information materials relating to their safety in the destinations being implemented by employees of tourism organizations.

Close attention should also be paid to improving the safety of tourists on routes with active modes of transportation and increased danger. To do this, it is necessary to develop a “road map” related to increasing the safety of this category of travel, which must reflect the task of introducing a system of compulsory insurance for tourists on high-risk routes and developing a system for training instructors and guides.

In the Russian Federation, the mechanism for protecting the rights of tourists is constantly being improved. Thus, until 2007, tourism activities were regulated by issuing licenses. In 2012, changes were made regarding the creation of a special compensation fund. Now legislation in the field of tourism obliges tour operators operating in the field of outbound tourism to be members of the association of tour operators "Turpomosch".

In terms of domestic tourism, such a protective mechanism, other than financial guarantees, does not exist today. Tourist administrations of a number of regions of the Russian Federation note the problem of late payment and delays in the transfer of money from tour operators for services already provided by tourism infrastructure enterprises. Thus, in cases where we are talking about dishonest activities of a tour operator or travel agent, late payments to counterparties, which leads to financial losses of tourism service providers included in the tourism product, the compensation fund cannot offset these losses.

Such problems require the development of an integrated approach to solve them and the search for an effective mechanism for regulating financial settlements between participants in the tourism market, which can lead to the following results:

Increasing the transparency of financial settlements between industry enterprises and tourism service providers;
increasing the payment discipline of mutual settlements between customers and suppliers of tourism services;
availability of up-to-date information about travel companies that are at risk of bankruptcy, in order to take timely measures for their financial recovery and long-term planning of the state of the compensation fund.

It is necessary to develop a package of not only compensation, but also preventive measures to protect the rights of consumers and producers of tourism services.

It is necessary to develop interaction between the Ministry of Emergency Situations of the Russian Federation, the Ministry of Internal Affairs of the Russian Federation, executive authorities in the field of tourism, tourist information centers and enterprises in the tourism service sector on issues of ensuring the safety of tourists on the territory of the Russian Federation.

The current stage of strategic tourism planning is associated with increased attention to issues of sustainable development of the industry.

For this purpose, it is necessary to develop measures to stimulate the use of resource-saving and environmental technologies at tourism infrastructure enterprises, the application of the following principles of sustainable development of the industry in the implementation of regional strategies in the field of tourism:

Unlimited long-term, inexhaustible use of tourism resources without loss of their quality;
ensuring the conservation of natural, social and cultural diversity;
careful planning, an integrated approach, integration of tourism into regional development plans;
supporting the economy of the region, participation of the local population in the development of tourism and obtaining financial and other benefits from these activities;
implementation of the educational and educational function of tourism, increasing the level of culture and consciousness in society, environmental responsibility and patriotism;
coordination, cooperation and development of cooperation between all participants in the tourism services market;
reduction of excessive consumption of natural and energy resources.

The activities and projects described in this section of the Strategy will improve the safety of tourism, minimize the risk of consumers of the tourism product both in Russia and abroad, and transfer the industry to sustainable development.

6. Promotion of the tourist product of the Russian Federation in the domestic and international markets

In recent years, there has been significant experience in promoting Russia as a tourist destination on the world market. Now it is necessary to support and develop this vector of activity, using the entire range of communications, including measures of an eventual, representative nature, intercultural communications, advertising and information. It is necessary to more actively use the tools of the Internet information and telecommunications network to promote the domestic tourism product.

Special efforts should be made to attract Russian consumers to the country's tourist centers. If in previous years the main emphasis was on beach and health tourism, then in the future it is advisable to promote the cultural and educational component, medical and health-improving and nature-oriented types of tourism. The strategic task of the entire tourism industry today is to create and maintain a favorable image of Russia as a safe, interesting, affordable and fashionable tourist destination.

In addition, it is necessary to understand the importance of creating a priority in society for traveling within one's own country. Such work should be carried out through campaigning, creating a positive image of an inquisitive tourist, providing information about available tourism programs developed taking into account the needs and topics of concern to modern society, systematic work to integrate tourist and excursion programs into the educational process at all levels of general and professional education.

In order to improve the image of Russia as a country favorable for tourism today in countries that form the main tourist flows, events are held in foreign countries.

The holding of these foreign events, including cultural and tourism forums, shows that this is a highly effective format of cooperation. Firstly, it allows you to unite all the main players in the industry on one platform. Secondly, event events always arouse high interest in the media and are considered large-scale and high-profile actions.

The main goals of these events are such powerful impulses as the development of tourist exchanges, the opening of new opportunities through mutual presentations of tourism potential, tourism products, services, as well as conditions for mutual business investments in tourism.

