Магистерский диплом (ВКР) на тему Proposal For Rebranding In order To Increase the Efficiency of the company.Предложение по ребрендингу с целью повышения эффективности компании.

Содержание:

INTRODUCTION 3

CHAPTER 1. ENTERPRISE CRISIS DEVELOPMENT AND GOVERNANCE ARRANGEMENTS 5

1.1 The concept and essence of the crisis state of service enterprises and the reasons for its emergence 5

1.2 Crisis change in the strategic direction of a company 9

1.3 Analysis of a competing hotel’s experience in overcoming the negative impact of the COVID epidemic and international sanctions on the hotel business 15

CHAPTER 2.CRISIS INDICATORS AT HOTEL FORTON (MOSCOW) 22

2.1. General characteristics of hotel forton (Moscow) 22

2.2 Analysis of the financial and economic performance of the hotel 33

2.3 Analysis of the current state of the consumer market of hotel services in Russia and Ghana 52

CHAPTER 3. DEVELOPMENT OF MEASURES FOR REBRANDING AND ANTI-CRISIS MANAGEMENT IN hotel forton (Moscow) 63

3.1 Recommendations for rebranding and anti-crisis management of hotel forton (Moscow) 63

3.2. Evaluating the effectiveness of the proposed activities 69

Working with the Ghana travel agency WildTrek Safaris 76

3.3 Assessment of risks associated with planned activities 77

CONCLUSION 85

REFERENCES 87

ABREVIATION 91

Введение:

The problems of management of service enterprises are of particular im-portance in connection with the need to overcome the management and eco-nomic crises. Today, service enterprises operate in a constantly changing eco-nomic situation, in quite unstable institutional conditions, which are quite often exacerbated by economic problems. The problem of survival of the enterprises at the competitive market is brought to the foreground, for this purpose their position at the market, development of human resources, financial results be-come significant. The external environment is constantly changing and service enterprises are not always able to react adequately to these changes, choose the most optimal development strategy, evaluate alternative activity projects, use a modern information system, which leads to bankruptcy and an increasing number of unprofitable enterprises. It is important for service enterprises to continually improve, because against the background of other enterprises using modern tools to attract consumers, technical innovations, modern services, the lack of attention to the requirements of the market quickly leads to lack of in-terest from consumers and the crisis. The issues of crisis management appear in the enterprises of all industries, including in the service sector, because the activity of enterprises engaged in service is characterized by a large exposure to the external environment, a high level of risk. This explains the relevance of the topic of the research.

The goal of the work is to develop measures of anti-crisis management of the enterprise of the service sector — Hotel Forton (Moscow) on the basis of consumer market research.

To achieve the goal, the work set a set of objectives:

1. To consider the concept and essence of the crisis state of service en-terprises, the causes of its occurrence.

2. To determine the stages of overcoming the anti-crisis state of service enterprises.

3. Conduct a study of the current state of the consumer market of hotel services in Moscow for the diagnosis of pre-crisis and crisis situations and tak-ing into account the characteristics of the imposed restrictions.

4. Diagnostics of a crisis situation and probability of bankruptcy of ho-tel forton (Moscow).

5. To develop measures of anti-crisis management.

The subject of research in the work is anti-crisis management of an en-terprise in the service sector based on consumer market research.

The object of the research is an enterprise in the service sector -hotel for-ton (Moscow) (Moscow)

For preparation of work the following methods of research are used: methods of the structural analysis, the comparative, the quotient, vertical anal-ysis, etc.

Theoretical basis of the study are the works of A.D. Chudnovsky, A.V. Ksenofontov, G.A. Avanesova and others [21].

Practical significance. The work substantiates modern theoretical and methodological provisions and practical recommendations for the formation of anti-crisis strategy of enterprises, which can be used in the training of special-ists, as well as in the work of specialists in a narrow focus.

The structure of the work consists of an introduction, three chapters, conclusion, references and appendices.

Заключение:

The main purpose of the work was the development of anti-crisis man-agement activities of the enterprise services — hotel forton (Moscow) on the ba-sis of consumer market research.

