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The term “communication” appeared in scientific literature relatively recently - at the beginning of the 20th century. It comes from the Latin communico, which means - I make it common, I connect, I communicate. This is the whole meaning of communication in an organization: to do a common cause - to achieve the goals of the organization - is possible only by having strong connections that exist through the communication of all members of the enterprise.

Communication - as a form of communication between two or more subjects of contact - is a natural and integral part of the management process.

Communication is the process of exchanging information, experience and information. Communication is an integral part of the functioning of the enterprise, and the manager spends from 50 to 90% of his working time on it. Communications allow you to coordinate activities both within the enterprise and establish external contacts.

Effective communication includes:

Means of communication and their correct use in the communication process;

Ways to overcome communication barriers

There are two main functions of communication: informational and personal.

The first carries out the process of information movement, the second - the interaction of individuals. These two functions are closely related to each other. The interaction of individuals is largely carried out thanks to the movement of information, but is not completely reduced to information processes, because communication is built not only on the fact of transmitting and receiving information, but also on its personal assessments and individual interpretations.

Thus, the purpose of communications in an enterprise is to implement changes and influence activities in such a way as to achieve the prosperity of the organization.

The communication process includes the following stages:

1) formulating an idea or choosing information to convey. The sender must well assess the significance of the idea (information) and think through the essence of its presentation.

2) coding and selection of information transmission channel. To convey an idea or information, the sender encodes it using symbols and selects a transmission channel that matches the type of symbols. The choice of communication medium should not be limited to a single channel - a combination of different channels should be used.

3) transfer of information - direct transfer of specific information.

4) decoding (decoding) - at this stage the sender’s information is translated into the recipient’s information. When there is feedback, the sender and receiver switch places.

Thus, in the process of information exchange, four elements can be distinguished:

Scheme 1 - Elements of the information exchange process in the communication process

First of all, the idea of ​​the typology of organizations comes into the field of communication studies, because The type of organization undoubtedly affects the essence and characteristics of the communication process.

For example, the management of a hotel chain decided to expand the profile of their organization and create a nightclub on the hotel premises. In turn, he must think about how to clearly explain the purpose and objectives of his ideas to his employees.

A message in a formalized form. Actually, there is a transfer of information, accompanied by means of verbal and non-verbal communication.

Communication channels include the use of speech and written materials, electronic means of communication (computer networks, e-mail), video tapes, video conferencing.

The recipient of the message, in the example under consideration, is the actual employee to whom this information was sent.

As for the types of communication, there are various classifications of communication in management.

a) external and internal communications.

External communications flow between the organization and its environment. These include:

1) Communications with consumers;

2) Communications with the public;

3) Communications with the state and government agencies.

Internal communications are communications that have

place within the organization: between individual employees, between departments. As a rule, such communications are associated with coordinating the activities of employees or departments. They are divided into: vertical, horizontal, diagonal communications.

Vertical communications are communication between a manager and a subordinate (communications between departments located at different levels of the organizational hierarchy; communications between managers and subordinates)

Horizontal communications are communication between workers who may have a common manager, but do not always require this condition.

Diagonal communications are those that connect subordinates and heads of different departments, that is, communications that combine the properties of horizontal and vertical communications.

Internal communications can also be:

Interpersonal (connects two or more people);

Organizational (communications involve two or more groups of people, each of which has its own interests).

b) single-channel and multi-channel communications.

Single-channel communications often take the form of explicit and

deliberately prioritizing the problem in the manager’s complex of actions. He seems to ignore other problems, subordinating everything to one of them. In this case, all of its connections are reduced to one, limited to this problem. On the contrary, multichannel communications indicate a broad approach to management issues and a variety of problems to be solved.

c) situational and constant communications.

Situational communications often reflect the emergence of conflicts and thus require additional attention. These communications can be destructive to an organization. Situational communications also arise as a result of the manager’s activities. After all, conflict is not always a negative phenomenon; in some circumstances it can be a blessing.

d) imaginary and real communications.

Imaginary communications are those connections that exist according to some established organizational provisions, but are not implemented in practice and do not have a noticeable impact on the relationships of employees. In management practice, one often observes the existence of imaginary communications, which are sometimes born in connection with some ambitions, sometimes in the process of aging organizational provisions that have not been revised in time and not adjusted to the real needs of the organization, sometimes imaginary communications arise as an opportunity to shift responsibility when a critical situation arises .

e) formal and informal communications.

Formal communications are communications that connect individual elements of the organizational structure, arise from the goals of the organization, and are established using rules enshrined in job descriptions and internal regulations that regulate the interaction of employees or departments.

Informal communications in general are not related to the hierarchy of the organization; they connect people who are united within one informal group. They arise in any organization, but are usually not related to its direct needs. Informal communications mainly function as a channel for spreading rumors. Since they are characterized by a faster dissemination of information than in formal communications, they can often be a source of information important from the point of view of rapid decision-making.

At the same time, informal communications cannot be trusted; any information disseminated in this way often does not have the necessary qualities: it can be unreliable (the “broken phone” effect) and subjective.

Due to the presence of various types and classifications of communication processes, there is also the identification of different styles of behavior in communication interaction. Style is an expression of one’s behavior regardless of the situation and should be open and adequate. The literature describes the following communication styles, knowledge of which allows you to determine the interaction strategy.

1) “Self-disclosure” is a communicative style that is based on complete openness, but at the same time associated with the inability to adequately

use feedback. People who have this style give the impression of being carried away: they can be very effective speakers because they know how to speak emotionally, but they are not able to see that the audience is not listening or not hearing them.

2) “Self-defense” is a communicative style that is characterized by high adequacy of feedback, combined with a reluctance to reveal oneself.

3) “Withdrawal” is the last communicative style, characterized by both closedness and lack of adequate use of feedback. Such a person does not allow other people into his inner world and does not consider it necessary to talk about his attitude to some issue, even when it is necessary and completely justified.

When exchanging information, specific communication barriers may arise. They exist both at the level of interpersonal and at the level of organizational communications.

Interpersonal barriers. When considering interpersonal barriers, a number of main ones can be identified:

1) barriers of perception;

2) semantic barriers;

3) non-verbal barriers;

4) bad feedback;

5) inability to listen;

6) physical barriers.

Organizational barriers. The following are distinguished:

1) distortion of information;

2) information overload;

3) unsatisfactory structure of the organization;

4) time barriers;

5) difference in status.

Perception can be defined in itself general view as a process of receiving and processing information. Each person's perception of reality is different and is always subjective. Each person, having special experience and life attitudes, interprets information differently. Perceptions also vary depending on social status and role in a given organization. For example, a subordinate may decide that the manager, by criticizing him, is talking about his shortcomings as a person, and not as an employee, and, outraged by such humiliation, will not even think about improving the quality of his work. The solution to this problem is to establish honest, open, trusting relationships, and find an exceptional approach to each employee.

Semantic barriers. The purpose of communications is to ensure understanding of the information that serves as the subject of communication, that is, the message. By making contact and using symbols, we try to exchange information and achieve understanding. The same words or entire phrases may have different interpretations, so the information received may be misinterpreted. The leader should carefully formulate his ideas, thus ensuring that there is no possibility of double interpretation and the formation of the correct understanding.

Nonverbal barriers. Gestures, facial expressions, postures and the sound of the voice play a vital role in interpersonal communication. The perception of how we speak accounts for a much larger portion of attention than what we say. You should remember this and be able to win over your interlocutor, using those non-verbal symbols that inspire trust and a feeling of comfort. Non-verbal barriers can also include cultural differences in people’s behavior (for example, nodding your head means “no” in the Japanese, while in many other countries it means agreement).

Bad feedback. Some messages do not require feedback, but to make the exchange of information more effective, it must be two-way. Feedback is important because it makes it possible to determine whether the message received by the recipient is actually interpreted in the meaning that was originally intended. An obstacle to effective communications can be either poorly established feedback or the absence of it. Effective ways to establish feedback are to ask as many questions as possible, have an open door policy, and observe the behavior of your interlocutor and his reaction to your words.

Inability to listen. No matter how trivial this obstacle may seem, it is the most difficult to overcome, since very few people know how to listen effectively. Here it is important to be able to fully concentrate on what the person is saying, without being distracted by your own thoughts, suppress the desire to interrupt the person, and listen to the end. A leader simply must be a good listener, able to hear not only the facts being presented, but also the feelings that lie behind them. These feelings will be able to tell him about the atmosphere in the team, about the performance of the work, and about many other things that the subordinate may have wanted to hide.

Message distortion is one of the barriers in organizational communications. When information flows within an organization, the meaning of messages may be somewhat distorted.

Information overload. There is too much information and the manager has to sift it out, choosing the most important one. At the same time, when choosing the most useful information, he should be guided not only by his own opinion, but also take into account the needs of other members of the organization. Also, the manager must be able to find the optimal balance between the quality and quantity of information.

Unsatisfactory organizational structure. In an organization with multiple levels of management, the likelihood of information distortions increases, since each subsequent level of management can adjust and filter messages. Poor composition and use of committees, working groups, personnel in general, as well as the way power is organized and tasks are distributed can cause problems. Undoubtedly, conflicts between different people, groups or departments interfere with the exchange of information.

Communication is the transfer of a message from a source of information (sender) to a recipient through a specific communication channel.

IN modern conditions Due to the tightening of competition for consumers and growing requirements for the quality of services, the importance of communication policy for a hotel enterprise is greatly increasing. It is communications that act as the most active element of the marketing mix. It is not enough for a travel company to have a good hotel product. To increase sales volumes, it is necessary to make consumers aware of the benefits that they will receive from using goods and services. These functions are performed by marketing communications that make the goods and services of travel companies more attractive to the target audience.

Target audience is a group of individuals representing the most active consumers of a given product (service). In media studies, the number of television viewers (radio listeners) or readers of a periodical.

In order to better understand the essence of marketing communications, it is necessary to know the structure of the communication process. F. Kotler identifies nine elements in the communication process model:

Sender;

Coding;

Appeal;

Information dissemination means;

Transcript;

Recipient;

Feedback and response.

The sender is the party sending the message to the other party. Encoding is the process of transforming thoughts into symbolic form. A message (message) is a set of characters transmitted by the sender. Means of information dissemination - communication channels. Decryption is the identification by the recipient of the meanings of the symbols encoded by the sender. Recipient (consumer) is the party receiving the message. Response is consumer behavior after an advertising message. Feedback is the part of the receiver's response that is fed back to the sender. Interference is distortion in the communication process.

Thus, to achieve the effectiveness of the communication process, the sender must:

Identify the target audience;

Know the properties that characterize the source of appeal;

Select message;

Determine the desired response;

Select means of disseminating information and its media;

Conduct an analysis of information received through feedback channels.

Communication policy is the process of developing a set of measures for the effective interaction of a hotel enterprise with all subjects of the marketing system: advertising organization, sales promotion methods, direct marketing, public relations, exhibitions and fairs. The structure of communication policy includes two types of communications: interpersonal and impersonal.

Interpersonal communications take place between two or more people, whose communication occurs using any means of communication (telephone, television) or without them. These include: direct marketing, public relations, exhibitions and fairs. It is these communications that are very important for the successful functioning of a hotel enterprise in the market. Non-personal communications are carried out in the absence of personal contact and feedback using the media.

Communication strategy - wide-ranging and long-term program achieving the hotel’s main communication goals as part of its marketing strategy.

The main goals of marketing communications for the tourism industry are: presentation and promotion of their services to the market; creating an attractive image that forms a potential market and encourages the purchase of a hotel product; ensuring full awareness of the activities of the service provider.

Image is the buyer’s idea of ​​a product or company; an impression formed that is equated to a fact; unity of ideas of emotional perception among the target audience that are associated with a company or product.

