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Types of marketing strategies of a tourism enterprise. Marketing strategy of Russian tourism enterprises

This article discusses the model for forming the economic strategy of a tourism enterprise and the components of a portfolio of strategies for each stage of strategic development. The author proposes a methodology for determining the effect of implementing the economic strategy of a tourism enterprise.

Keywords: strategy, tourism enterprise, portfolio of strategies.

As you know, any strategy must be developed for strictly defined goals. Accordingly, the variety of goals determines a broad typology of strategies. It is obvious that even for enterprises located in the same industry and engaged in the same type of activity, the goals will not always coincide. This is, first of all, due to the uniqueness of tourism enterprises both in terms of the set of resources and the options for proposed management solutions, since the management process is difficult to formalize (management is not only a science, but also an art). This fact greatly complicates the process of developing a strategy or adapting a ready-made “template” of a behavior model to the conditions of a particular enterprise.

We propose a structured model of economic strategy, which has important analytical significance for the strategic planning of tourism enterprises. The structure of an economic strategy is understood as a set of interrelated and interacting elements of the strategy, which is manifested using a certain classification feature. Each such feature corresponds to a structure. The use of this model allows us to identify the strategic goals of development of a hospitality enterprise, divide the economic strategy into separate substrategies that form a common tree of economic strategy, and conduct a subsequent analysis of the effectiveness of its implementation.

Structuring a strategy allows you to abstract from unimportant details and focus on the key problems of choosing an economic strategy, taking into account the impact of the external and internal environment.

In our opinion, in the strategic planning of the activities of tourism enterprises, there are systemic integrative stages of development.

The key word in this name is “integrative,” which characterizes management decisions united by a goal orientation, separately oriented and coordinated at various stages. Integrative strategic development of such enterprises is the combination and increase of knowledge about effective long-term development, as well as the transformation of this knowledge into the practice of coordinated actions - strategy.

The integrative strategic development of a tourism enterprise is considered as a multilateral phenomenon, simultaneously acting as:

1. method of achieving the goal;
2. procedure for considering and solving problems;
3. technology for creating, processing and changing enterprise strategy;
4. a system of practical actions to achieve the future.

The complex of identified integrative characteristics allows us to combine them into a structured model of economic strategy based on systemic integrative stages of strategic development of tourism enterprises (Fig. 1).

Rice. 1. Structured model of economic strategy based on integrative stages of strategic development of tourism enterprises

Strategic goals are achieved by the formation and implementation of the components of the economic strategy for each corresponding stage. We formulate the basic principles of forming a system of economic strategy goals as follows (Fig. 2).

Rice. 2. Model of economic strategy according to goals, means and fixers for achieving goals

Goals implement the goal-setting function of the economic strategy, the means of achieving goals express the goal-setting function and determine the ways to achieve the goals. Indicators carry out the function of self-monitoring of the strategy, indicating the method for recording the degree of achievement of each goal and measuring the effectiveness of the use of funds.

Singling out goals, means and indicators in an economic strategy, in our opinion, means that, Firstly, development strategies must be targeted and, Secondly, they must contain tools for monitoring the degree of their implementation, i.e. the degree of achievement of the set strategic goals. In this way, goals are included in the economic strategy, and are not just a beacon for it that the strategy must achieve.

The general basic goal of the economic strategy of a hospitality industry enterprise is to maximize profits and equity capital based on the growth of competitive advantages. This formulation, in our opinion, is preferable, since it is based on indicators that can be determined based on economic analysis data. At the same time, the economic strategy is based on the development of competitive potential, increasing the competitiveness of the hospitality services provided.

Such anticipation of the strategic goals of an enterprise and the means of achieving them for the long term is the essence of goal setting when developing a strategy.

It is important to note that the economic strategy must contain indicators of recording the achievement of set goals in the form of portfolios of strategies for each stage:

1. achieving economic profit;
2. strengthening of competitive position;
3. growth in the cost/value of an enterprise (company, firm).

At the same time, the transition to the next stage of the strategic goal is impossible without overcoming the previous stage. Strategic management combines a strategic approach to setting objectives and a program-targeted approach to their implementation.

Based on a structured model of economic strategy, the author has developed a portfolio of strategies for each stage of strategic development of a hospitality industry enterprise.

The strategic goal of the first integrative stage of development of a tourism enterprise is to achieve economic profit. In our opinion, the portfolio of strategies presented in the diagram (Fig. 3) allows the enterprise to achieve economic profit.