Work on compiling an annual national calendar of tourist events is underway in Russian cities.

When holding major Russian and international events, it is necessary to develop approaches to determining the format for holding such events, including providing comfortable conditions for the organizers and participants of traditional, regularly operating tourism programs.

One of the mechanisms for promoting Russia as a tourist destination in the international and domestic tourism markets is the creation of a network of foreign representative offices of Rostourism in the largest countries that direct a massive tourist flow to Russia.

7. Integration of the tourism services sector of the Crimean Federal District into the tourism management system and the professional tourism community of the Russian Federation

This task requires, firstly, immediate action to reduce losses in the region’s economy from the fall in tourist flows from Ukraine, secondly, the creation of industry-specific management bodies in the field of tourism and the integration of their activities into the tourism management system of the Russian Federation, thirdly, the implementation of all a set of measures for the development of tourism in the Russian Federation, provided for by the Strategy.

In the short term, it is necessary to develop a “road map” for the development of tourism in the Crimean Federal District. The main priority areas for the implementation of the “road map” for the development of tourism in the Crimean Federal District are:

Development of a system of economic mechanisms that ensure a reduction in the selling price of tourism and recreational products and services (according to expert estimates, up to 30 percent), including by reducing the transport component in the cost of tourism products;
development of mechanisms for promoting tourism and recreational products and services of the Republic of Crimea in the regions of the Russian Federation and abroad;
development of mechanisms to support the activities of tourist and recreational enterprises of small and medium-sized businesses by providing various preferences and using the principles of public-private partnership;
ensuring the preservation and possible growth of employment, eliminating wage arrears and its subsequent growth in the tourism sector;
gradual introduction of quality standards for services of tourist and recreational enterprises in accordance with Russian and international requirements;
ensuring the security of development of the tourism and recreational sector in the Republic of Crimea based on Russian experience;
ensuring the integration of specialized tourism education of the Republic of Crimea into the all-Russian educational system through the introduction of federal state educational standards in areas of training specialists in the field of recreation and tourism, exchange of experience between educational institutions, implementation of joint educational programs, including the use of distance educational technologies;
conducting a large-scale information and advertising campaign aimed at restoring and strengthening the image of the Republic of Crimea as a region for safe, comfortable, affordable recreation and recovery.

It is necessary to take effective organizational and managerial measures to use all possible types of transport links with the regions of the Russian Federation.

The positive effect of the implementation of the “road map” for tourism development in the Crimean Federal District should be manifested: in maintaining employment in the industry;

In a significant increase in the number of residents of the regions of the Russian Federation who received tourism services in the territory of the Republic of Crimea;
in improving the quality of services in the tourism sector of the Republic of Crimea, including through professional retraining and advanced training of specialists at various levels;
in increasing the load factor of collective accommodation facilities;
in increasing the income of the consolidated budget of the Republic of Crimea by increasing the volume of services provided in the industry;
in creating the prerequisites for increasing investment attractiveness, including solving problems of related infrastructure.

In the medium and long term, it is necessary for the tourism sector of the Crimean Federal District to implement all areas of strategic development reflected in the goals and objectives of the Strategy.

VI. Risk assessment and ways to overcome them

The implementation of the Strategy's activities is associated with the threat of risks that could reduce the Strategy's performance indicators. Such risks may arise in the field of geopolitics, international relations, macroeconomics, finance, administration, scientific and technological progress and changes in the natural environment. It should also be noted that there is a risk of increasing differences in the level of socio-economic development of the regions of the Russian Federation.

Geopolitical risks may arise in the event of a loss of stability and a complication of the political situation in the Russian Federation and the world. This type of risk can significantly change current trends in the international and domestic tourism markets. Tourism is an industry extremely sensitive to the adverse effects of a deteriorating political situation in a country or region of the country. Strategic measures will not be able to be fully implemented due to geopolitical risks that sharply reduce the tourist flow.

To reduce this group of risks, the Strategy provides an analysis of the development of tourism in the world, identifying positive and negative trends for the Russian Federation, which were taken into account when developing the goals, objectives and action plan of the Strategy.

Macroeconomic risks arise due to changes in the phase of the business cycle, deterioration of the investment climate, the stability of the national currency, the availability and price of a loan product and the rate of economic growth. Countering this group of risks is ensured by harmonizing the main provisions of the Strategy with the Concept of long-term socio-economic development of the Russian Federation for the period until 2020, the National Security Strategy of the Russian Federation until 2020, the state programs of the Russian Federation "Economic development and innovative economy", "Public finance management and regulation of financial markets", as well as with current program and target documents in various industries and spheres of the economy.