To achieve the goal, the following tasks were solved:

— Considered the concept and essence of the crisis state of service enter-prises, the causes of its occurrence

— was to determine methods and tools for crisis research

— determined the stages of overcoming the crisis situation in the enter-prises of the services sector

— the current state of consumer market of hotel services in Moscow was investigated with purpose of diagnostics of pre-crisis and crisis situations and taking into consideration the peculiarities of imposed limitations

— Diagnostics of crisis situation and probability of hotel forton (Moscow) bankruptcy was carried out. Moscow

— anti-crisis management measures were developed and their effectiveness is assessed.

hotel forton (Moscow) is taken as an object of the study.

According to Rosstat, every fifth hotel in Russia failed to resume opera-tions after the relaxation of quarantine measures. And by the end of 2020 a total of 40% of the total number of small hotels in Russia ceased to exist.

It is difficult to speak about adaptation of tourism industry to new eco-nomic conditions, but, nevertheless, being in a situation when sales fell to zero, companies continue to look for solutions to emerging problems and make plans for a prompt exit from the crisis.

This situation is not covered by the analyzed hotel forton (Moscow) (Moscow) In the study it was found that the organization has all the indicators of a crisis, including the pandemic coronavirus infection, which affected the flow of customers. Due to these circumstances, the issue of developing mecha-nisms to counteract the developing crisis of the enterprise becomes particularly relevant, which will be discussed in more detail in the next chapter of this pa-per.

In the third chapter of the study for hotel forton (Moscow) were devel-oped crisis management organizational measures, they include:

— analysis of the market and competitors in order to expand the range of partners and sales channels;

— revision of pricing;

— staff optimization.

Thus, by applying the proposed anti-crisis measures hotel forton (Mos-cow) will be able to reduce its fixed costs and direct the released funds to in-crease financial stability. hotel forton (Moscow) considered in detail the ways of advertising strategy of hotel forton (Moscow) without attracting additional funds, as well as the possibility of creation of hotel forton (Moscow) own travel agency in order to fill the hotels in Africa. The implementation of these activi-ties will allow hotel forton (Moscow) to reduce costs, thereby indicating cost savings and their most effective use in order to increase the profitability and liquidity of the enterprise.

Thus, I can conclude that all the goals and objectives have been fully achieved.

Фрагмент текста работы:

CHAPTER 1. ENTERPRISE CRISIS DEVELOPMENT AND GOVERN-ANCE ARRANGEMENTS

1.1 The concept and essence of the crisis state of service enterprises and the reasons for its emergence

The word «crisis» has a Greek origin and means «solution». Over time, the concept has expanded and acquired new facets, and the term is now used to describe conditions of abrupt change or change perceived as disruptive to ex-isting trends [30].

Especially noteworthy is the fact that the main function of a crisis can be defined as the disruption of the least sustainable components of the organisa-tional structure. In this way, during a crisis and in the post-crisis phase, the weakened parts of the organisational structure are improved and reinforced.

A crisis can involve the various levels of life, such as a person, a group of people, an enterprise, an entity, a State.

It must be emphasized that crises in companies do not occur overnight but develop gradually in stages:

1. Pre-crisis situation: decline in revenues, decline in profitability, in-crease in the cash flow gap of activities, increase in overdue accounts receiva-ble.

2. Entering crisis situation: company’s business becomes unprofitable; there is a positive dynamics of growth of borrowings and breakdown of cash flows.

3. Crisis situation: this is reflected in a loss of economic activity, con-stant lack of money, low solvency and problems with the attractiveness of ex-ternal financing. Balances are growing faster than current balances.

4. Bankruptcy: the company is unable to carry out economic activities and fails to fulfil its obligations to its creditors.

In turn, crisis phenomena in hospitality enterprises may be:

— Short-lived or prolonged;

— Local — concentrated in a specific location — or complex — affecting the entire hospitality enterprise;

— It can concern issues of improvement and innovation in the organisa-tion in order to improve the quality of service or a decline in key indicators, which are the result of inefficient use of available resources. A crisis can also arise in the case of a static hospitality establishment, i.e. when the organisation is stagnant in terms of services and conditions of service provision.