The hotel's communication strategy should be fully based on marketing strategy, determined by the size of the company and its market role, demand conditions and traditions of the organization, its culture and image. It must take into account all other elements of the marketing mix: product, price, sales.

Analysis of the marketing situation. At this stage the following are considered:

Markets in which the travel agency operates;

Competitors;

Consumers (target audiences);

Pricing and sales policy;

External environment.

The goals for each form of marketing communications are determined, the amount of funds allocated for them is determined, and the result is planned.

Creating a promotion concept. It should be built on the basis of an analysis of the organization’s activities and experience. In addition to the work of marketers in this direction, the hotel company has the opportunity to cooperate with external agencies that provide clients with services for planning, preparing and conducting events in the field of marketing communications. The main areas considered are: company goals, market segmentation, selection of target markets, budget development and planning of marketing communications, determination of the optimal structure of marketing communications and their coordination.





Drawing up a financial plan for ongoing activities. At this stage, a program is carried out to develop a consolidated budget for the communications system, which includes financial allocations for each type of communications. In addition, factors influencing the budget must be taken into account: market and sales volumes, profit margins, competitors’ costs, availability financial resources, life expectancy of a hotel product.

Implementation of the promotion program. At this stage, special attention should be paid to analyzing the feedback and response of target audiences. A step-by-step assessment of the effectiveness of ongoing activities is important here, since not all of them give an immediate effect.

Analysis of results. The results obtained are compared with the goals set, after which appropriate changes are made to existing marketing communications plans.

It must be emphasized that the communication strategy that is implemented in one hotel company will not always correspond to the plans of another. The development of a strategy should take into account the experience of other companies, but be based only on its own specifics, rely on the specific facts of its activities, the variety of tools and means of communication.

Front page

Introduction………………………………………………………………………………………...3

Chapter 1. Implementation of public relations in the tourism industry. The role of PR communications in the hotel business…………………………………….5

1.1 Public relations. Essence, role and meaning. Features of use in tourism………………………………………………………5

1.2. Development trends and stratification of the tourism sector in terms of the use of PR…………………………………………………………..20

1.3. The hotel industry, as an integral part of the global tourism business…………………………………………………………………………………………21

1.4. World experience in PR communications in the tourism and hotel businesses…………………………………………………………………………………..28

Chapter 2. Structure, methods, development and use of PR communications in the modern hotel business……………………………………………………….33

2.1. Technology of public relations in the hotel business………………………………………………………………………………………33

2.2. Innovations in the field of public relations used in the hotel industry……………………………………………………………………………….50

2.3 Optimization of the structure of public relations in the sphere of interaction of the hotel enterprise with other objects of the hospitality industry…………………………………………………………………………………..55

Chapter 3. Technologies for implementing public relations in the activities of the Moscow hotel enterprise “Balchuk Kempinski”…………………...59

3.1. Characteristics of the hotel enterprise “Balchuk Kempinski”……..59

3.2. Technology of public relations in the hotel enterprise “Balchuk Kempinski”……………………………………………………...64

3.3. Conclusion of the main proposals for improving the PR activities of the hotel enterprise "Balchuk Kempinski"………71

Conclusion……………………………………………………………………………….77

List of used literature……………………………………………………...80

Introduction

Today, the hotel business is one of the most promising and fast-growing industries, generating multi-million dollar profits around the world. The hotel business, as a sub-industry of tourism, has enormous potential for the Russian market, capable of generating sustainable income to the federal budget. The number of hotels both in our country and abroad is growing every year. Fierce competition in the hotel services market forces managers to resort to various PR campaigns and extraordinary marketing moves. At the same time, the scale of PR activities in the hotel business in Russia is much smaller compared to other countries. This is largely due to the “general stagnation” during the Soviet era, as well as a number of subjective factors. After the collapse of the USSR, this industry, as well as the entire social sphere, was in complete desolation and it took a lot of effort to “overnight” completely change all previously developed concepts and reach the global level. With the emergence of a market economy, managers and directors of the hotel industry, which was in almost complete decline, began to understand the need to develop this area.

Before talking about PR in the hotel business, it should be noted that we rarely talk about the activities of a specially dedicated public relations department. Most often, a hotel has a marketing and advertising department, which is responsible for positioning the services provided.

PR activity is necessary in almost all areas related to the production and sale of a product, or the creation of services and further service provision. The topic of the thesis is “Public Relations of a company operating in the field of tourism and hospitality, including: theoretical foundations; methods, means, goals; relationship with other market communications; economic component" is relevant both in the field of hospitality and in the field of PR and advertising technologies, the tourism market as a whole and innovation activities aimed at modernizing sales in a market economy.

The hypothesis for writing the thesis is a direct relationship between PR activities and the growth of profit indicators for the company.

Scientific novelty of the thesis. The thesis reveals questions about the transfer of theoretical aspects of PR activities of hotel enterprises to the practical Russian market during the height of economic crisis.

Main provisions submitted for defense:

1. PR activities as a factor in increasing demand for hotel services;

2. PR in a hotel company: features of organizing activities;

3. PR in the hotel company “Balchuk Kempinski” - main aspects.

The purpose of the thesis is to analyze public relations activities in the hotel company "Balchuk Kempinski" and identify its impact on increasing demand processes in the hotel company.

The goal can be achieved by implementing the following tasks:

1. theoretical review of works that define PR activities;

2. analysis of PR communications and analysis of the features of PR activities in a hotel enterprise;

3. review of public relations work carried out at the Balczuk Kempinski Hotel.
Chapter 1. Implementation of public relations in the tourism industry. Role PR -communications in the hotel business

1.1 Public relations. Essence, role and meaning. Features of use in tourism

Today, there are more than five hundred definitions of PR. The most generalized: “Public relations” is a management activity aimed at establishing mutually beneficial, harmonious relations between an organization and the public, on which the success of the functioning of this organization depends.

The most laconic: PR is the formation of public opinion about a product, person, company, event.

Another interesting definition is that it defines, however, only one of the aspects of PR:

PR is the art of creating a favorable public attitude towards a company by creating the impression that the company produces and sells goods only in the interests of the buyer, and not for the sake of making a profit.

Very often, “Public Relations” is defined based on the most well-known techniques and methods used in the work of PR specialists. What remains behind the scenes is that public relations is a holistic process that consists of many subtle and at the same time extremely important aspects. This includes research and analysis, policy formulation, program development, communication and feedback to multiple audiences, etc.

For recent years Many definitions have been proposed for what is commonly referred to as the general term “public relations.” However, the best and most adequate definition for modern practice should be the definition proposed by Professors Lawrence W. Longhi and Vincent Haselton. They describe public relations as “the communicative management function through which organizations adapt to, change (or maintain) their environment in order to achieve their organizational goals.” This approach represents the latest theoretical view of the problem of public relations, based on which they are understood as something more than just persuasion.

Below we propose to consider the origins and development Public Relation s.

Public relations is a twentieth-century phenomenon whose roots go deep into history in the sense that these connections are as old as communication between people itself. Even during the heyday of civilizations such as Babylon, Ancient Greece and Ancient Rome, people were taught that they should accept the authority of their governments and their religion. Similar practices still exist: interpersonal communication, the art of eloquence, literature, organizing special events, publicity, etc. Of course, this activity was never called “public relations,” but today public sector workers who are engaged in similar activities have the same goals.

· openness of information;

· reliance on objective laws of mass consciousness, as well as relations between people, organizations, firms and the public;

· a decisive rejection of subjectivism, a voluntaristic approach, pressure on the public, and manipulative attempts to pass off wishful thinking;

· respect for individuality, focus on people, their creative capabilities;

· hiring highly qualified specialists with maximum delegation of authority down to the lowest level performers.

Of course, in real life these principles are not always fully implemented. For example, openness of information rarely means a desire to tell the public all the information - they tell them what enhances the company’s image, but they are in no hurry to talk about its mistakes and miscalculations. Although PR specialists formally condemn tricks and manipulation, in fact they are often engaged in imposing their point of view on the public.

Development of PR activities. As a professional field, PR first began to develop in the United States. Summarizing mainly the American experience, the American economist R. Smith identified four stages in the history of PR (Table 1).

For the first time, the expression “public relations” itself was officially used American President Thomas Jefferson in 1807 in the Seventh Address to Congress. In the 1830s, this concept came into use as “relations for the general good.” The widespread use of the press gave rise to press agents, who are essentially the forerunners of future PR men.

At the beginning of the 20th century. The birth of professional PR specialization is taking place. This is due to the strengthening of “big business,” whose representatives had a negative reputation in the eyes of the bulk of the population as people who were ready to commit any violations of laws and morals for the sake of profit. The main task of PR was precisely the establishment of friendly relations between the business class and the rest of the population, overcoming misunderstandings between them, mistrust and envy.

American journalist Ivy Lee is usually called the “father” of modern PR. In 1906 he published the Declaration of Principles of PR, something of a first moral code for the profession. A. Lee called the main task of PR specialists “to encourage people to believe that corporate boards are pursuing a sincere goal of gaining their trust.” If previously PR was handled by employees of manufacturing companies, now there are special PR firms that carry out orders from various commercial and non-profit organizations.

The scientific foundations of PR as a discipline were laid in the mid-20th century. Edward L. Bernays. At the same time, the consolidation of the PR community was completed: international associations of specialists working in the field of public relations were created (1948 - PR Institute in the UK, PR Association in the USA; 1955 - International PR Association); Codes of professional conduct are being developed.

In the 1970s, teaching PR was officially included in the compulsory programs of economics colleges and universities in America. At the same time, it is becoming a serious tool in achieving commercial success for leading US companies. In the emerging post-industrial (information) society, the demand for PR technologies is increasing in all areas - in business, politics and social sphere. Public relations are spreading in breadth and depth and are becoming a necessary area of ​​international activity.

Having originally emerged in the developed countries of European civilization, PR activities began to spread throughout the world. In Japan, for example, PR as a profession emerged after World War II. PR activities developed even in relatively backward Africa - for example, in 1990, Nigeria hosted the largest conference on PR in the history of the African continent, in which more than 1000 people from 25 countries took part.

Depending on the goals of PR and who it is aimed at, there are several types of it.

Initially, PR activities were aimed exclusively at consumers. Public relations programs aimed at creating positive publicity for companies producing goods still remain the most important area of ​​PR. This is especially important when introducing new types of goods to the market, when it is necessary to assure wary consumers of high reputation manufacturing company. Nowadays, PR companies also target potential investors (financial PR), government agencies, and employees of the company itself. In addition to ordinary PR activities, crisis PR is used when it is necessary to eliminate the negative consequences of a crisis that has struck a company.

Political PR began to develop in the era of representative democracy, when it became necessary for political leaders to convince a wide range of voters to vote for them. Modern political PR is no longer limited to creating a favorable image for individual politicians or political parties. In the era of globalization, international PR is developing, aimed at achieving mutual understanding between citizens of different countries, despite cultural differences. Its reputation, to which foreign investors and public opinion of other countries react, depends on the country’s image. Therefore, the activities of modern diplomats necessarily include the organization of public events glorifying the achievements and culture of their country.

There are five main areas of public relations activity:

· relations with the media (publicity) – creating news about a person, product or service that appears in the media (newspapers, TV shows, etc.);

· relations with personnel – internal communications of the company with its employees. They are based on programs to motivate employees to do their jobs. in the best possible way;

· relations with the financial community - interaction with government financial authorities, with private and corporate investors, with stock brokers and financial press;

· relations with authorities – close cooperation (including lobbying) with federal, regional, district and local authorities;

· relations with the local community - maintaining positive relations with the local community includes sponsorship, for example helping to solve environmental problems in the region.

An important feature of properly organized PR is that this work is aimed not so much at immediate results, but at achieving long-term benefits. For example, commercial PR brings results in the form of signed contracts, government incentives, new investments, etc. long after the campaigns have been carried out, forming a “good” image of the company.