Reducing the likelihood of financial risks occurring is achieved by applying the principles of combining budgetary and extra-budgetary sources of financing for the Strategy’s activities, including using the public-private partnership mechanism.

Administrative risks are associated with the low efficiency of the Strategy management system. Lack of coordination between different levels of government, fragmented efforts of executive authorities of the constituent entities of the Russian Federation, lack of support from government authorities of related industries and areas of activity (transport, construction, housing and communal services, communications and telecommunications, protection of natural resources, healthcare, education , social security) may lead to failure to achieve the goals and objectives of the Strategy. Reducing the likelihood of damage from this category of risks is associated with the need to develop a series of tactical plans for the implementation of the Strategy’s activities and their annual adjustment depending on the intermediate results of the Strategy’s implementation.

The inclusion in the action plan for the implementation of the Strategy of such areas of work as improving the tourism management system by strengthening and coordinating interregional and intersectoral interaction is also a measure to counter administrative risks.

The risks of increasing differences in the level of socio-economic development of the regions of the Russian Federation may arise as a result of increasing disproportions in the development of the country's economy and will lead to the fact that some of the Strategy's activities will no longer meet the capabilities and realities of life in the regions. Then the goal and objectives of the Strategy will remain relevant only for some regions and will not be fully achieved. This is especially true for measures to develop domestic tourism. Reduction of this category of risks is achieved by the presence of

Strategies for the direction of work on the socio-economic development of regions of the Russian Federation.

Technogenic and environmental risks are associated with man-made accidents, natural disasters, sudden climate change, and the spread of dangerous infections, which can be a limiting factor for the development of tourism. Separate sources of risk may be achievements of scientific and technological progress, the emergence of technologies that were not taken into account in the Strategy, which will require its correction and addition. Reducing the negative consequences of such risk factors is achieved by using an integrated approach to developing the Strategy from the standpoint of sustainable tourism development. The Strategy also provides incentives for the introduction of innovative technologies in the field of tourism. In addition, the reduction of this group of risks is facilitated by the inclusion in the action plan of a block of tools for the development of a system of environmental and economic security of natural territories in places of active tourism activity.

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Icq 170552870, phone 89168119086. www.wiseowl.ru

Introduction 2

1. Theoretical aspects of strategy development 3

1.1. Concept of strategy and strategic management 3

1.2. Types of strategies 4

1.3. Procedure for developing a strategy 8

2. Strategic analysis of the travel company GLOBUS LLC 10

2.1. Study of the external environment of the organization 10

2.2. Study of the internal environment of the organization 12

2.3. Conclusion about the competitive position of the company, development and choice of strategy 14

Conclusion 19

References 21

Introduction

A modern tool for managing the development of an organization in the context of increasing changes in the external environment and associated uncertainty is the methodology of strategic management. Practice shows that those organizations that carry out comprehensive strategic planning and management operate more successfully and earn profits significantly above the industry average. Many managers with experience in planning and simply energetic people do not achieve the desired success due to the fact that they scatter their efforts, trying to cover as many markets as possible, produce as many different products as possible, and satisfy the needs of different groups of customers. Success requires targeted concentration of forces and the right strategy. There is no single strategy for all organizations. Each organization is unique in its own way, therefore the process of developing a strategy is different for each organization, because depends on the organization’s position in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or services provided, the state of the economy, the cultural environment, etc.

The purpose of the course work is the strategic analysis of the enterprise and the development of an enterprise development strategy.

Coursework objectives:

reveal the concept of strategy and strategic management;

characterize the types of strategies;

explore the strategy development process;

4. conduct a strategic analysis of the enterprise;

5. develop an enterprise development strategy.

The object of study of the course work is the travel company GLOBUS LLC. The subject of the study is the tools of strategic management.

1. Theoretical aspects of strategy development

1.1. The concept of strategy and strategic management

It is quite difficult to give an unambiguous definition of the concept of strategy, since it is so multifaceted that with even a slight change in the angle of view on it, the picture changes quite significantly.

Strategy is a means to achieve an end result.

Strategy brings all parts of the organization together into a cohesive whole.

Strategy covers all major aspects of the organization.

Strategy is the long-term plan of an organization.

Strategy ensures that all parts of the organization's plans are compatible.

The strategy provides answers to key questions regarding the essence of the organization:

What is our business like today?

What should our business become tomorrow?

What are our products, functions, markets?

What do we need to do to achieve our goals?

Strategy is the result of analyzing the strengths and weaknesses of an organization, as well as identifying opportunities and obstacles to its development.

