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 4

1.1 The concept and essence of the crisis state of service enterprises and the reasons for its emergence 4

1.2 Crisis change in the strategic direction of a company 8

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 13

CHAPTER 2. ANALYSIS OF AZIMUT MOSCOW OLYMPIC HOTEL ACTIVITIES 20

2.1. Hotel features 20

2.2 Analysis of the financial and economic performance of the hotel 31

2.3 Analysis of the current state of the consumer market of hotel services in Russia and Ghana 44

CHAPTER 3. DEVELOPMENT OF MEASURES FOR REBRANDING AND ANTI-CRISIS MANAGEMENT IN AZIMUT MOSCOW OLYMPIC HOTEL 51

3.1 Recommendations for rebranding and anti-crisis management of Azimut Moscow Olympic Hotel 51

3.2. Evaluating the effectiveness of the proposed activities 57

3.3 Assessment of risks associated with planned activities 65

REFERENCES 76

Введение:

Relevance of the research topic. The problems of management of service enterprises are of particular importance in connection with the need to over-come the management and economic crises.

Today, service enterprises operate in a constantly changing economic situation, in quite unstable institutional conditions, which are quite often exac-erbated 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, devel-opment of human resources, financial results become significant.

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, 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 con-sumers, technical innovations, modern services, the lack of attention to the re-quirements of the market quickly leads to lack of interest from consumers and the crisis.

The issues of crisis management appear in the enterprises of all indus-tries, 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 aim of the work is to develop measures of anti-crisis management of the enterprise of the service sector — Azimut Moscow Olympic Hotel on the ba-sis of consumer market research.

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

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 Az-imut Moscow Olympic Hotel in 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 — Azimut Moscow Olympic Hotel in 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.

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 logically re-lated chapters, conclusion and a list of references, appendices.

Заключение:

The main purpose of the work was the development of anti-crisis man-agement activities of the enterprise services — hotel Forton on the basis of con-sumer 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

— 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 AZIMUT Hotels bankruptcy was carried out. Moscow

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

AZIMUT Hotels 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 to-tal 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 AZIMUT Hotels . In the study it was found that the organization has all the indicators of a crisis, in-cluding the pandemic coronavirus infection, which affected the flow of custom-ers. Due to these circumstances, the issue of developing mechanisms to coun-teract the developing crisis of the enterprise becomes particularly relevant, which will be discussed in more detail in the next chapter of this paper.

In the third chapter of the study for AZIMUT Hotels were developed cri-sis 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 AZIMUT Hotels will be able to reduce its fixed costs and direct the released funds to increase financial stability. AZIMUT Hotels considered in detail the ways of advertising strategy of AZIMUT Hotels without attracting additional funds, as well as the possibility of creation of AZIMUT Hotels own travel agency in order to fill the hotel in Africa. The implementation of these activities will allow AZIMUT Ho-tels to reduce costs, thereby indicating cost savings and their most effective use in order to increase the profitability and liquidity of the enterprise.

Thus, we 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 [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;