Often the customer demands quick results from PR. This is especially typical for politicians who urgently need to increase their popularity on the eve of elections. If you spend large amounts of money and use manipulative technologies, you can dramatically increase the ratings of even extremely unpopular figures. “Black PR” is of great importance in this case – “throwing mud” at opponents so that the voter votes for the “lesser evil”. However, such methods provide only short-term results and ultimately ruin the customer’s reputation.

Special attention should be paid to the problems and development of PR in Russia. In post-Soviet Russia, PR initially began to develop in relations not between business and the public, but between government structures and the public. In the 1990s, almost everyone federal body management created its own public relations service in the form of a press service, press center, press agency, press secretary, etc. In 1996, the Administration of the President of the Russian Federation created a Public Relations Department. The Ministry of Finance of the Russian Federation has a department of public and interregional relations. There are also public relations departments in the administrative districts of the capital and in the Moscow City Hall.

Commercial PR in Russia it has so far received the greatest development in the banking and computer business. Representative offices of foreign PR companies have opened in Russia. Many of the largest Western companies, having already settled in Russia, teach PR lessons in practice, actively conquering new market. Their experience is adopted by Russian companies, which now have specialists in this field, and sometimes entire departments.

In the sphere of medium and even partly large businesses in Russia at the beginning of the 21st century. many more do not attach due importance to PR. Many entrepreneurs, in pursuit of immediate benefits, believe that the use of PR technologies is a waste of money and time. According to numerous surveys, few people in modern Russia even correctly understand what PR is. Many people tend to identify it with dirty election technologies (“black PR”), when competitors are accused of all sins, keeping silent about the shortcomings of the advertised candidate. Therefore, neither the PR events themselves nor those who engage in them enjoy respect yet.

In 1991, the Russian Public Relations Association (RASO) was created, which organizes seminars, conferences and other events to help domestic PR specialists improve their professional level.

The tourism and hospitality sector is now developing quite dynamically, with the turnover of funds in this industry increasing every year. In addition, according to experts, there is enormous potential for the development and prosperity of Russia. No country has such natural and cultural wealth, and they can make this industry one of important sources national income.

From an economic point of view, tourism is a special type of consumption by tourists of material goods, services and goods, which is allocated in separate industry economy, providing tourists with everything they need: vehicles, food, accommodation, cultural and social services, entertainment events. Thus, tourism is one of the most promising sectors of the national economy.

PR activities in tourism are currently too poorly developed. Its volume cannot even be compared with the political sphere. Probably one of the reasons for this is that in-depth study of public relations began quite recently. Many managers simply have not yet had time to master this unusual area. For the majority of those who began their working career under the Soviet regime, it is generally unclear what it is and why it is needed. The second reason lies in the fact that politics, which is more characterized by the manipulation of human consciousness and behavior, is more likely to accept all methods that can help with this.

All of the above determines the relevance of considering the topic of the place and role of public relations.

Tourism has long been considered as one of the most profitable and rapidly developing sectors of the world economy. This is evidenced by the fact that tourism accounts for about 10% of the world's gross national income.

The emergence of tourism in the vast territory of our country goes back to ancient times and the Middle Ages. The geographical position of Russia, located at the center of the intersection of trade routes between the West and the East, has ensured sustainable international relations, which were the basis for various types of contacts.

Travel and tourism are two inextricably linked concepts that describe a certain way of human activity. This is recreation, passive or active entertainment, sports, knowledge of the world around us, trade, science, treatment, etc.

The development of tourism plays an important role in solving social problems. In many countries of the world, it is through tourism that new jobs are created, a high standard of living is maintained, and the prerequisites are created for improving the country's balance of payments. The need to develop the tourism sector contributes to raising the level of education, improving the system of medical care for the population, introducing new means of disseminating information, etc.

Russian tourism has its own history of development. IN lately tourism has developed significantly and has become a massive socio-economic phenomenon on an international scale. Its rapid development is facilitated by the expansion of political, economic, scientific and cultural ties between states and peoples of the world. The massive development of tourism allows millions of people to expand their knowledge of the history of their Fatherland and other countries, to get acquainted with the sights, culture, and traditions of a particular country.

Tourism has an impact on the preservation and development of cultural potential, leads to the harmonization of relations between different countries and peoples, forces governments, public organizations and commercial structures actively participate in the conservation and improvement of environment.

A global event that seriously affected the state of the tourism industry as a whole was, of course, the tsunami in Southeast Asia that swept through on December 26, 2004. As for our country, there is no doubt that an important stage upon completion of a new round of administrative reform was the formation of the Federal Agency for Tourism (Rosturizm), which is directly subordinate to the Prime Minister.

Thus, over the entire period of its existence, Russian tourism not only gained true independence for the first time (before that it was in the same “harness” with culture and sports or as one of the departments of the Ministry of Economic Development), but also rose to the top step of the hierarchy. In fact, today we finally have a Ministry of Tourism, which means we have the right to expect serious changes in the implementation of government policy in this area, which, in turn, are impossible without a competent PR strategy.

The third level of understanding PR in relation to tourism, which I called intra-industry, implies the tourism business itself in all its diversity. The hospitality industry inevitably comes to the fore here, since it is initially imbued with the spirit of public relations.

World tourism has its own very influential coordination structure. Suffice it to say that the World Tourism Organization (WTO), whose headquarters is in Madrid, is today a specialized agency of the United Nations, and therefore stands on a par with, say, UNESCO or World Organization healthcare.

Global tourism public relations are distinguished by their scale and high technology. If we take classic PR programs, then first of all we should note the project called “Tourism Enriches”, the main semantic subtext of which is: unity in diversity. Original booklets, flyers, videos in major international languages, thematic seminars. All this and much more, combined within the framework of an original slogan program, effectively works for the development of tourism throughout the world and in individual countries.

But much more indicative in terms of effectiveness is anti-crisis PR, carried out, as a rule, under time pressure. Thus, after the December tsunami, the WTO promptly organized a number of measures in hot pursuit in order to prevent serious consequences for the tourism sector of the countries of Southeast Asia, primarily for Indonesia, Thailand and Sri Lanka. A month later, an emergency session of the WTO Executive Council was convened in Phuket, during which study tours were organized for representatives of tourism administrations and major tour operator companies of the main destination countries.

The next step was an impressive series of press tours, supported by the Tourism Authority of Thailand and the Indonesian Ministry of Culture and Tourism, leading regional airlines and hotels. The author of these lines had the opportunity to participate in one of these trips as part of an international team of journalists (from Spain, Great Britain, Germany and Italy), invited by the WTO. Most of the program of our press tour related to areas that, in fact, were practically not affected by the disaster, but were seriously affected by the negative information wave that swept across the world after the tsunami.

So a well-organized press tour (and the WTO press service, in which our compatriots play an important role, has achieved great success in this field) is one of the most popular and effective PR tools in the field of tourism, as well as holding specialized regional media forums. In May of this year, one of these forums, TourCom (Tourism and Communications), took place in Bali. Coupled with regular newsletters and active participation in major international exhibitions, participants of the Moscow MITT, held at the end of March this year, probably remembered the original stickers on clothes - all this toolkit gives a powerful positive effect. Thanks to timely PR efforts, there is every reason to believe that Southeast Asia will practically restore incoming tourist flows by the upcoming high season.

In the Russian Federation, in the implementation of well-thought-out PR campaigns aimed at the external and domestic markets, Russia still lags significantly behind most leading tourism powers. This is largely explained by the protracted managerial collapse, when for almost a year our tourism was in a state of suspended animation. The dynamics of administrative changes (the Department of Tourism of the Ministry of Economic Development - the Federal Agency for Physical Culture, Sports and Tourism - and, finally, the Federal Agency for Tourism) could not pass without leaving a mark on the image of Russia as a tourist-attractive country. Because this image must not only be formed, but also constantly maintained and promoted.

In this sense, we can say with complete confidence that, by and large, today we are talking about the formation of such an image, about the development of a holistic and long-term PR strategy. And it is gratifying that the leadership of Rostourism, headed by Vladimir Strzhalkovsky (former deputy of German Gref, who previously oversaw the tourism industry), considers this task as one of the priorities. And the first steps in this direction have already been taken. Thus, next year Russia will seriously expand the number of international exhibitions, where it will present a joint stand representing the tourism potential of all key regions in this regard.

For the purpose of more active promotion abroad, it is planned to create tourism departments at many Russian trade missions in the near future. In addition, it is planned to conduct large-scale advertising and information campaigns in the UK, Germany, Spain, France and other countries where the main inbound flow comes from. By the way, at the end of last year there was a noticeable drop in the overall incoming tourist flow. And one of the main reasons for this, along with the rise in price of the tour package, was precisely, according to Vladimir Strzhalkovsky, the prolonged pause in advertising and PR activities.

1.2 Development trends and stratification of the tourism sector in terms of use PR

Almost all subjects of tourism activity, to one degree or another, are forced to engage in PR activities. At the same time, it is natural that for a tour operator, restaurant, airline, the final goals are different. Thus, a travel company strives to increase profits by satisfying the client’s needs.

Tourism in its main characteristics does not have any fundamental differences from other forms economic activity. Therefore, all the essential provisions of modern PR can be fully applied in tourism.

At the same time, tourism has specific features that distinguish it not only from trade in goods, but also from other forms of trade in services. Here there is trade in both services and goods (according to experts, the share of services in tourism is 75%, goods - 25%), as well as the special nature of the consumption of tourism services and goods together with their production, moreover; in a certain situation.

In traditional production, which has a specific result of labor (a product in material form), the concept of marketing has a more specific content. In tourism, the result of activity comes down to the tourist product. In essence, a tourist product is any service that satisfies certain needs of tourists and is subject to payment on their part. Tourist services include hotel, transport, excursion, translation, household, and utility services; intermediary, etc. At the same time, the “tourist product” can be considered in a narrow and broad sense. A tourism product in the narrow sense is the services of each specific sector of the tourism industry (for example, a hotel product, a tourism product of a tour operator, a transport company, etc.). In a broad sense, a tourist product is a complex of goods and services that together form a tourist trip (tour) or are directly related to it. The main tourist product is comprehensive services, i.e. a standard set of services sold to tourists in one “package”.

The World Tourism Organization identifies three main functions of PR in tourism:

1. Establishing contacts with clients aims to convince them that the proposed holiday destination and the existing services, attractions and expected benefits fully correspond to what the clients themselves want to receive.

2. Development involves the design of innovations that can provide new sales opportunities. In turn, such innovations must meet the needs and preferences of potential customers.

3.Control involves analyzing the results of activities to promote services on the market and checking to what extent these results reflect the truly full and successful use of the opportunities available in the field of tourism.

1.3 . The hotel industry as an integral part of the global tourism business

Nowadays, the hotel industry is a highly competitive industry. Increasingly, we are witnessing how a new restaurant or hotel is opening, with the goal of satisfying the needs of certain consumer groups as fully as possible.

Enterprises are created, and after a while some of them cannot withstand the competition and go out of business. In the hotel industry, the word “service” means a system of measures that ensure a high level of comfort and satisfy a wide variety of everyday, economic and cultural needs of guests. And every year these requests and requirements for services increase. And the higher the culture and quality of guest services, the higher the image of the hotel, the more attractive it is for clients and, what is no less important today, the more successful the material prosperity of the hotel.

An important responsibility for hotels is to create a reputation for high quality service. High quality of guest service is ensured by the collective efforts of employees of all hotel services, constant and effective control by the administration, work to improve forms and methods of service, study and implementation of best practices, new equipment and technology, expanding the range and improving the quality of services provided.

In today's competitive environment, hospitality businesses can no longer rely on traditional, ineffective, conservative forms of production culture if they are to survive.