Rice. 3. Portfolio of strategies for achieving economic profit

In this case, all components of the economic strategy portfolio are united by the unity of goals, means and indicators. The initial indicator of this level is the desire to earn as quickly and as much as possible and accumulate capital to repay loans and expand the business. In this case, the goal is not to make a profit as such, but a stable economic profit, which can be directed both to consumption and to expanded reproduction.

The validity of this set of strategies is due to the following factors:

- profit maximization- it is advisable to use in a situation of rapid growth, stable development, or in certain short-term periods;
- obtaining economic profit, taking into account alternative income, risk of loss, level of restrictions;
- mini maximization of economic results- a maximum of minimum expected income and a minimum of maximum expected losses, the need to protect against losses as a result of the actions of competitors;
- motivation- conditions for personnel motivation, level of labor productivity, innovation climate;
- financial security- if the enterprise has an unsatisfactory financial condition and difficult conditions for development, then the strategy is aimed at ensuring a profit level that is sufficient for the financial recovery of the enterprise.

The second integrative stage in the development of a hospitality industry enterprise is its strategic goal - strengthening its competitive position. In this case, all components of the economic strategy are united by the unity of goals, means and indicators of increasing competitiveness. This level of strategic planning is simultaneously associated with increased competition in the target market. Now the goal is to strengthen our own niche and maximize market capture, which is what this portfolio of strategies is aimed at.

In our opinion, strengthening the competitive position of a tourism enterprise is achieved through the creation and implementation of hard-to-copy competitive advantages, and the consequence of this process is an increase in market share. If we set as a strategic goal an increase in market share achieved by price positioning, then this approach can lead the hospitality enterprise to negative consequences, since the increasing scale of sales at low prices does not pay off the increasing costs.

The proposed portfolio of strategies is presented in Fig. 4.

Rice. 4. Portfolio of strategies for strengthening the competitive position of enterprises

Reducing costs and increasing the volume of services provided in many cases can indeed significantly increase the market share as a whole, but this is not the basis for success. Firstly, a significant increase in market share does not guarantee the same increase in revenue. Secondly, the use of “price pressure” is fraught with undesirable consequences for the entire range of services that the enterprise represents. When prices decrease, it is possible to “slide” from a higher price category to a lower one with an irreversible decrease in the share of profit in the cost of services.

The third integrative stage in the development of a hospitality industry enterprise is the strategic goal of increasing its value and value in the capital market. As a result of changes in the economic situation and thanks to the experience gained, the idea of increasing the value and value of the company comes to the fore. Management technologies focused on this direction are emerging.

Rice. 5. Portfolio of strategies for increasing the value of the company

The cost approach in the development of a hospitality enterprise, in our opinion, solves the following problems:

The long-term development of the enterprise is defined as a primary and constant task. This determines all aspects of the functioning of a hospitality enterprise;
- the amounts of funds allocated for investments must take into account the balance of interests of development and consumption. The value of an investment is created only when the return on the investment exceeds its opportunity cost;
- internal indicators used to predict and measure performance must motivate enterprise management to maximize enterprise income;
- external performance indicators of the enterprise should allow for an objective assessment of what has been achieved and reflect the potential for creating value in the future.

The value of an enterprise has long-term growth prospects if there are clear signs that give it a competitive advantage. Based on this, the implementation of the concept of value growth for a hospitality enterprise, in our opinion, should be based on knowledge, key competencies and asset growth capabilities, which ensure an increase in business value. Correct identification of assets helps clarify the strategy formulation and implementation process and facilitates understanding of actions at the operational level.

By focusing primarily on the growth of strategic assets, the enterprise has the ability to monitor indicators of changes in the value and value of the enterprise. Assets allow you to win in business, provide customers with additional value in the form of unique consumer properties of hospitality services, their quality, price or a combination of these characteristics compared to competitors.

This portfolio of strategies, in our opinion, allows us to ensure an increase in value, because the secret to successful growth of the value of a hospitality industry enterprise is development and consistency. It is these characteristics that are the basis of strategic management now and in the future. In modern conditions, the value of a company is achieved through the creation of sustainable competitive advantages through the introduction of difficult-to-copy technologies that allow effective business management. Knowledge management is the basis of this process.

