Globalization and integration processes in the management of enterprises in the tourism industry

Globalization and integration processes in the management of enterprises in the tourism industry

Annotation. the second deals with globalization and integration processes in the management of enterprises in the tourism industry. The main reasons for the integration processes in the tourism business, the features and principles of management of tourist strategic alliances, as well as the management factors that guarantee success have been determined.

Key words: globalization processes, integration processes, tourism business, strategic alliance.

In the conditions of tough competition between the enterprises of the tourism industry, new models of organization and management of the activities of enterprises are emerging, taking into account the processes of globalization and business integration.

Reasons for integration processes in the tourism business

Let's formulate the main reasons for the integration processes taking place in the tourism business:

- the need to ensure a sufficient number of clients (tourists, passengers, hotel clients, etc.). As an example, we can cite our own systems for booking rooms in hotels, tickets in airlines, road transport, etc., focused on the priority loading of tourist enterprises. The booking system itself is also subject to integration processes (there are electronic hotel booking systems owned by large airlines, as well as hotel booking systems owned by independent consortia, etc., the inclusion of which is an expensive service and is beyond the power of an independent travel company); - the requirement for the quality of tourist services, which depends on a number of factors: the quality of delivery by any type of transport, the quality of hotel accommodation, the quality of services provided on vacation, the qualifications of service personnel, ensuring the safety of customers, etc. The indicated reason determines the presence of leading tourist enterprises in their own standards , technologies and standards of customer service, for the provision of which, for example, own supply organizations are created, which only associations of tourist enterprises can afford; - striving to increase the number of customers. The search for a new clientele and the retention of the old one necessitate a deep analysis of the market, clientele, competitors, suppliers, etc., by tourism enterprises, an active advertising and sales policy, which, in turn, requires the use of large financial, informational and human resources; - improving the professionalism of the staff of the tourist enterprise, which significantly affects the quality of the services provided. In this case, it is economically profitable for tourism enterprises to create their own system of training and advanced training of personnel, which requires significant costs.

Tourism Strategic Alliance Management

Tourism business management is the interconnection of three main elements of management:

1) general management, whose competence includes the development of standards and regulatory requirements, management policy and other enterprise policies, strategic planning, organization of enterprise activities, coordination and control, etc .; 2) managing the structure of a tourist enterprise, covering the formation of the structure of the enterprise, determining the subject of activity, legal norms, establishing relationships with other enterprises, solving territorial issues, as well as the tasks of organization, reconstruction and liquidation, etc.; 3) specific areas of management, including marketing, commerce, finance, innovation, production, personnel, management of fixed assets, etc.

There is no doubt that one of the essential components of a successful tourism enterprise is the management of new types of business. The ability to negotiate new alliances and manage complex alliance networks is increasingly important. Alliance management competence is critical to multinational business success. This provides significant competitive advantages for the practice of multinational strategic alliances [2].

Management of enterprises-participants of the strategic alliance is shown in Fig.

Fig. 1. Management of enterprises-participants of the strategic alliance

Principles of Good Governance

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