The hospitality industry has historically formed and grown from the accommodation sector, represented by various types of hotel enterprises. In the classical sense, a hotel is a house with furnished rooms for visitors. In modern conditions, a hotel is an enterprise designed to provide hotel services to citizens, as well as individual tourists and organized groups.

A modern hotel enterprise provides consumers not only with accommodation and food services, but also with a wide range of transport, communications, entertainment, excursion services, medical, sports services, beauty salon services, etc. In fact, hotel enterprises in the structure of the tourism and hospitality industry perform key functions, as they form and offer consumers a comprehensive hotel product, in the formation and promotion of which all sectors and elements of the tourism and hospitality industry take part. Based on this, it is legitimate to single out the hotel industry or hotel business as the largest complex component of the tourism and hospitality industry and consider it independently, largely identifying it with the single tourism and hospitality industry.

So the hotel is property complex(building, part of a building, equipment and other property) intended for the provision of accommodation services. Having been defined as a collective accommodation facility, a hotel combines a number of rooms (guest rooms), ranging from the required legally established level (in Russia it is 10 rooms) and up to a number depending on the type and objectives of a particular enterprise. All rooms are subject to a single management and are grouped into classes and categories in accordance with the services provided and the equipment available.

The organizational structure of an accommodation facility in its canonical understanding consists of a complex of departments (services, departments), which can be conditionally divided into two groups. The first function of the services is direct contact with guests and their prompt service. In English, this group is aptly called "front-office". If you mentally follow the arrival of a guest, you can get an idea of ​​the structure of this part of the hotel's organizational structure.

For a more complete sketch, let’s take a hotel as an example. high class. The first point of contact is the garage service employee, who takes on the responsibility of parking and maintaining the guest's car. Next, the baton is taken up by the doorman (often performing purely decorative functions) and the bellhop in the hall, who receives luggage. The guest checks in at the receptionist, identifying his reservation (if any), filling out the guest card, receiving and paying for the room. All. Meanwhile, cleanliness and tranquility are maintained by the maid service and floor attendants. The chain is small, but since first impressions are the most important, and there is no chance to correct them, coordination is extremely important here.

It is necessary to know about the guest’s arrival in advance, to have a free and fully prepared and functioning residential room. The identification and registration procedure must be quick and error-free. It is in simplifying and accelerating this process that the main function of the hotel automated system management.

A somewhat different situation occurs in the group of departments whose work is devoted to the functioning of the internal mechanisms of the enterprise, namely: the marketing department, accounting (financial department), and administration. This is where most of the information flows, where it is systematized, analyzed and extrapolated. This is the so-called "back-office" hosting facility.

In recent years, the hotel market has been characterized by an increase in supply while a simultaneous reduction in demand for accommodation services. This situation, as you might guess, is fraught with increased competition, which already did not allow hotel owners to sleep peacefully throughout the last quarter of the twentieth century.

One of the main directions of formation of strategic competitive advantages in the hotel business is to provide higher quality services compared to competing analogues. The key here is to provide services that meet and even exceed the expectations of target customers. Customer expectations are formed on the basis of their existing experience, as well as information received through direct (personal) or mass (non-personal) marketing communication channels. Based on this, consumers choose a service provider and, after providing them, compare their idea of ​​the service received with their expectations. If the idea of ​​the service provided does not meet expectations, customers lose all interest in the service company, but if it meets or exceeds their expectations, they may turn to such a service provider again.

The buyer always strives for a certain correspondence between the price of the service and its quality. It is interesting to note that, as a rule, a buyer of a service is less likely to complain about its high price than a buyer of a physical product. If he thinks the price is too high, he simply leaves without buying. Dissatisfaction with the service usually leads to large losses in market share. That is why the service provider must identify the needs and expectations of its target customers as accurately as possible.

Today, the hospitality industry is the most powerful economic system of a region or tourist center and an important component of the tourism economy.

In rapidly changing market conditions, the most important marketing function of any tourism enterprise is to conduct marketing research. Without them, a company will not be able to navigate the business environment, find out the characteristics of the markets it is interested in, study the actions of competitors and the needs of its customers.

In the last century marketing research as such were not needed, since most firms were small and knew their clients personally. In the 20th century, there was a need to obtain more extensive information about customers and their purchasing needs.

Hotel company operating in difficult conditions market, must be attentive to the questions of whom and how to serve. Any market consists of consumers who differ from each other in their tastes, desires, needs and purchase hotel services for different motivations. Therefore, the implementation of successful marketing activities involves taking into account the individual preferences of various categories of consumers.

The market for hotel industry enterprises can be defined as a socio-economic phenomenon that combines supply and demand to ensure the purchase and sale of a hotel product at a certain time and place. The market for hotel services is characterized by the presence of entities, which are hotel enterprises and consumers of hotel services.

The hotel services market can be characterized as a market of monopolistic competition with clearly defined features of oligopolistic competition . Its main characteristics:

There are a fairly large number of buyers on the market who have insufficient information about the services provided by enterprises operating in the hotel business. Therefore, it is imperative to carry out an active marketing and advertising policy aimed at informing potential clients about the hotel and the range of services it provides;

There are quite a large number of sellers on the market, whose services are differentiated, but the differences are in principle insignificant: some have paid parking, some do not, etc. Since no one firm sells exactly the same product, it has some power over price. At the same time, the presence on the market of similar substitute services limits the firm’s ability to raise prices, since when similar services are available on the market, consumers are very sensitive to their price. For this reason, methods of price competition are excluded from the market;

An element of oligopoly in the market is introduced by high barriers to entry: to enter the industry, you must have significant capital, since the construction and necessary equipment for a hotel are quite expensive. At the same time, exit from the industry is not limited by practically any barriers: the hotel building is relatively easy to convert, rooms can be rented out as offices, etc. This ratio of entry and exit barriers gives rise to some business insurance.

The peculiarity of hotel marketing follows from the characteristics of the hotel product, its fixity in time and space. It is impossible to significantly change the number of numbers in a short period of time, store them for future sale, or follow them with consumers.

The demand for hotel services is fickle, depends on the time of year, and is subject to seasonal fluctuations. The production of a hotel product requires high material costs with significantly lower variable costs. Fixed costs do not depend on the number of clients (guests) served, but variable costs do. This requires the involvement of large additional staff during the season, which often cannot be patriots of the hotel. He is not interested to the required extent in timely and quality service. In addition, the lack of funds for fixed costs reduces the quality of the hotel product.

A hotel service cannot be produced for future use or saved. The hotel service satisfies the immediate demand of the client. And if it is not provided, then the hotel’s potential income is lost and cannot be replenished. Moreover, a service not provided on time can result in future damage to the hotel.

The sale of a hotel product depends not only on the hotel staff, but also on the internal quality of the hotel product (amenities, comfort, culture, level of service, hotel image). Sales also largely depend on tour operators and travel agencies, marketing decisions, on the availability of transport and transport links, on the location of the hotel and weather, the environment and recreational, cultural and historical opportunities of the region, on the image of the country, area, as well as on the availability and quantity competitors.

1.4 . World experience PR -communications in tourism and hotel businesses

For a clearer picture of the world experience of PR communications in the tourism business, let's consider one of the most successful PR campaigns - the Princess Cruises campaign together with Porter Novelli in 1999.

In 1998, the cruise business reached record heights, attracting more than 5 million passengers, resulting in unprecedented competition. Princess Cruises achieved a breakthrough thanks to unusual media coverage of the launch of the Grand Princesses. Even before the ship set sail in May 1998, tickets for the entire season had been sold, and the company's leaders were so confident of success that they ordered two more vessels of the same type (with a displacement of 109 thousand tons, costing $450 million) to satisfy the sharp demand increased demand. Due to the high volume of pre-sales of tickets even before the start of the cruise season in Europe, the company returned the ship to Europe from a route in the Caribbean.

Princess Cruises expected its position as the "world's largest" to last at least two years until competitors overtook it in ship tonnage. Company executives and even its competitors have heralded the launch of the Grand Princesses as the most successful official ship launch in cruise history.

After reviewing thousands of passenger reviews and studying travel agency ratings, Princess assessed the current situation. The strategy for success included luxury organization (many staterooms with a private balcony on each cruise ship, organization of many evenings, a large selection of 24-hour restaurants, a wide range of entertainment).

Promotions of other unique new products were examined to assess feedback and creativity, market and competitor prospects, including analysis of press coverage, competitors' websites and online chats.

The goals of the campaign were:

1) organization of a system of preliminary and regular sale of tickets for the Grand Princesses ship;

2) making it widely known;

3) an advanced level of television coverage compared to that achieved in 1997 regarding the landing of the Dawn Princess.

The strategy looked like this.

To generate and maintain a high volume of media coverage, as well as highlight the ship's unique capabilities, the PR team developed a multi-layered program that began 14 months before the ship's arrival in New York. Events included reporting from an Italian shipyard, weddings on board, and press tours. For the official launch ceremony in New York, Princess developed a series of week-long events, including: the first wedding ceremony at sea, discos located at an altitude of 150 m above sea level, the first virtual reality center on board the ship, etc.

Let us now analyze the stages of implementation.

Lunch for the press. In July 1997, a press luncheon was organized with a tour of the Italian shipyard to introduce the ship and promote advance ticket sales.

Shipyard tour. A group of 20 journalists visited the shipyard, after which publications and information appeared on television.

Launch in Europe. The Grand Princesses ship set off on its maiden voyage on May 26, 1998 from Istanbul. Approximately 40 journalists took part in the maiden voyage, resulting in front-page coverage of the voyage in more than a dozen newspapers, including the Chicago Sun Times, Los Angeles Times, Boston Globe, Miami Herald, Philadelphia Inquirer, and New York Newsday.

Descent in New York. To support coverage of the ship's official launch in September 1998, Princess Cruises organized a series of events over a 6-month period:

1) a record number (20) of interviews with celebrities on board the ship (for example, Rita Moreno about a three-room cabin; Mark Spitz about five pools; astronaut Buzz Aldnn about a disco in the sky );

2) the first wedding chapel on a ship competed with the chapel in New York in terms of the number of weddings;

3) the company offered the first live report on the Internet about the launch of a ship. More than 100,000 people watched the descent online, and another 3.5 million visited the site within two weeks.

So, organizing pre-sale of tickets. The ship was completely sold out for the first European season three months before departure.

Creating widespread publicity for Grand Princesses for future sales.

Five months before the ship's launch, Princess ordered two additional 109,000-ton ships based on the successful pre-sales of Grand Princesses. A study among travel agencies and passengers showed that this ship surpasses any other in terms of popularity

Compared to the 115 million contacts achieved for the Dawn Princess, TV coverage of the Grand Princesses exceeded 170 million contacts, with a total of more than 500 media outlets reporting on the ship. The Grand Princesses' descent was covered on more than 900 broadcasts, including Good Morning America, The View, CBS This Morning, Inside Edition, CNN Headline News and CNBC Market Watch. 19 national television companies and 23 regional television companies sent film crews to Barcelona to report on the ship's maiden voyage. All major television networks were broadcasting reports of the ship's arrival in Florida. Leading newspapers (for example, New York Times, USA Today) published reports about the ship. Time's January 4, 1999 included a message about the ship's record size, new products and unique capabilities in the "News of the Year" section.

The incredible success of ticket sales for the Grand Princesses was achieved as a result of careful planning and creative execution of the PR campaign.

So, based on the analysis, we will derive our own definition of PR. PR (public relations) is a complex, multifunctional and multi-industry mechanism for managing the building of relationships between an object and a consumer audience through information impact, accompanying targeted promotions and campaigns. Thus, PR is an unconscious mechanism in the behavioral pattern of people, even in informal communications. In commercial, political and public environments, PR is a set of consciously planned activities aimed at enhancing one’s image using various methods, including legal, moral and ethical, illegal, moral and unethical technologies. A person or company chooses PR work methods at their own peril and risk.