It should be borne in mind that the market price of assets differs from the book value of the enterprise by the amount of added market value. It follows that the integrative strategic development of a hospitality enterprise based on an economic strategy provides the most important strategic goal - an increase in value by the amount of the cumulative effect created by economic profit.

Then the integrative strategic development of a hospitality enterprise is the difference between the market price/value of the enterprise achieved under the conditions of integrative strategic development and the value of the enterprise's assets formed over the same period. We call this indicator the integrative strategic effect, determined by the following formula:

E IS = C R – S A (1)

Where: E IS- integrative strategic effect;
Ts R- the market price of the enterprise’s assets, obtained in the conditions of integrative strategic development, conditioned by the implementation of the economic strategy;
S A- the value of the enterprise's assets.

An economic strategy is a combination of the economic and strategic aspects of enterprise management; it determines its long-term goals, means and indicators of the degree of their achievement, and the integrative strategic effect shows the effectiveness of the implementation of the economic strategy.

Literature

1. Laiko M.Yu., Skobkin S.S. Economic strategy in the management of enterprises in the hospitality and tourism industry // Bulletin of the Russian Economic Academy. - 2007. - No. 5. - P.102-108.
2. Skobkin S.S. Model of integrative stages of strategic development of enterprises // Bulletin of the Russian Economic Academy named after G.V. Plekhanov. - 2011. - No. 6(42). - P.58.
3. Skobkin S.S. Development strategy for an enterprise in the hospitality and tourism industry: a textbook. - M.: Master. - P.85-86.
4. Skobkin S.S. Model of integrative stages of strategic development of enterprises // Bulletin of the Russian Economic Academy named after G.V. Plekhanov. - 2011. - No. 6(42). - P.59.
5. Skobkin S.S. Model of integrative stages of strategic development of enterprises // Bulletin of the Russian Economic Academy named after G.V. Plekhanov. - 2011. - No. 6(42). - C.60.
6. Skobkin S.S. Model of integrative stages of strategic development of enterprises // Bulletin of the Russian Economic Academy named after G.V. Plekhanov. - 2011. - No. 6(42). - P.61.
7. Skobkin S.S. Economic strategy for the development of the IGiT enterprise: monograph. - M.: ABC Publishing House, 2011. - P.300-306.

Formation model of economic strategy of tourist enterprise and components of portfolio strategies for each stage of strategic development are considered in the article. Method of ef ciency determination achieved from the implementation of economic strategy of tourist enterprise is suggested by the author.

Keyword: strategy, tourist enterprise, portfolio strategies.

Currently, in the course of their activities, tourism enterprises face many problems: a high degree of uncertainty in the market situation, seasonal instability of demand for the services provided, increased competition, and political instability. Therefore, in order to constantly ensure an acceptable level of competitiveness of the offered tourist services (tourist products), it is necessary to find ways and means to reduce the degree of uncertainty and risk, and, as a result, the tourism enterprise itself, including through the concentration of resources (financial, labor, material ,

informational, etc.) on the target market. Achieving this goal requires the formation and consistent implementation of an enterprise marketing strategy.

What is a “marketing strategy”? What does the term “strategy” mean?

The word "strategy" (Greek) strategos) means "the art of the general." However, in modern Russian and foreign literature there are many definitions of strategy. So, in the 1960s. The company's strategy was understood as defining the company's long-term development goals, taking into account the limitations of its internal and external environment. It was during this period that the concept of corporate strategies was formed, the essence of which boils down to choosing the optimal set of business types in the corresponding set of markets. In the 1970s the focus of the subject of strategic management shifted to the study of the company's competitive advantages, which were defined by M. Porter in terms of market positioning. At the end of the 20th century. The main task within the framework of strategic management is the search for sustainable competitive advantages and understanding the mechanism for their creation. The resource concept has become dominant, the idea of which is to recognize the internal organizational abilities and resources of a company as the determining sources of its competitive advantages.

M. Porter defined strategy as a thoughtful selection of activities that ensure the unique nature of the value created; creation of a unique and advantageous position involving a certain set of activities.

M. X. Meskon, M. Albert give the following definition: strategy is a plan for implementing the company’s mission and achieving its goals.

G. Mintzberg defines strategy through the model of the five “Ps”: plan, direction of development; principle of behavior; position, location of certain goods in specific markets; perspective, the basic way in which an organization operates; a technique, a special maneuver, with the aim of deceiving, confusing, or outwitting competitors.

