Revenge management as the basis for the successful development of the tourism industry

Revenge management as the basis for the successful development of the tourism industry

Annotation. The use of rhubarb management is becoming an increasingly necessary condition for increasing the competitiveness and successful development of enterprises in the tourism industry. With the correct use of this technology, which includes the operations of collecting the relevant data, its analysis, optimization and control, it is possible to achieve the best balance between the demand for tourism services and the supply, which provides an increase in profits, and therefore increases the viability of the tourism enterprise.

Keywords: rhubarb management, tourism industry, optimization, algorithm, business mix.

The tourism industry, which is currently one of the most promising components of the world economy, in its rapid development constantly requires the use of new strategies and approaches to business management. In the conditions of doing business in a highly competitive environment, it is rhubarb management that seems to be the key to increasing the competitiveness and success of tourism enterprises.

Revenge Management

Revenge management is a technology for forming a pricing policy based on forecasting demand, aimed at ensuring high profitability of an enterprise or company. The main task of this technology in the field of tourism can be formulated as achieving an optimal balance between the demand for the services of the tourist market and the corresponding supply, in other words, the formation of supply corresponding to a certain level of demand. At the same time, the use of the principles of rhubarb management becomes necessary for almost all business clusters of the tourism industry - tour operators, air carriers, hotel complexes.

The Demand Forecasting and Tracking Management determines the structural, price and quantity decisions that the relevant tourism cluster must make in order to increase revenue. Structural solutions include the creation of a marketing policy, in particular, the definition of sales channels, conditions for the offer of certain tourist products, including cross-products, and methods for their promotion.

Marketing, its tools, in fact, the very effectiveness of the marketing policy of companies in the tourism sector is largely determined by the depth of use of the principles of this technology. The pricing aspect involves making decisions that will determine the success or failure of a particular service or product. For example, is it necessary to use a “top-down” or “bottom-up” approach when setting a price, how best to position discounts and special offers, depending on the position of a product or service on the curve of its life cycle versus time, etc. The most critical for enterprises in the tourism industry is the adoption of quantitative decisions. If these decisions are initially wrong, then, unlike retail businesses, taking into account the specifics of the goods they sell, vacant places in hotels or airplanes cannot be sold tomorrow.

In the very recent past, errors in making quantitative decisions cost several Russian tour operators their presence on the market. It seems advisable to approach the sale of products and services, whether it be a hotel complex, an air carrier or any other tourist-oriented enterprise, precisely from the position of forecasting the quantity. The setting of the price "comes into play" later, only after the management system has calculated with a sufficiently high degree of accuracy the number of seats on a particular flight on a particular route and at a particular time or number of rooms that will be in demand at a particular moment in the hotel by the corresponding categories of clients. For example, the largest Western air carriers use demand-driven dispatch practice, when, depending on the projected demand for a particular flight, an airliner for the required number of seats can be provided in real time [1].

Demand structure for a tourism enterprise

The structure of demand for a tourism enterprise can be represented in the form of three main components, as shown in Fig. 1.

Fig. one. Three-level structure of demand as the basis for the formation of a rhubarb management system for enterprises of the tourism industry

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