Strategy is a pre-planned response of an organization to changes in the external environment.

An organization's strategy is a master plan of action that defines the priorities of strategic objectives, resources and the sequence of steps to achieve strategic goals. The main objective of strategy is to move the organization from its present state to the future state desired by management.

Depending on the chosen object of strategic management, they distinguish: corporate strategy - the strategy of the organization as a whole; business strategy - the strategy of a separate strategic unit of the organization; functional strategy – strategy of the functional area of ​​management.

Strategic management is a process that determines the sequence of actions of an organization to develop and implement a strategy. It involves setting goals, developing strategy, identifying required resources and maintaining relationships with the external environment that enable the organization to achieve its goals.

1.2. Types of strategies

Let's look at some of the most common business development strategies, verified by practice and widely covered in the literature. Usually these strategies are called basic or reference. They reflect four different approaches to firm growth and are associated with changes in the state of one or more elements:

• the position of the company within the industry;

technology.

2. Integrated growth strategies

The second group of reference strategies includes those business strategies that are associated with the expansion of the company by adding new structures. These strategies are called integrated growth strategies. Typically, a firm can resort to such strategies if it is in a strong business, cannot pursue concentrated growth strategies, and at the same time, integrated growth does not conflict with its long-term goals. A firm can pursue integrated growth either by acquiring ownership or by expanding from within. In both cases, the position of the firm within the industry changes.

There are two main types of integrated growth strategies:

The reverse vertical integration strategy is aimed at growing the company through acquisition or strengthening control over suppliers. The company can either create subsidiaries that carry out supply, or acquire companies that already carry out supply. Implementing a reverse vertical integration strategy can give a company very favorable results due to the fact that its dependence on fluctuations in component prices and supplier demands will decrease. Moreover, supplies as a cost center for a company can turn into a revenue center in the case of reverse vertical integration;

the strategy of forward vertical integration is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end consumer, namely distribution and sales systems. This type of integration is very beneficial when intermediary services are expanding very much or when the company cannot find intermediaries with a high-quality level of work.

3. Diversified growth strategies

The third group of reference business development strategies are diversified growth strategies. These strategies are implemented in the case when the company cannot further develop in a given market with a given product within a given industry. The main factors determining the choice of a diversified growth strategy are formulated:

markets for the business being carried out find themselves in a state of saturation or a reduction in demand for the product due to the fact that the product is at the stage of dying;

the current business provides an influx of money that exceeds the needs, which can be profitably invested in other areas of the business;

a new business can cause a synergistic effect, for example, through better use of equipment, components, raw materials, etc.;

4. Downsizing strategies

The fourth type of reference business development strategies are downsizing strategies. They are implemented when a company needs to regroup forces after a long period of growth or due to the need to increase efficiency, when there are recessions and dramatic changes in the economy, such as, for example, structural adjustment, etc. In these cases, firms resort to targeted and planned production reduction strategies. The implementation of these strategies is often not painless for the company. However, it must be clearly understood that these are the same firm development strategies as the growth strategies discussed, and under certain circumstances they cannot be avoided. Moreover, sometimes these are the only possible strategies for business renewal, since in the vast majority of cases renewal and growth are mutually exclusive business development processes.

There are four types of targeted business reduction strategies:

elimination strategy represents an extreme case of a downsizing strategy and is carried out when the firm cannot conduct further business;

harvest strategy involves abandoning a long-term view of business in favor of maximizing income in the short term. This strategy is applied to a dead-end business that cannot be sold profitably, but may generate income at harvest time. This strategy involves reducing purchasing costs, labor costs, and maximizing income from the sale of existing product and production that continues to decline. The “harvesting” strategy is designed to ensure that, by gradually reducing a given business to zero, achieving maximum total income during the period of reduction;

reduction strategy consists of a firm closing or selling one of its divisions or businesses to effect a long-term change in business boundaries. Often this strategy is implemented by diversified firms when one of the industries does not fit well with others. This strategy is also implemented when it is necessary to obtain funds for the development of more promising businesses or the start of new ones that are more consistent with the long-term goals of the company. There are other situations that require a reduction strategy;

cost cutting strategy is quite close to a reduction strategy, since its main idea is to search for opportunities to reduce costs and carry out appropriate measures to reduce costs. However, this strategy has certain distinctive features, which are that it is more focused on eliminating fairly small sources of costs, and also that its implementation is in the nature of temporary or short-term measures. The implementation of this strategy is associated with reducing production costs, increasing productivity, reducing hiring and even laying off personnel, stopping the production of unprofitable goods and closing unprofitable facilities. It can be considered that the cost reduction strategy turns into a reduction strategy when divisions or fixed assets begin to be sold in a sufficiently large volume.