Today, all scientific approaches to defining the concept of “strategy” can be combined into the following groups:

strategy as a plan or program;
market positioning strategy;
a complex concept that includes various aspects of strategy implementation.

The diversity of definitions of the concept “strategy” accordingly leads to different interpretations of the concept “marketing strategy”. Some of them are given in table. 5.1. It should be borne in mind that the concepts of “marketing strategy” and “marketing strategy” are synonyms.

G. L. Bagiev defines marketing strategy as the general program of marketing activities of an enterprise in target markets,

including the main directions of the company’s marketing activities and the tools of the marketing mix (marketing mix), with the help of which they develop and implement marketing activities to achieve their goals. For each segment of the target market, a strategy for the company's product, pricing, distribution and sales policies is determined. A marketing strategy shows which product, which markets, and what volume of products should be used to achieve your goals. Thus, marketing strategy represents the company's use of its own potential and achieving success in its environment (market, macro-environmental factors, etc.). It is the main way to achieve marketing goals, forming and specifying the appropriate structure of the marketing mix |9, p. 189-190].

Domestic and foreign interpretations of the concept of “marketing strategy”

Table 5.1

	Definition of “marketing strategy”
V. V. Gerasimenko, A. V. Chernikov	A set of long-term decisions regarding ways to meet the needs of a company’s existing and potential customers through the use of its internal resources and external capabilities
G. Assel	Marketing strategies involve: 1) developing products that satisfy consumer needs; 2) positioning of products for target segments; 3) development of an effective marketing mix
F. Kotler	A rational, logical structure, guided by which, an organizational unit expects to solve its marketing problems. It includes specific strategies for target markets, marketing mix and level of marketing spend.
A. V. Alferov, A. G. Bezdudnaya	Selecting a target market, competitive position and developing an effective marketing program to reach and serve the selected market \|2, p. 113]
E. A. Utkin	An integral part of the entire strategic management of an enterprise, this is a plan for its business activity
O. Walker Jr.	Effectively allocated and coordinated market resources and activities to accomplish the firm's objectives in a specific product market
S. E. Chernov	A marketing strategy is developed for each target market, defining strategic objectives for products, distribution channels, methods of product promotion, prices, other elements of the marketing mix, as well as the marketing budget

End of table. 5.1

Therefore, a marketing strategy in a broad sense as applied to tourism industry enterprises is:

firstly, a means to an end;
secondly, the general strategic direction of the tourism enterprise, with which all aspects of the marketing plan should be linked;
thirdly, the set of decisions of a tourism enterprise regarding the choice of a target market and a tourism product (tourism service) for this market;
fourthly, optimal management of tourism products (tourism services) and optimal allocation of resources;
fifthly, the combination of the resources and skills of the tourism enterprise, on the one hand, and the risk opportunities emanating from the environment, on the other, in which the main goals are achieved.

The founder of strategic marketing J.-J. Lamben believes that “from a marketing point of view, the buyer does not so much need the product/service as he desires the solution to the problem that the product/service can provide. The solution can be found through various technologies, which themselves are constantly changing."

The main problems solved in the process of justification, development and implementation of a marketing strategy at a tourism enterprise are presented in Fig. 5.1.

Rice. 5.1.

In accordance with this, in the process of justification, development and implementation of a marketing strategy in relation to tourism enterprises, the following three interrelated tasks must be solved:

1) development of a set of marketing activities (development of new types of tourism products (tourism services); creation of alliances, differentiation of market policy; diversification of production; overcoming barriers to entry into the market, etc.);
2) adaptation of the activities of a tourist enterprise to changes in the external environment (taking into account cultural specifics in contacts with the public, the social situation in the country, economic conditions, changes in legislation, international politics, etc.);

One of the main goals of marketing? establishing the maximum possible systematicity and proportionality in the activities of a tourism enterprise. The main task is to reduce the degree of uncertainty and risk, as well as ensure the concentration of resources on selected priority areas of development. Achieving this goal is impossible without thoughtful and comprehensive planning. Without it, it is difficult to achieve coordinated actions within a tourism enterprise, it is difficult to maintain the priority of some areas of activity without detriment to others, and, finally, the very essence of control is lost, which, without taking into account the guidelines developed in the planning process, turns into an empty formality.

Strategic marketing planning? the process of developing specific strategies that contribute to the achievement of the company's goals by maintaining a strategic fit between them and its potential capabilities and chances in the field of marketing.