In socio-cultural services and tourism, in particular in the hotel business, PR can largely replace and complement direct advertising. Taking into account modern requirements for ethical and legal business, a large factor of prestige and purity of reputation, the best way of a PR campaign for a hotel enterprise is to provide objective and beneficial information for the company and to comply with the law and moral and ethical standards in its implementation.




Chapter 2. Structure, methods, development and use PR communications in the modern hotel business

2.1. Technology of public relations in the hotel business

As in any industry, the hotel industry has its own specifics, as a result of which individual public relations technologies are built.

You should pay attention to the components of hotel image 2:

- corporate identity. Includes basic elements, such as the color scheme of the interior and exterior, the design presentation of the interior and exterior, the unity of the design of the premises, the level and uniform requirements for service, logo, slogan;

- story. The history of the hotel enterprise is important for compiling modern image about her. A hotel company with a sensational history, which has been mentioned for more than a dozen years, gives more confidence in choosing this particular hotel over many others.

- brand. The hotel business is one of the most types of businesses where the brand itself plays a big role in consumer trust. According to a social survey (magazine “Hotel Business, No. 8, 2006”), 84% of respondents answered that they would choose, all other things being equal, a hotel with famous brand(Marriott, Hilton, Grand) because they trust them.

- hotel chain. A hotel chain, instead of a single hotel enterprise, is the result of a strong, “promoted”, rich and experienced brand, therefore, entrusting your stay to a hotel belonging to a particular chain for the consumer segment means receiving the standard quality of branded hotels as a service.

- reviews. Reviews of hotels have been accumulated for years and decades by guests, employees, the media, and PR employees. Persons using hotel services (tourists, entrepreneurs, people associated with in an active way life and travel) the overwhelming majority are Internet users and read travel portals, articles, and forums, thanks to which they get a general idea of ​​reviews of a particular hotel and incidents related to them. It is very easy and profitable for PR services to “play” consumer trust on reviews, and this can be expressed in various forms. This is not necessarily a direct review from a client or hotel reviewer: “I vacationed at the Hilton Hotel and was shocked by the high quality,” or “The service at the Izmailovskaya Hotel is appalling.” Articles on the popular resources “mail.ru” in the tourism section or the leader of the RuNet “yandex” about the holiday of a particular celebrity in a hotel with a hidden hint about the level of quality have a much stronger effect on the consumer, since they do not exert unambiguous pressure “You should or should not choose this hotel."

- comfort level. The most objective criterion for assessing the quality of a hotel enterprise. The level of comfort does not always depend on the stars and price, although in most cases this is exactly the case. The individual characteristics of the hotel, the country, traditions, the hotel’s location in a particular area, and the care of the owners and staff about the vacationers’ rest play a role here. Information about the level of comfort is formed from criteria such as category, price, information from catalogs and the official website of hotels, reviews from clients and staff, general reputation, and recommendations from a travel company employee.

- compliance with the legal framework and business ethics. The impeccable reputation of the hotel company in the market is also important for partners, which, in addition to the above factors, is also formed from the following points of view:

- absence of financial debt and external credit debt ;

- regular fulfillment of contractual obligations ;

- Availability of modern technologies for global money transfers ;

-compliance with sanitary, licensing and other administrative standards of the hotel business ;

- regular updating of “white” press releases in the media ;

- presence of background for partners with contacts of management, PR service, and open information about financial activities, which is not a financial secret of the enterprise.

Information about debts, lawsuits, raider takeovers creates a negative reputation in the market and is unacceptable for large hotel enterprises or for small hotel enterprises aimed at expanding their activities and cooperation with strong business partners in the market.

These are general factors that influence the hotel’s reputation in the consumer, partner and competitive markets, that is, the hotel’s position in the external environment.

The position of the hotel in the internal environment is influenced by factors such as:

Level of personnel, technology of their selection;

Frequency of personnel rotation;

Compliance labor code the state in which the hotel, its chain branches or subsidiaries operate;

Corporate culture;

Feedback from staff about their experience working in hotels.

The personnel policy of a hotel enterprise is one of the most important factors in creating high quality services provided.

PR of a hotel enterprise is determined by the following institutions and structures:

- external environment– journalists of independent publications and specialized press, aimed at creating an objective, biasedly overestimated or biasedly understated image of a hotel enterprise; in any case - its popularization from various sides (neutral, negative, objective);

- PR hotel department- the internal structure of the hotel, whose functional responsibilities include cohesion and creation of hierarchies necessary for the enterprise in the internal environment, control of information channels and communication channels of the external environment, aimed, as a rule, at improving the image, and, ultimately, increasing the profit of the hotel enterprise.

- hotel management(board of directors and hired executive directorate) - influences decision-making, communication with business partners, global corporate policy, determines the amount of investment aimed at improving the performance of the hotel enterprise.

The principles and technologies of operation of each of the above authorities should be disclosed.

External PR

External PR can be “white”, “black”, and, in fact, neutral. Each conditional type of PR activity can be objective, subjective and controlled by various sources - the hotel enterprise itself, direct and indirect competitors of the hotel enterprise, its business partners, its ill-wishers, political institutions and any institutions, even criminal groups.

External PR can be promoted through the following channels:

Imaging external channels (indirect PR )

Mentions of the hotel from one side or another in the business press, including business resources on the Internet;

Mentions of the hotel from one side or another in the media aimed at the average consumer;

Mentions of a hotel actually operating on the market in a work of art with an obviously good side (product placement) (for example, the heroes of the work, according to artistic design, relax in a hotel that is on the market and are satisfied with the quality of services, or the attitude of the heroes to the quality of services is not conveyed, but the accompanying the words reveal the hotel as a fashionable and enticing place. The reception has the most powerful impact in box-office cinema).

Mentions of a hotel actually operating on the market in a work of fiction from a neutral point of view. Also related to product placement technologies, a neutral mention of a brand is perceived by the target audience as a reminder of the brand’s fame, which ultimately has a positive impact.

Mention of a hotel actually operating on the market in a work of fiction from a deliberately negative side. It is already regarded as “black PR”, and the management of a hotel company can file a lawsuit against the author, however, such lawsuits have practically no practice, since a lawsuit with the participation of the hotel, even as a plaintiff, is a continuation of the policy of black PR (evidence of the lack of self-sufficiency of the brand , the very fact of the lawsuit).

Public relations channels (direct PR )

Involvement of an external independent (outsourcing) PR agency for the purpose of image management and implementation of channels for relations with the external environment. The services of external PR agencies have a wide range of prices.

The hotel’s participation in one or another social program, the presence of hotel representatives at one or another forum, whether or not related to the hotel industry.

Participation of the hotel in a presentation, sales fair, sponsorship of an event, talk show, forum, etc.

Any other activities aimed at increasing the image, reputation and level of popularization of the hotel in the consumer and partner markets, carried out by order of the hotel management or following the recommendations of the PR department or external PR agency.

Availability of the hotel in world databases, on information boards, tourist directories, travel catalogs.

Internal technologies PR -hotels

Creation, strengthening and maintaining the internal corporate culture of a hotel enterprise;

Selection, training and improvement of the performance of company employees, including senior management, top management, middle management and management staff with material, human, financial and information resources, service personnel;

The work of internal PR department specialists to inform, motivate, and improve the level of company employees;

Participation in modern educational programs and trainings to improve qualifications;

If we are talking about a hotel chain - subordination of the management team to the hotel management of the state that organized the chain, compliance with the franchise agreement and the integrity of the brand quality and brand attributes (in some cases, taking into account the country of operation of the franchisors);

The functioning of a single transparent information channel for management staff within a hotel or hotel chain and closed from the external environment;

The functioning of a single transparent information channel inside the hotel and closed from the external environment for service personnel and management;

Availability of electronic information boards inside the hotel.

In more detail and broadly, technologies and PR schemes in the hotel industry are offered by A.L. Lesnika and A.V. Chernyshev. In their opinion, PR belongs to the marketing tools and is coordinated using corporate culture methods, without going beyond the leading strategy. Corporate culture is consistent in its functions with all communication means.

The operation of the hotel must be constantly maintained, regardless of the size of the hotel.

Formation of the information component

Working with the press

PR campaigns

Dialogues, assessments, planning.

It is necessary to analyze the stages of PR activities of a hotel enterprise. Following a similar sequence, independent PR services act when preparing a PR event plan and an internal PR department when preparing the background and policy for PR events.

Stage 1. Brief description PR funds

Dissemination of information in the hotel

Professional work PR starts with reliable information. The basis here is a detailed study of such problems of enterprise organization, such as, for example:

List of responsible employees (who is responsible for what);

Number and type of rooms;

List of other features;

Opening hours of the restaurant and bar;

Name, capacity and technical characteristics of banquet and conference rooms;

Leisure and sports opportunities for clients;

Description of the hotel location indicating the route from the station and airport;

Car parking;

Architectural and/or artistic attractions;

Restaurant specialization;

Characteristics of key managers;

Photos vividly illustrating the hotel's capabilities in the field of services, etc.

This information is constantly supplemented, corrected and filled with new content about the events taking place in the hotel.

When it comes to PR work within an enterprise , then, first of all, this concerns the establishment of PR relations between its employees. PR is a concern not only for the management, but also for each individual employee, especially those who come into direct contact with clients.

The motto of PR “public relations begins with the person” suggests that PR begins, on the one hand, with the awareness and motivation of employees, and on the other, with mandatory and constant quality control and correction of enterprises’ supply, depending on changes in demand. In practice, to improve industrial relations (human factor) in the team of a hotel and restaurant business, the following PR tools are used:

Employee survey, research and assessment of their opinion about the enterprise;

Personal characteristics;

Information “from the back door”;

Adjusted offers;

Guidelines for new employees;

Open day for family members;

Free time program;

Seminars on advanced training and reference literature;

Carrying out joint collective events (excursions, anniversaries);

Involving employees in planning and conducting PR events;

Press reports mentioning the best employees of the enterprise;

Participation in culinary competitions.

PR activities within an enterprise have two goals:

Creating positive PR relations among employees;

Trust and mutual understanding in the relationship between manager and employees;

Establishing PR outside the enterprise involves maintaining and improving the image of the enterprise (enterprise image) through control public relations, aimed generally at managing human factor. Community service in hotels and restaurants involves establishing relationships with potential clients, the media, tourism partners, suppliers, government agencies, investors, competitors, unions and associations. This work is ensured in the long term by measures to establish PR. This means creating a long-term positive image of the enterprise, including a positive assessment by clients and the public of its significance, prestige, reputation and fame.

Stage 2. work with the press and media

“PR is not just about relations with the press.” “Journalists are not freelance assistants to hotel and restaurant businesses.” Both of these statements indicate problems in relations with representatives of the media. This serious stage is divided into many steps to optimize work with the media:

Step 1. acquaintance with editors and decision-makers of local radio and television stations (interviews, interesting stories, personalities);

Step 2. development of topics, stories and publications that are most interesting for a particular circle of readers;

Step 3. Coordination and search for common interests between the hotel enterprise and media editorial offices;

Step 4. Coordination of text and illustrative material;

Step 5. Dealing with “bad news”. Hiding bad news is not the best job of the PR department: properly prepared detailed information helps fight rumors;

Step 6. Using a company envelope (background) for press information

Step 7. Convening a press conference.

Step 8. Coordinate previous steps by following these guidelines:

Adapted the style of ordered messages to the requirements of the press;

The name of the company should not appear more than once or twice at the very beginning of the message;

Thematic messages and press releases must adhere to the “five questions” rule (what, who, where, when, why), to which the first paragraph of the message must provide a clear answer;

A press conference should only be convened when important issues;

Quality of press work prevails over quantity: a few well-placed and well-worded messages are more meaningful than many empty messages;

Developing relations with the press should proceed in a patient and friendly manner.