In real practice, a company can simultaneously implement several strategies. This is especially common among diversified companies. The company can also pursue a certain sequence in the implementation of strategies. Regarding the first and second cases, they say that the company is implementing a combined strategy.

1.3. Procedure for developing a strategy

Strategy development is one of the main functions of management. Of all the things a manager does, there are few things that have such a significant impact on the well-being of the company as developing long-term strategy, developing competitive and effective strategic actions and business approaches, and executing strategy in such a way as to achieve intended results. Indeed, a successful strategy and skillful implementation are precisely those signs of perfect management that should be trusted.

The manager's task of creating and implementing strategy in a business organization consists of five interrelated parts:

Determining the type of commercial activity and forming strategic directions for its development - i.e. it is necessary to identify goals and long-term development prospects.

Transforming general goals into specific areas of work.

Skillful implementation of the chosen plan to achieve the desired results.

Effective implementation of the chosen strategy.

Evaluating the work done, analyzing the market situation, making adjustments to long-term guidelines, goals, strategy or its implementation in the light of experience gained, changed conditions, new ideas or new opportunities.

Each of the five strategic management tasks requires constant analysis and decision: whether to continue working in a given direction or make changes. A manager cannot afford to be distracted from strategic tasks. In the process of strategic management, nothing is final and all preliminary actions undergo changes depending on the transformation of the environment or the emergence of new opportunities that can improve the strategy. Strategic management is a process in constant motion. Changing conditions both inside and outside the organization, or all together, require corresponding adjustments in strategy, so the strategic management process is a closed cycle.

2. Strategic analysis of the travel company LLC "GLOBUS"

2.1. Study of the organization's external environment

Tourism is a non-productive sector of the economy that effectively satisfies the recreational needs of the population in the form of services provided through the tourism industry system, which includes tourist accommodation enterprises: hotels, motels, campsites, etc.; catering, communications, transport enterprises, currency exchange bureaus, travel agencies; advertising and information, scientific, design, cultural, entertainment and medical institutions and enterprises.

Tourism has political, educational, cultural, social, biological and economic significance.

The political significance of tourism, especially international tourism, lies in mutual rapprochement, exchange of opinions and views between residents of different countries and continents. Tourism can help to establish connections between peoples, laying the foundations for peaceful cooperation, and can serve as one of the ways to strengthen peace. Foreign tourism is the best form of learning about a country and its inhabitants. Often, the idea of ​​a given country obtained from books, radio, cinema, television does not correspond to reality. Therefore, direct contact by traveling to that country can change misconceptions and prejudices.

The educational value of tourism is to increase the awareness of excursion participants who visit various regions of the country and observe manifestations of social life, get acquainted with achievements in the field of economics and culture.

The cultural significance of tourism is to enrich personal culture by getting to know new cities, people, their customs and achievements in art, architecture, theatrical life, literature, music, historical monuments, as well as improving one’s knowledge foreign languages.

The social significance of tourism is expressed in the growth of solidarity, camaraderie and mutual goodwill of the participants in the tourist trip, independence, conscientiousness, a sense of discipline and in the development of self-control and willpower in any circumstances, in the correct attitude towards nature, the population encountered, etc. P.

The biological significance of tourism is the restoration of physical strength and moral relaxation, staying in beneficial climatic conditions. And as a result of this - good health, increased ability to work and the desire to work, which in turn contributes to increased labor productivity and improved health.

The economic importance of tourism is especially important for the state. Tourism acts not only as a provider of services, but also primarily as a consumer of individual elements of service. It is in this dual role that the economic importance of tourism lies.

Tourism at the beginning of the 21st century has become one of the leading areas of socio-economic activity in most states, and the tourism industry is an integral element of consumer models and social behavior of a significant part of the population. At the same time, the Russian Federation, despite its high tourism potential, still occupies a small place in the world market in terms of tourism income. It accounts for about 1 percent of the world's tourist flow. The main task of development tourism V Russian Federation is the formation of a modern marketing promotion strategy tourist product in the domestic and international markets.

The main segments of the tourism services market are traditionally corporate tourism, individual tourism and mass tourism. Nowadays, new categories such as eco-tourism and extreme tourism are becoming increasingly popular, and the youth and student tourism sector is also developing confidently.

The main competitive factors in this market are:

range of services provided;

quality of services offered.

At the same time, different factors prevail for different groups of consumers. The price factor is the main one for consumers with average income levels. Service quality is more important for high-income consumers who primarily need a higher level of service.