The meaning and features of strategic marketing planning are that it:

· supports a focused and forward-looking way of thinking and acting;
· coordinates decisions and actions in the field of marketing;
· restrains the desire to maximize current profits to the detriment of solving long-term problems;
· focuses more on anticipating future changes in the external environment rather than responding to changes already occurring;
· allows the company's management to set reasonable priorities for the distribution of always relatively limited resources, outline specific goals and concentrate all their efforts on achieving them;
· serves to inform employees about the goals and necessary resources and is a prerequisite for constructive criticism;
· motivates employees if achieving their personal goals (career, salary, prestige) depends on achieving the company’s goals;
· makes it possible to reasonably develop marketing programs aimed at achieving set goals;
· creates the prerequisites for evaluating and monitoring results.

Within the framework of strategic marketing planning, a number of levels are distinguished:

· situational analysis;
· planning of enterprise goals;
· development of alternative strategies;
· selection and evaluation of strategy;
· development of a marketing program.

Determining the marketing strategy of a tourism enterprise fundamentally depends on the specific situation in which it is located. Therefore, at the first stage of strategic marketing planning, a comprehensive analysis of the current activities of the enterprise is carried out? situational analysis.

Situational analysis is based on the results of marketing research, with the help of which the market opportunities of the enterprise are identified.

Market opportunities represent areas of activity that open up to an enterprise based on the totality of conditions in which it operates. In this case, external conditions are first taken into account. Dynamic processes of change are constantly taking place in the external environment, something disappears and something new appears. One part of these processes creates favorable opportunities for the company. The other, on the contrary, creates additional difficulties and restrictions for her. For successful marketing activities, a company must be able to predict both possible difficulties in the future and emerging new opportunities. Therefore, marketing, when exploring the external environment, focuses on finding out what threats and what opportunities it conceals.

But in order to successfully cope with threats and effectively use opportunities, just knowing about them is by no means enough. One can be aware of a threat, but not be able to counter it and thereby suffer defeat. It is also possible to be aware of new opportunities but not have the capacity to realize them and therefore not be able to take advantage of them. For example, good prospects for providing a wide range of tourism services may become unrealistic in the absence of the necessary financial resources. That is why the strengths and weaknesses of the internal environment of the enterprise, as well as threats and opportunities, are exhausted in the process of situational analysis.

Thus, situation analysis is mainly aimed at identifying:

· opportunities and threats that may arise in the external marketing environment;
· strengths and weaknesses, which are determined by the state of the internal marketing environment of the enterprise.

Once a specific list of opportunities and threats, strengths and weaknesses has been compiled, it is necessary to establish the relationship between them. This will highlight the marketing capabilities of the travel company.

Marketing opportunities should be understood as attractive areas of an enterprise's marketing efforts in which it can achieve competitive advantages.

Intangible (intangible) assets? These are, as a rule, the qualitative characteristics of the enterprise: prestige, image of the enterprise, personnel qualifications, etc.

Competitive advantages in the tourism sector can be:

· famous name;
· high quality of services provided;
· individual contact with clients;
· focus on the consumer, his needs and wishes;
· stable clientele;
· effective advertising;
· favorable conditions for the sale of services;
· qualified personnel, competent management;
· work experience, etc.

Thus, situational analysis makes it possible to assess the internal resources and capabilities of the enterprise, determine trends in changes in the external environment and the degree of adaptation of the enterprise to these changes. As a result of the situational analysis, two strategic questions can be answered:

· What is the current situation of the enterprise?
· In what direction is the enterprise developing, what is its activity aimed at?

Having answered them, we can formulate another question: what should the enterprise’s activities be aimed at?

Consequently, at the second stage of strategic marketing planning, the development of enterprise goals is carried out.

It is advisable to consider the goals set by a tourism enterprise in the process of strategic marketing planning from the point of view of the requirements placed on them. Marketing objectives should be characterized by:

specificity and measurability;
· reachability;
· orientation in time;
· selectivity;
· participation of employees in their production.

Specificity and measurability of goals presupposes the establishment of precise targets in various aspects of activity.

Achievability of goals? a fundamental requirement for planning.

Time orientation determines the relationship between goals of different time horizons (long-term, medium-term, short-term).

The choice of goals must be approached selectively.

Typical objectives of tourism enterprises can be grouped into the following groups:

· economic;
· “selfish”;
· social.