All hotels resort to advertising in the media. The choice of media depends on which target groups of clients the advertisements are intended for. Hotel “National” publishes its modules in thematic magazines “Banking”, “Oil and Capital”, which serve a strong sector of the economy that may be in demand for the hotel’s representative capabilities. To successfully sell the New Year period in Russian regions, the Cosmos Hotel “launched” general image advertising with a 20% discount coupon in various regional publications (popular, economic, entertainment). Many Moscow hotels are now relying on Internet advertising. The Baltschug Kempinski Hotel has an interesting advertising and information website, and the most functional (aimed at direct bookings) are hotels belonging to international chains. If in the summer of 1999 the share of hotel reservations through the World Wide Web in the world was 4%, then at the beginning of 2000 it doubled to 9%. Using the Internet, the client receives a wider choice, a simpler, more comfortable and cheaper way of making reservations than using the services of travel agencies.

Stage 3. Development of PR campaigns

Special PR campaigns are considered as the “driver” of all events. Organizing PR campaigns is the responsibility of the press assistant and PR manager. It is important to consider here that some effective measures can become costly and ineffective if you forget about the goal. For example, organizing a “Talk Show” in a hotel does not aim to present the PR service, but is organized with the aim of informing the public about the capabilities of the enterprise.

The main principles of the information transmitted were and remain reliability and absolute seriousness.

As examples, we can cite the following list of PR campaigns used in the practice of hotel and restaurant business:

Various kinds charity events;

Organization of art exhibitions in the hotel;

Presentation of cosmetic products for hotel clients ;

Carrying out children's carnivals, fashion shows;

Weeks of cuisines from different regions;

Musical evenings at the hotel;

Jazz beer evenings;

Fashion shows in collaboration with fashion houses;.

- “talk show” with celebrities;

Wine tasting for connoisseurs;

- cooking together under the guidance of your chef - cooks;

- “housewife courses” (preparing dessert);

Christmas market;

All kinds of discussions, symposiums, anniversaries, performances.

When organizing such PR campaigns, each enterprise must answer the following questions:

Number of PR campaigns?

What is the quality of the event?

How much should these activities cost?

In recent studies on PR, the calculation of their effectiveness seems quite interesting. The answer to the question “How much do they cost and why are PR needed?” should be obtained by economic calculations using the following formula:

It is believed that a positive assessment of PR activities can be given when this work leads to an increase in sympathy for the enterprise. These sympathies, on the one hand, depend on the degree of awareness of a certain category of consumers, and on the other hand, are subject to the influence of emotional factors. This confirms the previously stated need to organize the transmission of information messages differentiated depending on consumers at certain times.

Stage 4. Working with persuading the client

Depending on the average length of stay of a client in a hotel, the degree of his “persuasion” has different significance. In this case, it seems advisable to have a special employee working with guests in hotels where vacationers stay. Leisure time management increases the importance of “active leisure”. However, in city hotels, it seems justified to have a specialist in contacts with guests, and not only within the framework of PR programs related to the reception of VIP clients - artists, politicians, athletes, etc. Being a tool of communication marketing, PR activities should not neglect personal contacts.

PR is most often perceived as a dialogue in which information not only goes to the client, but is also received from him. This is the basis for monitoring the effectiveness and efficiency of activities. To do this, on the one hand, they monitor the correctness of PR actions and events, their coverage of the relevant target groups in the hotel and restaurant business, and on the other hand, they organize taking into account the mutual interests of partners. The responsibilities of the contact service also include the organization of all presentations organized by the hotel.

Work with the client can also be carried out in writing, by processing information and publishing it in relevant publications, including your own “home” publication. It publishes messages about hotel programs, major events that can interest a certain circle of consumers of hotel services. As part of a PR program for establishing contacts with clients, organizing and maintaining a detailed file of regular hotel clients, as well as its use in practice, has a good effect.

All the information presented above represents the theoretical aspect of this topic. But the greatest value, in our opinion, is the practical part, which allows us to get a clearer picture of the implementation of PR activities in the hotel business. First of all, I would like to note that there are about 170 hotels in Moscow. They can be classified according to various criteria, but the most significant is whether or not they belong to an international chain.

It is much easier to talk about hotels that belong to international chains within this topic. These are, as a rule, large hotels that have proven themselves in the world market. Being part of one “chain”, hotels represent the embodiment of a single corporate style. It is in such hotels that there is a clearly defined activity of the PR department or public relations manager.

As for other hotels, PR activities here are carried out at best by the marketing service, and often directly by the director himself. But nevertheless, in recent years, with the development of a market economy, all managers have gradually realized the need for public relations as an integral part of the “life of a hotel” and the main component of its success.

For this work, we interviewed the heads of the marketing departments at the Marco Polo and Cosmos hotels, and also spoke with the owner of the Globus Hotel.

All these hotels operate independently of international chains.

“Marco Polo” is a small four-star hotel.

“Cosmos” is a huge business hotel, classified at the three-star level, but in terms of quality of service it is not inferior to hotels of the “three plus” class.

“Globus” is a small apartment-type hotel, the quality of services is at the four-star level. The greatest interest, in our opinion, is the specifics of the service, which will be more appropriate to talk about in the next section of the work.

“Marco Polo” has a unified Marketing, Sales and Placement Service.

The sales department has two managers who search for clients. The Advertising and Public Relations Manager is not an employee of this department. He is engaged in the implementation of PR activities together with the director of the hotel and the head of marketing, sales and accommodation. According to M.V. Golovach, head of the Marketing, Sales and Placement Service, price remains the main factor influencing demand. But nevertheless, hotel managers are trying to constantly improve the level of service. In Russia, there is no formal organization for quality control of hotel services. But competition, growing every day, forces us to meet European standards.

The main problem of the Russian hotel business is uneven demand. This is due not only to seasonality, but also to the unstable political situation. Russian politics remains unpredictable, although it has become friendlier in recent years. Political events have a strong impact on sales levels. For example, the consequence of the tragedy in the United States was a reduction in the number of air tickets sold, which naturally affected all hotels. PR is about creating an image. The image of Moscow is not sufficiently developed. Many tourists do not speak kindly about Sheremetyevo 2, finding it dark and uncomfortable. Also, everyone is aware of the poor quality of Moscow roads and the insane amount of traffic jams.

If we talk about the financial side of things, then there is an advertising budget that is drawn up for each year, which includes such items as:

Expenses for various events

On publication (if necessary)

To exhibitions

In practice, throughout the year, allocated funds for various expense items are “spread over”. The hotel budget is small, so the managers' goal is to use funds economically and efficiently. According to the managers of the Marco Polo Hotel, the only thing you shouldn’t skimp on is printing. It is given special significance. Materials at exhibitions, presentations and at the entrance to the hotel must be of the highest quality. This is a fundamental principle of public relations work.

Other equally important principles of PR activities include:

No negative mentions

PR of an individual (director). The director is present at all events. If it is necessary to create an image of financial reliability, meetings are arranged with the chief accountant

All of the above creates a unified corporate identity that pays for all costs.

Of course, each hotel has its own specifics. But by and large, these forms and principles of PR activities are universal for the hotel business. For example, at the Cosmos Hotel there is a marketing department, which includes an advertising manager. As part of PR activities, various types of events are also held, friendly relations with the media are maintained, and such means as PR of an individual are used. The director of “Cosmos” is a well-known person in the global hotel business market. But, of course, the Cosmos Hotel is very different from the Marco Paul Hotel. As noted above, this is a huge business hotel, and it is quite natural that in the field of PR activities there are features characteristic of this particular enterprise. Particular attention in the hotel's work is paid to participation in exhibitions. The Cosmos Hotel, whenever possible, does not miss more than one exhibition, which brings a great positive effect. The hotel is distinguished by its favorable location relative to the All-Russian Exhibition Center, which attracts additional business clients. Managers often write articles themselves about the work of the hotel in order to avoid distortion of facts, providing potential clients with first-hand information. The main method of increasing sales and expanding the circle of clients is constant updating in the field of service provision.

Constant development and expansion of the range of services creates a positive image in the eyes of the public.

2.2. Innovations in the field of public relations applied in the hotel industry

To maintain competitiveness, any industry, primarily scientific and technical, requires innovative intervention. This axiom requires no comment. However, if we talk about the service sector, then the “innovative unpretentiousness” that seems at first glance is wrong. Innovations are inherent in almost every industry, including PR. Let's consider the concepts of innovation and their application in the field of hotel PR

Innovation is an innovation in the field of engineering, technology, labor organization or management, based on the use of scientific achievements and advanced experience, providing a qualitative increase in the efficiency of the production system or product quality.

More generally, this concept can also be applied to a creative idea that has been carried out.

PR is an industry that at first glance does not seem technologically advanced, but is based primarily on psychological, verbal and information communications, and also needs innovation in the competition of various PR agencies. Innovative technologies are developing mainly in methods and channels of PR communications. Let's review innovations in PR activities of the hotel business.

Integrated Marketing Communications

Modern marketing offers something called “integrated marketing communications” (hereinafter IMC) as a panacea for solving the problems of increasing the effectiveness of advertising and PR campaigns.

The art of persuasion is the methodological basis of IMC.

1. The generally accepted definition of marketing communications is that they are the process of transmitting information about a product and company to the target audience

2. The concept of integrated marketing communications (IMC) combines all the tools of marketing communications - from planned, consciously used means (advertising, sponsorship, personal selling, etc.) to unplanned, “background” (behavior of company personnel, equipment, transport funds, etc.).

3. Based on the main goal of the IMC, namely the creation of a favorable psychological environment for the company’s activities and its positive image, it is not difficult to conclude that the main task of the IMC is to convince not only the target audience, but also the entire internal and external business environment in the presence of exactly such image and reputation.

The basic principles (IMC=TTL) come down to several important points:

1. This is a complex of communications based on a variety of specially organized feedback channels, without which its existence is not possible. Essentially, feedback is the basis of the BCI, ensuring its vital activity and effectiveness.

2. This is communication, which is based not so much on a strong creative advertising idea, but on a powerful informational occasion that gives the company the opportunity to organize a socially significant dialogue with potential consumers.

3. These are communications designed to reduce the number of “intermediaries” transmitting information to the consumer. This is the most direct and minimally indirect impact.

The place of communications in the marketing mix. Stereotypical and advanced approaches:

Stereotypical approach:

service decisions;

pricing decisions;

decisions on distribution channels;

promotion decisions (Marketing communications including);

Consequences:
Attributing consumer properties to a product based on the manufacturer’s guess about the customer’s current needs.

At each stage of decision-making, errors are possible, which are revealed only at the promotion stage.

Advanced approach:

Marketing Communications - Product Decision;

Marketing communications - Pricing decisions;

Marketing communications - Distribution channel decisions;

Marketing communications - Promotion decisions;

Consequences:
Initial focus on the expectations and current needs of the consumer.
Focus on the competitive environment.

As a result, it is much easier to promote such a product, because it has real competitive, rather than fictitious consumer properties.

Information terminals

At first glance, it may seem that this may relate to advertising rather than PR activities, but the database of information terminals does not encourage the choice of this particular hotel, and does not encourage the consumer to choose a hotel company from among others, but only disseminates information about the hotel. The information terminal is aimed primarily at the consumer; located at airports and in the halls of large corporations. Through the information terminal, the consumer can make an online reservation of rooms, get acquainted with the hotel, and the status of available rooms at the moment.

Internal network technologies

Internal network technologies (domain local network with a hosting computer within the network and with the distribution and updating of information exclusively within the network) - an innovation in methods of internal communication with the public. The operating principles of internal network technologies are as follows:

1. connecting computers from different offices of the administrative part of the hotel into a single one local network, thereby creating a number of internal corporate interactive pages;

2. placement on the pages of information about changes in staff, important news for the hotel, aimed at informing employees, stimulating employees and strengthening corporate culture;

3. The device for outputting information to media must be blocked, preferably a software setting that disables even the print screen option on these computers in order to avoid information leakage.