2.2. Study of the internal environment of the organization

GLOBUS LLC

The company is a regular participant in major Moscow and regional exhibitions MITT, Otdykh and others. And every year the sales volume increases.

Fig.1. Organizational structure of GLOBUS LLC

Functions of the tourism manager at GLOBUS LLC:

1. Offers the client the available choice of holiday options, gives recommendations and advice on choosing holiday destinations, advises the client on the characteristics of the socio-demographic and natural-climatic conditions of the holiday destination.

3. Provides guides, maps, diagrams, and area plans.

4. Concludes an agreement for the provision of tourist services.

5. Organizes interaction with transport companies and hotels.

7. Prepares the necessary travel documents.

Main economic indicators of the activities of GLOBUS LLC for 2004-2006. are presented in table 1.

Table 1

Economic indicators of GLOBUS LLC for 2004-2006.

Thus, despite some improvement in the economic indicators of GLOBUS LLC for 2004-2006, a decrease in labor productivity is noteworthy. This is partly due to the fact that the company’s development strategy has not been defined; employees do not know what to strive for.

2.3. Conclusion about the competitive position of the company, development and choice of strategy

Next, we will assess the competitiveness of GLOBUS LLC. The strongest competitors of GLOBUS LLC are Akris LLC and Skatt CJSC. These companies were chosen among the others because their share in the Moscow market is approximately the same as GLOBUS LLC. In addition, these companies work in the same areas as GLOBUS LLC. The expert group included independent specialists in the field of tourism market research. They were asked to evaluate the company's position in the market according to the proposed criteria.

Comparative characteristics of the competitors of GLOBUS LLC are presented in Table 2.

table 2

Comparative characteristics of competitors of GLOBUS LLC

The data in Table 2 allows us to conclude that the company GLOBUS LLC ranks second among competitors, since almost all indicators of the competitiveness of the analyzed company are located in the middle of the rating scale.

reputation in the market;

breadth of range of services;

uniqueness of the tours.

Based on the results of the analysis, the management of GLOBUS LLC is recommended to develop a package of measures aimed at increasing the comparative competitiveness of the company.

Table 3 presents the SWOT analysis of GLOBUS LLC.

Table 3

SWOT analysis of GLOBUS LLC

1) Strategy for deeper market penetration.

availability of experience, competencies;

the presence of stable connections;

many potential consumers;

Restrictions:

highly competitive environment;

2) Diversification strategy

The following factors favor this strategy:

innovative approach to business;

qualified personnel.

Restrictions:

lack of experience in a new business area;

attracting additional resources;

entering a new market;

risk of losses from incompetence.

Comparing the opportunities and threats when implementing these options, the most preferable strategy is deep market penetration. Positive factors that make it possible to implement this strategy have already developed in the company. Experience in this business is 6 years. The presence of many potential consumers in the market allows you to expand the company’s customer base. Limitations can be neutralized in the following way: constantly monitor the state of prices in the industry, develop competitive advantages, that is, complete the task of creating a unique service.

Today, travel agencies sell practically the same product; on mass destinations they fill the same charters, the same hotel base. This is understandable: working on the flow, selling standard tours is profitable - minimum investment, maximum efficiency. Individual tourism is more expensive and, accordingly, brings more income per unit of sales, but also requires greater costs from the agency itself - both temporary and material. But the client himself often does not want an original holiday, choosing mass destinations. Thus, the promotion of individual, unusual tourism remains in a vicious circle: no demand - no supply, no supply - no demand. It is still dangerous to focus exclusively on individual tourism in retail due to the lack of obviousness of the circle of paying customers.

The long-term development strategy of the company should be aimed primarily at creating the image of GLOBUS LLC as a high-level company. The main goal of this strategy is to attract new clients and partners, including potential investors. The main accents in the advertising campaign of GLOBUS LLC should be chosen in such a way as to consolidate the positive image of the company - modern and dynamic, which will ensure the quality of services provided and flexible tariffs for trips, meeting the wishes of the client.

As a rule, a potential consumer, responding to an advertising message from a travel agency, visits its office in order to finally decide on the choice of tour on the spot. But often, without receiving satisfactory information or proper attention from the staff, he leaves the travel agency without finding a suitable trip for himself. Therefore, it is very important for a travel agency to organize the work of its staff so that as many visitors as possible decide to make a purchase.