Economic goals can be increasing sales volume, profit, market share, competitiveness, identifying new market segments, achieving market leadership, improving sales, product rationalization, preventing obsolescence of certain types of services, etc.

“Selfish” goals include increasing the prestige, fame, and image of a tourism enterprise.

Social goals are considered from the point of view of the development of services designed for low-income segments of the population. These goals can also be expressed in the development of products that contribute to environmental protection, contribute to a certain improvement in social conditions, have a positive impact on employment, etc.

When developing alternative strategies, it is advisable to use models tested in marketing practice. Within the framework of these models, a tourism enterprise can assess its capabilities, products, markets, competition, consumers and areas of activity. Based on the assessments obtained, the efforts and resources of the tourism enterprise are distributed and appropriate marketing strategies are developed.

When searching for alternative strategies, the matrix “product? market" (Table 2).

Table 2 Matrix “product? market"

The matrix forms four fields characterizing the position of the company depending on the combination of two factors (development and renewal of the market and product):

· the company enters the existing market with an existing (old) product;
· the company enters the existing market, but with a new product;
· the company enters a new market, but with an existing product;
· The company enters a new market with a new product.

The matrix allows you to develop four alternative marketing strategies.

A deep market penetration strategy is recommended when a company is working with a tourism product that is already quite well-known on the market.

The market development strategy should have an effect by identifying new market segments where the demand would be sufficient to sell existing products and achieve the planned profit.

The diversification strategy is used when it is necessary to expand the scope of the enterprise's activities. This is reflected in the offering of new tourism products for new markets.

The magnitude of risk associated with individual alternative strategies varies. According to research by German specialists, the probability of success of various strategies and the costs associated with their implementation are as follows (Table 3)

Table 3 Evaluation of alternative strategies based on the “product? market"

A number of marketing strategies can be developed based on the growth? market share”, proposed by the Boston Consulting Group (BCG) of Massachusetts. It allows a business to classify each of its products by its market share relative to its main competitors and its sales growth rate. Products that occupy a similar initial strategic position in the matrix are combined into homogeneous aggregates. For them, it is possible to define basic patterns of action or so-called normative strategies, which are used for target and strategic planning, as well as for the distribution of enterprise resources.

To a large extent, the popularity of the BCG matrix is due to the figurative expressiveness of the names of its sectors.

In the lower left sector there are products called “cash cows”. They have a large share of a slow-growing market. Such products? the main source of income for the company.

In the upper left sector there are “stars”. These are products that occupy a significant market share, and the demand for them is growing at a high rate. They require costs to ensure further growth and promise to become “cash cows” (i.e. profit generators) in the future.

Wildcats, or question marks, have little market impact (low market share) in an emerging industry (high growth).

Finally, in the lower right sector there are “dogs”, or “lame ducks”. These are products with limited sales volume (low market share) in a mature or declining industry (slow growth).

After determining the place of tourism products in the coordinate system “sales growth? relative market share”, it is necessary to choose a marketing strategy for each of them. In marketing practice, three main types of strategies are known, depending on the market share occupied (Table 4).

Table 4 Choice of strategy depending on market share

The attacking strategy (offensive) offers an active, aggressive position of the company in the market and pursues the goal of conquering and expanding market share.

Using an attacking strategy is advisable in several cases:

· if the market share is below the required minimum or as a result of the actions of competitors has sharply decreased and does not provide a sufficient level;
· introduction of a new product to the market;
· Competing firms are losing their positions and there is a real opportunity to increase their market share at relatively low costs.

A defensive, or holding, strategy involves the company maintaining its existing market share and maintaining its position in the market. It can be used:

· if the position of the company is satisfactory;
· in case of insufficient funds to carry out an attack strategy;
· in a situation where the company is afraid to implement an attack strategy due to possible active retaliatory measures from competitors.

The retreat strategy is, as a rule, forced rather than consciously chosen.

When developing alternative marketing strategies, M. Porter's competition model is also used. She identifies two types of competitive advantages: lower costs and specialization. True, the meaning put into these terms is different than what might initially be assumed.

By lower costs we mean not just a lower cost of production and marketing of a product than competitors, but the ability of a company to develop and sell a product more efficiently than its competitors.

The understanding of the essence of the type of competitive advantage that is denoted by the word “specialization” is not as clear as it might seem at first glance. It is not a focus on specific services, as one might think, but the ability to meet specific customer needs and get a premium price for it, i.e. the price is on average higher than that of competitors.