The stages of crisis development in service enterprises can be roughly di-vided according to the following characteristics: [22]

1. Stages in the life cycle of hospitality enterprises:

— Crisis may be noted at the establishment stage of an enterprise and be expressed by a lack of necessary financial provision and effective planning;

— It can occur in the growth phase of the enterprise and be expressed by a lack or reduction in profits;

— It may also represent a tendency to reduce the presence of the enter-prise in the services market, with a reduction in the number of customers and in the sales of services;

— The ageing stage is characteristic of service enterprises with a long pe-riod of activity. The main reason for the crisis at this stage is the loss of liquid-ity.

2. Aggregation of crisis conditions:

— Crisis preconditions may already be manifested at the stage of estab-lishment of a service enterprise;

— It is a latent crisis. It is characterized by its stealthiest and may not be detected immediately. It can start with the very formation of the organization but will manifest itself later through the activity of competitors in the service sector;

— An acute surmountable crisis is a characteristic phenomenon of the ma-turity stage of the service enterprise when the organisation is heading its devel-opment in the framework of innovation;

— An acute insurmountable crisis can also develop in the ageing stage of a service enterprise which is unable to change its development strategy and to implement new innovative forms and methods of service.

In the service sector, crisis phenomena can be triggered by different kinds of causes. These causes can be both external and internal.

The external causes of crisis situations in service enterprises in the Rus-sian market can be attributed to such main phenomena as:

— Increase in the quality of life of the population. These phenomena entail inevitable growth of requirements to the quality of hospitality enterprises’ ser-vices and their assortment;

— Issues of obtaining necessary documents for foreign tourists when en-tering the Russian Federation. It is worth noting the fact that the level of for-eign customers in the Russian Federation depends to a large extent on the ease of obtaining all the necessary documents for entry into the state;

— The level of prices for housing and utilities services, rent of premises is directly linked to the geography of the service provider’s location. Thus, it is possible to note the unevenness of the price segment of enterprises in this sphere of economy, as the price of hotel services in the capital cities and resort regions of Russia is much higher than in the regions with undeveloped tourist sphere;

— Insufficient level of development of investment attractiveness of the tourist sphere in Russia;

— Quite high level of prices for travelling around the country;

— Insufficient level of investment and investment conditions in the hospi-tality industry

— High level of hospitality facilities left from Soviet times, requiring capi-tal investment and restructuring;

— High level of influence of monetary policy and currency exchange rates on the costs of hospitality enterprises. This fact is reflected both in the cost of hotel rooms and in the cost of travel when buying from tour operators.

In turn, the internal causes of the crisis in the service enterprises can be attributed to:

— Lack of application of star classification of hotels;

— Low level of qualification of service staff in the service sector, lack of qualified personnel, lack of training facilities (colleges, institutes), shortage of workers (electricians, locksmiths, carpenters) with sufficient level of qualifica-tion;

— Insufficient attention to the level of management personnel;

— Insufficient or complete lack of marketing planning in the process of op-eration of the service sector enterprises

— Lack of attention to the development of Internet advertisement and Inter-net-marketing. In modern times, a large number of service enterprises neglect and underestimate the scale of Internet trade. While almost 60% of sales have to do with the Internet;

— The pricing policy of a service enterprise. This factor may be caused by external factors such as the level of housing and utilities prices and others

— Lack of service standards;

— Low level of service culture. This factor in particular affects the enterprise services whose customers are foreign tourists;

— Insufficient software and hardware provision of the enterprise. Introduc-tion of modern methods of work regarding software and hardware has a signif-icant impact on the speed and quality of service (reservation system, scanning system of passports and other documents, payment system);

— Lack of a system for analysis of external and internal environment in or-der to improve services and expand the customer base.

The entire set of risks of service enterprises, and the tourism sector associ-ated with it, can be divided into two basic groups: [12]