Stimulants:

establishing a progressive commission for the sale of tourist trips in excess of the established quota;

providing discounts from the announced prices for group trips in the event of an increase in sales, especially during the off-season period;

providing free service to retail company employees accompanying tourist groups on trips;

presentation of representative gifts and souvenirs to representatives of retail travel agencies;

holding tourist exchanges where tours are sold on preferential terms (first hand right, pre-emptive right, discounts from announced prices, etc.);

distribution of catalogs among potential partners;

organizing study (advertising and informational) trips for employees of retail travel companies free of charge or providing them with large discounts (75%) from the announced prices. During such trips, a program is organized for participants of advertising tours, including familiarization with the tourism industry, tourist attractions, and specialized advertising and information seminars are held.

Study trips have become the norm in the modern tourism market. Here are some principles for organizing study tours for travel agents:

groups for such trips are formed not from directors, but from managers (travel agency employees) who directly sell the tourism product;

As a rule, already proven partners are invited to such trips;

such trips are organized in the off-season (before its start);

the tour program includes familiarization with the material base of the reception and with all basic and additional services;

the standard group on such a trip is 15-20 people;

standard duration - 1 week;

trip participants only pay for the flight (such tours should not be confused with incentive tours, where all services are provided free of charge);

The sales results of specific companies that took part in the study tour are monitored.

Incentives are planned based on the overall marketing strategy and the selection of the most effective means. Like advertising activities, sales promotion activities are carried out on calendar dates. These periods may be periods of active sales of tourist trips for the next year, periods coinciding with major tourism events.

Along with the implementation of sales promotion measures, their effectiveness should be constantly assessed. For this purpose, methods of surveying tourists and comparative analysis of sales volume are used.

Conclusion

Summing up the course work, we can draw the following conclusions:

An organization's strategy is a master plan of action that defines the priorities of strategic objectives, resources and the sequence of steps to achieve strategic goals. The main objective of strategy is to move the organization from its present state to the future state desired by management.

The strategy was developed for the travel company GLOBUS LLC.

GLOBUS LLC has been operating in the tourism market since 2001. In addition to group tours, the company pays great attention to organized school and adult groups, as well as serving individual tourists. The company receives foreign groups and provides high-quality services to corporate clients.

The mission of GLOBUS LLC is to promote the development of the Russian tourism market by providing high-quality tourism services that meet international standards at affordable prices.

It was revealed that the weakest points in the activities of the company "GLOBUS" LLC in comparison with its competitors are:

reputation in the market;

breadth of range of services;

labor productivity, staff motivation;

uniqueness of the tours.

To improve the position of GLOBUS LLC in the tourism market, two alternative marketing strategies were chosen:

1) deep market penetration;

2) diversification.

Comparing the opportunities and threats when implementing these options, the most preferable strategy is deep market penetration. Positive factors that make it possible to implement this strategy have already developed in the company.

To implement this strategy it was proposed:

1) The long-term development strategy of the company should be aimed primarily at creating the image of GLOBUS LLC as a high-level company. The main goal of this strategy is to attract new clients and partners, including potential investors. The main accents in the advertising campaign of GLOBUS LLC should be chosen in such a way as to consolidate the positive image of the company - modern and dynamic, which will ensure the quality of services provided and flexible tariffs for trips, meeting the wishes of the client.

2) conduct staff training;

3) follow the developed sales promotion system aimed at consumers (tourists) and retail travel agents.

In general, it can be noted that in the absence of a strategic vision or development plan for the company for a strategic perspective, without strategic goals, without defining its business mission, it is impossible not only to develop in the long term, but also to effectively solve current problems.

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Speaking about the marketing strategy of a tourism enterprise, we must remember that it is one of the components of the enterprise’s marketing complex and, accordingly, cannot be implemented in isolation from other marketing activities and cannot serve as an end in itself. At the same time, taking into account the specifics of the work of a travel agency, its task is not just to produce a product, but to sell it, bring it to the target consumer in the most convenient form for him, in the shortest time and with maximum economic effect for the enterprise itself. Sales strategy is one of the most important parts of the overall marketing of an enterprise. Like other elements of a marketing strategy, a sales strategy should be closely linked to the overall goals and objectives of a tourism enterprise.

The sales strategy of an enterprise is developed on the basis of the general marketing strategy adopted by the enterprise, taking into account all its other components (product, price, communications).

The process of developing a sales strategy goes through the following stages:

Determination of external and internal factors influencing the organization of the sales network.

Setting sales strategy goals.

Selection of sales (distribution) channels and methods of managing them.

Analysis and control over the functioning of the sales network.

Determining external and internal factors influencing the organization of a sales network involves a detailed study of consumers, their location, assessment of the sales activities of competitors, identification of opportunities and limitations for expanding sales volumes, etc.