Using presentation systems based on BTK

BTK-based projectors allow presentations to be made in daylight in rooms of any size. The projectors are designed taking into account the latest technological advances, have an excellent modern design and fit perfectly into the interior of any room. Traditionally, highly reliable and inexpensive overhead projectors that project images from color and monochrome films are used to ensure the clarity of training sessions and presentations. The image is applied to films using any printing device. Distinctive Features overhead projectors that you should pay attention to when choosing are: luminous flux power, the ability to switch to a built-in spare lamp, the weight of the projector, and the type of optical system: three-lens or single-lens (a three-lens system gives a clearer image).

The 3M company produces 3 series of overhead projectors: 9000 (business); 1700 (school) and 2000 (portable). All projectors come with a 3-year warranty.

The business series has been developed taking into account all the requirements of participants in business meetings and presentations. All projectors have an excellent design, are silent, do not overheat, and the luminous flux power is from 2100 to 6000 lm.

The portable series combines simplicity and cost-effectiveness with high functional characteristics. An excellent choice for mobile users (businessmen, sales representatives, etc.). Luminous flux power from 1600 to 4000 lm.

The above innovations are an example of the most visible and acute media, psychological and technological developments noticeable in this type of activity. There are quite a large number of innovations on the market, some of which are currently under development and not disclosed.

2.3 Optimization of the structure of public relations in the sphere of interaction of the hotel enterprise with other objects of the hospitality industry

The hospitality industry includes industries such as hotels, hospitality education institutions, catering establishments, transportation industry, hotel equipment manufacturers, advertising agencies and travel companies. This approach brings the hospitality industry closer to the tourism industry, i.e. The hospitality industry is considered as an integral system that includes almost all the elements included in the functioning of the hotel market (see Fig. 1).

Hotel base. Directly the accommodation facilities themselves of all categories, focused on providing services to clients for temporary residence during an internal or external trip, or on the territory settlement accommodation.

Catering establishments- power supply units on the territory of hotels or in the nearest location near the territory of hotels, the clients of which are mainly hotel guests.

Transport industry. Transport companies providing transfer services from the airport (train station) to the hotel.

Manufacturers of hotel equipment. Manufacturers of kitchen equipment for hotel restaurants, special household appliances, automation equipment, manufacturers of software for computer information systems, specialized furniture, signs, etc.

Advertising agencies. Advertising business figures are not directly involved in the hotel industry, but are directly involved in it. An analogy can be drawn with tourism business and general insurance companies. Advertising agencies that are directly involved in positioning hotels on the market, drawing up a plan for advertising events and directly advertising products.

Tourist enterprises(travel agents, tour operators) - direct partners of hotels, providing supplies to the client base for accommodation enterprises.

Educational institutions in the hospitality industry– a number of state and non-state educational institutions, legally issuing state diplomas of specialized secondary and higher education in the specialty “socio-cultural service and tourism” and “hotel management”, as well as providing professional training.

The hotel industry also includes such external channels as a real client base, a potential client base, investors and sponsors, shareholders of hotel enterprises, co-owners and employees of hotel enterprises.

The immediate task of PR agencies is to coordinate all of the above-mentioned authorities into a single whole.

Chapter 3. Technologies for implementing public relations in the activities of the Moscow hotel enterprise "Balchuk Kempinski"

3.1. Characteristics of the hotel enterprise "Balchuk Kempinski"

The building of the Baltschug Kempinski Hotel dates back to 1898; there was a brewery restaurant here. The building of the Baltschug Kempinski hotel was gradually completed, passed to different owners, but later became a hotel, for the reconstruction of which in 1989 building materials were brought from Austria. In 1992, the reconstruction of the Baltschug Kempinski Hotel was completed and the hotel welcomed its first guests.

Currently, the hotel is a five-star hotel providing its guests the following types services.

The Baltschug Kempinski Hotel offers 232 luxurious rooms, including 30 apartments.

The interiors of the hotel rooms are designed by the best European designers. The architectural design of the rooms creates a feeling of space and fullness of the rooms with light and air. The hotel rooms are furnished with handmade furniture made from precious wood. The windows of the Baltschug Kempinski Moscow hotel offer a wonderful panoramic view of the Moscow Kremlin and Red Square.

Special system sound insulation - soundproof windows and doors - make your stay at the hotel equally comfortable at any time of the day.

The hotel offers guests accommodation in special non-smoking rooms.

Hotel guests are offered rooms of the following categories: Deluxe, Deluxe Superior, Deluxe Kremlin, Junior suite, Studio suite, Business suite, Executive suite, Kremlin suite, Deluxe suite, Presidential suite.

· Color TV with satellite antenna

· Mobile multi-line phones with a reception radius inside the hotel, an automatic communication system and the ability to connect to a second telephone line

Internet port

· Minibar

Individually controlled heating and air conditioning systems

· Individual electronic safe

· Desktop

· Press for ironing trousers

· Sets for making tea and coffee

· Bathroom (Carrara marble)

· Toiletries

· Hydromassage shower

Illuminated cosmetic mirror

· Bathrobes, slippers and towels

·Irons and ironing boards provided

· Down and anti-allergic pillows and blankets

· Individual fax machines

· Possibility of staying with pets

Cuisine: Buffet, Russian and international cuisine.

The restaurant offers a program of evening themed buffets (from 18:00 to 23:00). Hotel guests can find out the program schedule from the leaflet that is delivered to their room every evening.

On Sundays from noon to evening, the Baltschug restaurant hosts a culinary festival - "Linner".

Classical, modern and jazz music performed live, best wines and champagne, dishes of world and Russian cuisine, a panoramic view of the Kremlin outside the window create the atmosphere of a club holiday.

For younger guests, a children's entertainment program is organized during the Linner.

Room service: Around the clock in the Balchug restaurant you can order various dishes and drinks to your room. The menu is at desk in every room.

Opening hours: Breakfast from 07:00 to 10:30 (on Saturdays and Sundays until 11:00), from 12:00 to 23:30 - lunch and dinner.

"Restaurant Shogun"

Cuisine: traditional Japanese.

Fresh ingredients for making sushi are delivered from the most different points the globe: from the warm waters of the Indian Ocean to the cold seas washing the shores of Scotland.

Shogun's main feature is creating its own sushi recipes, such as Black Cod, which was originally only served in restaurants in London and New York.

The restaurant's interior, magnificent aquariums, Japanese traditional music, the chef preparing hot dishes in the presence of guests - all this is drawn from the experience of the best restaurants in Tokyo.

Opening hours: daily from 12:00 to 24:00.

"Cafe Kranzler"

Guests can enjoy a breakfast of croissants, a variety of dishes and snacks in the morning, and a wide selection of desserts in the afternoon.

Here you can also order branded baked goods to your home: bread, buns, cakes and confectionery. For special occasions, you can order a cake in the cafe, which will be baked within three days.

From Monday to Friday from 12:00 to 16:00 business lunches are held at the Kranzler Cafe.

The business lunch menu is updated daily and includes a starter, main course, juice or beer and tea or coffee. Information about dishes is regularly posted on a stand at the entrance to the cafe.

Opening hours: daily from 07:00 to 23:00.

Lobby Bar

The bar is located in the lobby - the busiest area of ​​the hotel. Here you can meet friends over a glass of champagne.

A variety of snacks and cocktails, real English tea and live music.

Opening hours: daily from 07:00 to 01:00.

Guests of the Baltschug Kempinski Hotel can enjoy the following:

· 24-hour room service

· Parking

· Conference rooms

ATM - Currency exchange

· Order a taxi

· Car rental

· Safe at the reception desk

· Order railway and air tickets

· Fitness center

· Gym

· Pool

Solarium

· Salon

· Beauty salon

· Laundry

· Dry cleaning

· Medical center

· First aid station

· Restaurant

· Banquet hall

· Night club

· Boutique gallery

Since the opening of the Baltschug Kempinski Hotel, a wide variety of social and cultural events have been held in the hotel's banquet and conference rooms. Each hall and salon has its own unique interior design and is equipped with modern equipment.

The hotel staff will help organize an event of any complexity. The professionalism of the banquet service has repeatedly earned words of approval and is highly appreciated by the hotel's regular clients.

At the request of guests, the Baltschug Kempinski Moscow hotel organizes business meetings, conferences, sessions, presentations, theme evenings in any of the 9 banquet halls, designed for the number of participants from 5 to 300 people.

Thus, the hotel enterprise "Balchuk Kempinski" is a set of accommodation services and accompanying services related to comfort and accommodation.

Based on the characteristics of the hotel, a focus group of the main consumer can be identified.

1. Foreign citizens visiting Moscow for tourism and business purposes. Age: 30 – 60 years, material wealth - high. Needs: need for competent and respectful service, need for comfort, need for additional services.

2. Russian citizens who, for one reason or another, want to stay at the hotel. Age: 25 – 55 years. Needs: need for comfort, need for leisure activities, need for additional services, organization of business communications.

3. Corporate clients, both Russian and foreign guests. Needs: organizing conferences, presentations, corporate recreation.

3.2. Technology of public relations in the hotel enterprise "Balchuk Kempinski"

When drawing up a PR strategy, first of all it is necessary to see the final target audience, that is, who this or that product is aimed at, in this case, in the broadest sense, a product of PR activity. A final list of consumers of PR communications should be compiled:

1. potential customer base of the hotel enterprise. Persons who use 5-star hotels and visit Moscow, but today choose other hotel enterprises of a similar level as a means of accommodation.

2. the current client base of the hotel enterprise, that is, persons who use the services of Balchuk Kempinski, but are potentially ready to use the services of other hotel enterprises of a similar level.

3. the potential client base of the hotel enterprise in a broad sense, that is, persons who currently do not travel, but who plan over time or in the process of improving their standard of living to begin using the services of hotel enterprises in Moscow.

4. potential employees of the hotel company from service personnel to management.

5. current employees of the hotel enterprise from service personnel to management.

6. potential business partners (companies ready to conduct joint business in the field of accommodation, hotel services and tourism with the Balczuk Kempinski hotel company).

7. existing business partners (companies, individuals and groups of individuals currently conducting one or another business together with the Balczuk Kempinski hotel company).

8. shareholders of the company.

It is also necessary to determine the goals of the PR company pursued when working with one or another final audience of PR communications. This is necessary for the potential choice of PR tools, the rationality of a particular campaign, as well as the stratification of final goals. The proposed development of campaign goals when working with a separate target audience is shown in Table 2.




Table 2. Goals of a PR campaign when working with target audiences

	Target Audience
	potential customer base	Attracting a new client base; Increased room occupancy rates in low seasons Increasing the degree of prestige in the eyes of the public in order to maintain pricing policy in times of crisis and international economic integration; Maintaining competitiveness in the context of expanding the range of the hotel services market, its continuous saturation and raising quality standards
	potential customer base of the hotel enterprise in a broad sense	Development of prestige criteria in the eyes of not only potential clients, but also the public; Increasing frequency of references as “the talk of the town” by analogy with international prestigious brands, one way or another associated with high living standards.
	current client base	Retention of the existing client base; Expansion of the regular customer base
	potential employees	Attracting highly qualified professionals who are ready to sell their labor only for a quality company
	Current employees	Creation and selection of a base of only highly qualified employees, providing them with loyal terms of cooperation, subsequent retention
	potential business partners	Increasing the degree of trust and developing favorable conditions for cooperation with the global business elite
	Current business partners	Maintaining long-term partnerships with existing business partners on mutually beneficial terms
	Shareholders (owners of a share of the hotel's funds converted into shares of other enterprises)	Developing elements of trust and providing favorable conditions for financial contributions to shareholders of the external board and independent shareholders of the company

Having decided on ultimate goals, therefore, apply the principle of the “reverse funnel” and calculate the final goals of the company pursued by one or another PR activity.