Bearing in mind this interpretation of competitive advantages, the following strategies are distinguished in order to obtain them:

· mass marketing;
· differentiated marketing;
· concentrated marketing.

The mass marketing strategy involves achieving competitive cost advantages.

The main idea of the differentiated marketing strategy is that the tourism enterprise offers bottled products that are different from the services of competitors and have something unique from the point of view of consumers.

A concentrated marketing strategy involves a firm concentrating its efforts on one or more small market segments and offering products to meet the needs of these particular customer groups.

The choice of marketing strategy is made by the management of the tourism enterprise. The main, key factors that should be primarily taken into account when choosing a marketing strategy are the following.

A company's competitive advantages and strengths can play a decisive role in choosing a marketing strategy.

The company's goals give uniqueness and originality to the choice of strategy in relation to each specific enterprise.

The interests and attitudes of management play a very important role in choosing a marketing strategy.

The financial resources of an enterprise have a very significant impact on the choice of strategy.

A strong limiting factor when choosing a marketing strategy is the qualifications of personnel.

The enterprise's obligations under previous strategies create some inertia in its development.

In all cases, when choosing a strategy, the time factor must be taken into account.

The selected strategy is assessed according to the criteria of its compliance:

· the goals of the enterprise (analysis of the correctness and sufficiency of taking into account when choosing a strategy the main factors that determine the possibility of its implementation);
· the state and requirements of the external marketing environment (the extent to which the strategy is linked to the requirements of the main environmental actors; to what extent are the factors of market dynamics and product life cycle development taken into account; will the strategy lead to the emergence of new competitive advantages, etc.);
· the potential and capabilities of the enterprise (to what extent the chosen strategy is linked to other strategies; does it correspond to the capabilities of the personnel; does the existing structure allow the strategy to be successfully implemented, etc.);
· degree of risk (the realism of the premises underlying the choice of strategy; what negative consequences can result from the failure of the strategy; whether a possible positive result will justify the risk of losses from failure to implement the strategy).

For the chosen strategy, a marketing program is developed that provides answers to the questions:

· what will be done?
· When?
· Where?
· by whom?
What funds are needed for this?

Consequently, at the stage of program development, we are talking mainly about the selection, meaning and form of marketing elements, about combining them into the most optimal complex from the point of view of the goals, as well as about the distribution of financial resources within the marketing budget.

The structure of marketing programs can be different. However, their essence is usually typical. At the beginning of the program, the results of the enterprise’s activities for the previous period are highlighted. Then a brief analysis and forecast of the target market selected as a result of marketing research is provided. Next, the main goal or goals of the company for the next planned period of activity are indicated, as well as the main global directions of the chosen marketing strategy.

The largest part of the marketing program is a description of the tools and methods for achieving the set strategic goals, i.e. a set of specific marketing activities for the implementation of private specific marketing mix strategies:

· product strategy;
· pricing strategy;
· sales strategy;
· communication strategy.

Most marketing programs indicate the content and plan of marketing research, the methodology of information support, and determine the needs for resources (monetary, material, labor, etc.).

The final part of the program provides a preliminary assessment of the effectiveness of the program, provides measures to monitor the progress of its implementation, and also provides a calculation of the marketing budget.

In marketing practice, various methods of budget formation are used.

However, it is obvious that none of them is universal and perfect.

Opportunity funding is based on the “as much as you can allocate” principle.

The "fixed percentage" method is based on the deduction of a certain percentage of previous or expected sales volume. For example, a value of 3% of last year’s sales is assumed.

The “competitor match” method involves taking into account the marketing practices and level of marketing costs of competing firms, adjusted for the balance of power and market share.

The maximum spending method suggests that you spend as much money as possible on marketing.

The method based on goals and objectives requires a coherent system of clearly formulated goals and objectives.

The method of accounting for a marketing program involves careful consideration of the costs of achieving specific goals, but not in themselves, but in comparison with the costs of other possible combinations of marketing means, i.e. when implementing other “chains” of alternatives to implementing a marketing strategy.

When determining the budget, it is necessary not only to calculate the total expenses, but also to distribute them both across the main areas of marketing activities (marketing research, product development, advertising, sales promotion, etc.) and within them.

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Types of marketing strategies of a tourism enterprise. Marketing strategy of Russian tourism enterprises

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