Setting goals for a sales strategy is closely linked to the goals of the marketing activities of a tourism enterprise. The main goal is to bring the product to the consumer in the most convenient form for him, in the shortest possible time and in an accessible place, and at the same time, obtaining the optimal economic effect

The selection of sales channels (distribution) and methods of managing them is carried out based on the goals and objectives of the enterprise’s sales strategy, sales volumes and speed of circulation. The most important criteria for choosing sales channels for a tourism product are channel controllability, greater flexibility and the ability to adapt to consumer requirements, as well as the ability to increase the efficiency of its use.

When choosing a distribution channel by a tour operator company, it is necessary to take into account the following restrictions imposed:

characteristics of the product or service (standard and inexpensive products can be distributed using both a long and short distribution channel, exclusive services or services at the launch stage can be rationally distributed using a shorter distribution channel);

characteristics of the company, primarily its size and financial capabilities;

market size (if the market is small, then it will be easier for the company to independently sell its goods and services);

characteristics of the intermediary, who must have the ability to perform the tasks required by the manufacturer.

To select the most optimal construction of sales channels, each of the options can be assessed according to several criteria:

The economic criterion involves analyzing the level of sales and costs for the creation and operation of each channel, comparing them with similar indicators of the company itself. The use of intermediaries is also justified if they are able to carry out sales activities more efficiently and at lower costs than the manufacturing enterprise.

Control criterion: working through intermediaries - an agent network - implies a lesser degree of control than the work of your own sales department;

The adaptability criterion involves analyzing future market changes, since the long-term commitments of each channel deprive it of flexibility.

The tour operator carefully selects a potential partner, studies his reliability and business activity. Sometimes Western tour operators even resort to competition when choosing an agent on Russian territory.

An agent is selected based on the implementation objectives and features of the tourism product:

according to the subject area of ​​the tours;

the scope of rights and obligations;

a certain territory, a group of enterprises;

socio-economic and other criteria of groups of potential tourists;

types of technology and sales methods;

type of mutual settlements;

knowledge of the language, erudition, personal charm and efficiency, work experience and image in the field of tourism, honesty and integrity.

Once the company has considered alternative options for building a distribution channel and has chosen the best one, it begins work on managing the selected channel. Managing a distribution channel requires selecting and motivating intermediaries and evaluating their activities. Analysis and control over the functioning of the distribution network involves a systematic assessment of ongoing activities in order to accumulate information about the effectiveness of the existing distribution network, determine ways to improve its efficiency, as well as develop corrective measures.

The main elements of the analysis of the functioning of the distribution network are: sales volumes, costs of maintaining selected distribution channels, speed of circulation, speed and quality of customer service, compliance with established standards, methods and technologies of service.

In today's competitive environment, it is not enough to rely solely on personal sales opportunities. Enterprises are required to form increasingly developed distribution systems - this is a combination of independent organizations involved in the process of providing a product or service to end consumers or customer companies. They are formed on the basis of contractual relations and alliances.

The task of the distribution system in the tourism sector is to provide possible consumers of tourism services with information that will influence their correct choice.

The distribution system consists of all organizations that are intermediaries between producers of travel services and their direct consumers. The importance of intermediaries and distribution channels in tourism can be explained by several factors:

Intermediaries operate in the market and they have better information about demand, its causes and consumer preferences. To obtain such information, the travel service provider needs to spend both time and money;

intermediaries can quickly determine how demand is transformed depending on market changes;

intermediaries combine different types of services available from different manufacturers into a single package of services that is attractive to the potential client and meets his needs, depending on market demand;

intermediaries not only create a package of services, but also provide information about routes and types of services, giving the tourist the right to choose. An extensive network of intermediaries can assist in the promotion and sale of tourism products.

Market intermediaries in the tourism industry include tour operators, hotel sales representatives, government tourism unions, worldwide distribution systems, and the Internet.

There are two methods of sales - direct, this is the establishment of direct connections between the seller and the buyer, and indirect - this is work through a trade intermediary.

The selection of sales channels and methods for managing them occupies a central place in the development of a marketing strategy for a tourism enterprise. Sales channels are selected depending on the goals and objectives of the sales policy, sales volumes and speed of circulation.

The main components of the sales network that need to be considered are: scale of sales, speed of circulation, costs of maintaining selected sales channels, speed and quality of customer service, adherence to approved standards and service technologies, etc.

In the tourism industry, intermediaries sell the services of several manufacturers. The most illustrative example may be hotels that sell their accommodation services through countless travel agencies, and also serve tourists who bypass the intermediaries represented by travel agencies. Some manufacturers themselves perform the role and functions of intermediaries and themselves offer their goods to the end consumer.

There are external (foreign travel agencies-intermediaries) and internal sales channels for tourism products.