Now we should touch upon the issues of classifying the methods of PR activities of the Balchuk Kempinski company based on a commonly used typology:

External PR activities;

Internal PR activities.

External PR activities are carried out by Balczuk Kempinski through the following channels:

2. provision of presentation services for large companies;

3. collaboration with others major brands;

4. articles in the media;

5. video materials distributed free of charge on disk media or on the Internet;

6. holding presentations and ceremonies. For example, the Fifth Awards Ceremony of the independent restaurant award “Bay Leaf” took place at the Baltschug Kempinski Moscow Hotel. For the first time this year, the famous restaurant and social project took place in two capitals: Moscow and St. Petersburg. Guests of the Moscow part of the Ceremony were presented with the third edition of the “100 Best Restaurants in Moscow” directory.

The prize was awarded in the following categories:

"The restaurant is the discovery of the year."

"The best restaurant promotion of the year."

"Best Restaurant 2007" Community Council Award.

"Best Restaurant 2007" Restaurant Criticism Award.

"Restaurant-legend". Moscow.

"Restaurant-legend". Saint Petersburg.

7. Press releases. The description of the ceremony from paragraph 6 is an example of a press release published in the Hotel Business magazine.

Let's consider a diagram of external PR activity tools.

The basic concept of public relations is determined by the board of directors and approved by the president of the company. Particular subgoals and micro-concepts are determined by the PR department under the auspices of marketers, a leading PR specialist, a top manager of the company, and in some cases, external PR specialists.

The main partners in creating a PR campaign are:

3. media employees;

4. designers;

5. chief editors of publications;

6. employees of RuNet services;

7. other specialists.

Costs for PR activities are allocated by the board of directors, the financial director, and approved by the director and president of the company.

The scheme for promoting a PR concept in a PR campaign and communicating it to the end consumer is shown in Figure 2.






The scheme of internal PR activities looks somewhat like this.

The message is sent directly between departments without the involvement of additional specialists and is mostly developed by the director. External PR and internal PR have different secondary goals and are combined into one at the end stage, as shown in Figure 3:




In order to determine the role of the PR service in a hotel enterprise, it is necessary to consider the hotel at the level of a legal entity, at the level of a business entity from the point of view of microeconomic analysis tools and from the point of view of the brand.

From the point of view of the legal entity, the Balczuk Kempinski Hotel is a closed joint stock company operating under the auspices of the limited liability company J&T. The Slovak investment company J&T Group acquired a 75 percent stake in Baltschug LLC, which owns the Baltschug Kempinski hotel in Moscow and effectively gained control of the hotel.

From the point of view of microeconomic analysis, 75 percent of the shares belong to the J&T Group, the share of Kempinski Hotels CA is 15.5 percent and another 9.5 percent is owned by the Cypriot offshore company Kemplin Ltd.

Until 2007, the main owner of Baltschug Kempinski was the Moscow government, which owned 69 percent of Baltschug LLC. In the summer of 2006, the mayor's office offered Kempinski Hotels CA to buy out this share for $110 million, but this amount seemed too high to the operator. The capital's authorities announced their intention to put their share up for public auction and Kempinski Hotels CA bought 69 percent of the city for the stated amount in order to prevent the hotel's shares from going into the wrong hands.

However, taking into account the peculiarities of branding, the hotel business is comparable to the world of fashion, the world of tobacco products and luxury goods in that many consumers do not associate their favorite brand with the final link that produces it. For example, consumers of the KENT tobacco product for the most part do not know that their favorite tobacco product is produced by the BAT Russia company, and fans of the world-famous Gucci brand have little interest in the peculiarities of trade turnover and forms of ownership of the fashion house and accompanying workshops. Branding implies the promotion of the brand itself, and not the company (the hotel industry is close to the luxury industry, therefore the laws of branding can be described as the “Constitution of promotion and public relations in the hotel industry”). From here there are three stages of PR activity in the hotel business:

1. PR of the main holding company owner of the hotel enterprise (in this case J&T Group):

Lobbying;

Investor Relations;

Communication with service providers;

Establishing communication channels between interested large business players;

2. Industry holding PR:

Enterprise branding;

3. Internal industry PR:

Installation of intra-company communications.

Thus, PR in the Balczuk Kempinski hotel company is a multifaceted public relations activity at various levels, which are combined into two ultimate goals - increasing the wealth and prestige of the Balczuk Kempinski hotel itself and increasing the profits of the holding company J&T Group.

3.3. Drawing up key suggestions for improvement PR activities of the hotel company "Balchuk Kempinski"

The relevance of introducing innovations in public relations of the hotel business is obvious, due to the decline in competitiveness due to the global economic crisis.

Global world economic crisis according to the model of Kondratiev N.D. has a cyclic structure. In his work “Long Waves” Kondratiev N.D. represents any economic crisis as a natural phase of economic decline, a way out of which can only be achieved through innovation. Thus, innovations and innovative technologies can be introduced into almost all spheres of life, including advertising and public relations activities.

Period 1999 – 2008 can be called a certain period of “chic and luxury” among the middle class. The integration of the world market is going up: the shares of large global corporations are actively growing, the growth of wages for mid-level specialists and top specialists is constantly growing. This simultaneously expands the competitive field of the hotel business, but at the same time relaxes it to some extent, since the demand for hotel services is continuously growing. Today there is a reduction in gross demand for hotel services. Therefore, it is necessary to take a certain set of measures, which can be classified as follows.

1. preservation of demand;

2. preservation of reputation.

Currently, it is difficult to talk about attracting new clients in large quantities. Based on expert forecasts, increased demand for the services market is expected no earlier than 2011.

We will identify possible methods of PR activities to increase demand for a hotel enterprise.

Let's look at each point in more detail.

Rebranding. A serious tool for a large company to attract new clients. Often rebranding is only a visible part of co-branding, as was the case with MTS OJSC and Comstar Direct OJSC, known to the population as the owner of the Internet provider Stream. In the hotel business, innovation should not affect tradition, and changing a corporate identity that has been developed over the years can be a failure. Clients and partners may not be ready for a radically new style of the hotel, therefore, rebranding is not the best option.

A series of press releases with compelling information reasons. Often news events are created specifically for the purpose of distributing press releases on the Internet or in the press, and, one way or another, they are always exploited for advertising purposes. For example, the arrival of a famous American or European pop star in the Russian Federation for touring purposes and his meeting at a specific hotel establishment is an excellent opportunity to introduce yourself to the hotel and once again mention your name in the press.

Scandal. The scandal is often used by PR specialists from various industries in order to increase attention and strengthen ratings. The “scandal” technology touches ambiguous chords among the population, creates a discussion, divides focus groups into various subgroups of opponents, and has the ability to increase the rating of the scandal object by up to 200%. The “scandal” technology has had successful results in such industries as lobbying, political activity, show business, and sports. In the hotel business, the “scandal” technology has a low success rate. For example, a press release about a fight involving a pop star in a hotel, or a sex scandal involving a political figure, will draw attention to the hotel and make only a small group want to become a customer. The vast majority will only conclude about the low quality of service, lack of confidentiality of private life within the hotel, etc., which will have a low commercial effect.

Effects of price orientation.

Such an event affects a variety of aspects of the hotel and has a very complex internal diagram, which can be clearly seen in Figure 4:



The idea is conceived by the marketing department and agreed with financial department, and, of course, by the management, which remains outside the scheme, then through the PR department is conveyed to the target audience, and the end result is the return of the target audience in an increased size to the hotel base as a customer base.

But the hotel enterprise is not subject to the law of the market retail, where a bad sale can easily be explained to the client as “sale”, and discounts only attract the consumer. The hotel company is obliged to maintain its reputation, therefore the justification for lowering prices should lie with the PR department. The main arguments could be:

Encouragement of a regular customer, gratitude to him;

Encouraging a “newbie” who has chosen a hotel company for the first time.

Thus, from a “newbie” to a regular customer there are only a few steps, and such a system can be respected and quite motivated. This requires innovations in guest statistical data, such as the creation of plastic cards, statistics databases, guest flow management, etc.

A plastic card from a hotel company is not the best psychological option. The population of the whole world is accustomed to the fact that a plastic card is usually used in small restaurants, clubs, gambling establishments, grocery stores, clothing stores, but not in five-star hotels, car dealerships, etc. Therefore, a “client package” that includes a map, hotel information, a catalog and some kind of gift can be a great alternative. The client package might look like this, as shown in Figure 5:




As a gift, a functional souvenir with the symbols of the hotel company, for example, a fountain pen, can be a good choice.

"The effect of respect in the market" depends not only on the PR service, but also on the concept of the promotion itself.




Conclusion

Public relations is a separate commercial and non-commercial field of activity, the main purpose of which is to manage the image of an object, which can be an individual, a group of individuals, a legal entity, a group of legal entities, a particular society, system, state, enterprise, organization, commercial or non-profit foundation.

PR activities can be carried out unprofessionally by the object itself (self-PR), unprofessionally by another object (PR as a unique institution of image management - positive or negative feedback, even gossip), professionally by a department or agency with a license or right according to OKVED (PR as a type of activity).

Most often, professional PR tools are used by individuals or organizations involved in the following industries:

Political structures;

Religious and confessional structures;

Non-profit foundations;

Business figures;

Individuals involved in culture and art, show business, literature and journalism, lobbying.

The attitude towards the PR system is ambiguous, since due to its commercialization there are frequent cases of unscrupulous technologies, slander, building one’s own image by deliberately undermining the image of an opponent (often using deliberately false information or disclosing confidential information), the so-called black PR. The task of PR of modern socio-cultural service and tourism is to conduct PR activities using open, transparent methods, without contradicting the universal system of values, the Criminal and Civil Codes of the Russian Federation and moral and ethical standards.

The hotel industry belongs to the commercial sphere of service provision, accordingly, public relations not only complements advertising, but also has another, important impact on business partners and clients - it manages the company’s image, controls customer flows and supplier flows, which ultimately is the most important factor in obtaining profit.

There are many mechanisms and tools in organizing PR activities; for a full-fledged complex, the hotel uses most of them, attracts both external parties and works with the help of the internal PR department.

The Balczuk Kempinski hotel company uses following tools in its external PR activities:

provision of presentation services for large companies;

cooperation with other major brands;

articles in the media;

video materials distributed free of charge on disk media or on the Internet;

holding presentations and ceremonies.

Internal PR is aimed at personnel management, timely information and stimulation of personnel. In the context of an economic crisis, a hotel company is recommended to increase the volume of PR work, first of all, by increasing the number of mentions in the press and on the Internet, creating new information occasions and press releases.




List of used literature

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21. Yuri Borisov. How to wash a black dog white. // Mergers and Acquisitions magazine No. 2, 2004

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24. Agi U., Cameron G. et al. The most important thing in PR / Transl. from English - St. Petersburg: Peter, 2004. pp. 27-28

25. http://www.pr-chance.kiev.ua/history.html

27. “Money” magazine, No. 18, 2005

28. Magazine “Tourism and Recreation”, December 2005 No. 44 Newspaper “Foreigner”, No. 16. 05/02/2004

Pocheptsov G.G. Public Relations for professionals. M.: Wakler, 2002, p. 186

Pocheptsov G.G. Public Relations for professionals. M.: Wakler, 2002, p. 190

Based on materials from the magazine “Hotel Business”, No. 8, 2006

See also there

Lesnik A.L., Chernyshev A.V. Marketing practice in the hotel and restaurant business - M.: AR "Comrade", 2000

According to the official website of the hotel company

cm. www.baltschugkempinski.ru





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