Платная доработка на тему Proposal For Rebranding In order To Increase the Efficiency of the company. Предложение по ребрендингу с целью повышения эффективности компании.

Содержание:

Introduction 2

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

Chapter 2. Analysis of the activities of the Forton Hotel 15

2.1. Hotel features 15

2.2 Analysis of the financial and economic performance of the hotel 26

2.3 Analysis of the current state of the consumer market in hospitality services in Russia and Africa 39

Chapter 3. Developing rebranding and crisis management measures at Forton hotel 54

3.1 Recommendations for rebranding and crisis management at Forton hotel 54

3.2. Evaluating the effectiveness of the proposed activities 56

Working with the Ghana travel agency WildTrek Safaris 62

References 66

Введение:

Relevance of the research topic. The problems of service enterprises’ management become particularly important due to the need to overcome man-agement and economic crises.

Today, service enterprises operate under the conditions of constantly changing economic situation, in rather unstable institutional conditions, which are quite often aggravated by economic problems.

The task of survival of the enterprises on the competitive market has been brought to the fore, their market position, human resources development and financial results are becoming significant for this purpose.

The external environment is constantly changing and service enterprises are not always able to react adequately to these changes, choose the most op-timal development strategy, evaluate alternative activity projects, and use a modern information system, which leads to bankruptcy and an increasing number of unprofitable enterprises.

It is important for service enterprises to continuously improve, because in the background of other enterprises using modern tools to attract customers, technical innovations, modern services, lack of attention to market require-ments quickly leads to lack of interest from consumers and crisis.

The issues of crisis management appear in the enterprises of all indus-tries, including the service sector, because the activities of enterprises engaged in service activities are characterised by high exposure to the external envi-ronment, a high level of risk. This explains the relevance of the theme of the study.

Scientific working out of theme: the significant contribution to develop-ment of the theory of anti-crisis management of the enterprise was made by such scientists, as: Azaryan E.M., Aleksandrov G.A., Ansoff I., Balabanova L.V., Bakunov A.A., Birman G, Goncharov V.N., Gradov A.P., Gryaznova A.G., Jarenov L.B., Korotkov E.M., Mirmovich E.G., Omeljanovich L.A., Or-lova V.A., Hammer M., Finner J. et al; some aspects of crisis evaluation in en-terprises were considered in the works of Kotler F, L., Sardak E.V., Taigibov T.T., Uryvskaya L.V., Shepelenko O.V, Shershneva Z.E., etc.; methodological approaches to the formation of anti-crisis strategy of trade enterprise are the subject of active scientific discussions among such scientists as: Alexeev S.B., Vashchenko N.V., Voziyanova N.Y., Kravchenko E.S., Popova T.A., Pripoten V.Y., etc.

At the same time, the study of published works and business practices shows that the effectiveness of enterprises in complex and unpredictable envi-ronmental conditions is possible only on the basis of timely adaptation to pre-vailing economic conditions.

The purpose of the work is to develop crisis management activities of the enterprise services of hotel Forton on the basis of consumer market research.

There are the set of tasks to achieve the goal of this work:

1. To consider the concept and essence of the crisis of the service enter-prises, the causes of its emergence

2. To determine the stages of overcoming the crisis situation in the ser-vice businesses

3. To study the current state of the consumer market of hotel services in Moscow for the diagnosis of pre-crisis and crisis situations and taking into ac-count the characteristics of the imposed restrictions

4. To diagnose crisis situation and probability of bankruptcy of the hotel «Forton» in Moscow.

5. To develop anti-crisis management measures.

The subject of the study in the work is anti-crisis management of a ser-vice enterprise based on consumer market research.

The object of the study is the enterprise services as hotel «Forton» in Moscow.

To prepare the work the following research methods were used: methods of structural analysis, comparative, coefficient, vertical analysis, etc.

Theoretical basis of the research is the works of A. N. Ryakhovskaya, S. E. Kovan, M. A. Fedotova and others.

Practical Importance: 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 paper consists of an introduction, three logically re-lated chapters, a conclusion and a list of references, and appendices.

 

Заключение:

The main purpose of the work was to develop measures of anti-crisis management of the enterprise of the service sector — hotel Forton on the basis of consumer market research.

To achieve this goal, the following tasks were solved:

— Considered the concept and essence of the crisis state of enterprises in the service sector, the reasons for its emergence

— Methods and tools for crisis research were proposed;

— Determined the stages of overcoming the crisis state of the enterprises of services

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

— Diagnostics of crisis situation and probability of bankruptcy of the ho-tel «Forton» in Moscow was carried out.

— Anti-crisis management measures were elaborated and their effective-ness was assessed.

Hotel «Forton» was taken as an object of research.

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 to-tal of 40% of the total number of small hotels in the Russian Federation have ceased to exist.

It is difficult to speak about adaptation of the tourism industry to new economic conditions, but, nevertheless, companies are in a situation where sales have fallen to zero and continue to seek solutions to the problems and make plans for a quick way out of the crisis.

This situation did not escape the analyzed hotel Forton. The study re-vealed that the organisation has all the indicators of a crisis business, including the coronavirus pandemic which has affected customer traffic. Under these cir-cumstances, it becomes particularly relevant to develop mechanisms to coun-teract the developing crisis of the enterprise, which will be discussed in more detail in the next chapter of this paper.

In the third chapter of the study for the Forton Hotel, anti-crisis organi-zational measures were developed, 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 will be able to reduce its fixed costs and use the freed up cash to improve its finan-cial stability. As a part of the Forton Hotel’s development and market strategy, the ways of optimizing the personnel component by means of outsourcing cer-tain positions as well as changing the advertising strategy were considered in detail without involving additional funds. The implementation of these measures will allow the Forton Hotel to reduce labour costs, thereby indicating savings and their most effective use in order to increase profitability and li-quidity of the enterprise.

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

Фрагмент текста работы:

Chapter 1. Enterprise crisis development and governance 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 [11].

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: [8]

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;