Business planning in tourism is carried out in order to get an idea of the most appropriate option for the development of objects of the tourism sector (tourist organizations), which ensures the achievement of explicitly formulated goals. These goals can vary significantly both for individual types tourism activities, and for organizations of the same tourism sub-sector.

Tourism in Russia is one of the most unique and specific areas of activity. During the years of reforms tourism industry has undergone significant qualitative transformations, which is due to its specificity - isolation on a person as the final recipient of tourist services. Orientation to the person determines that in the transformations that have taken place in the industry for last years, clearly reflected the complex socio-economic processes that took place in society.

One of the distinguishing features of tourism, which distinguishes it from other sectors of the economy, is its dynamic development. The tourism industry not only underwent profound internal transformations, but also developed dynamically, increasing the volume of services provided to the population from year to year.

The main reason for this is social orientation tourism, its close and deep connection with the processes of democratic transformations in society and, in particular, with the main one - the liberalization of entry and exit procedures from the country, which removed the barriers that prevented the dynamic development of tourism as the most important sector of the economy. During these difficult socio-economic years, tourism played an important role in stabilizing the domestic political situation in the country. The development of such a relatively new direction of tourism activity as business tourism, allowed in the most difficult periods reforming the domestic economy to maintain a certain level of employment. Although with a comprehensive approach to this problem and its analysis from the standpoint of long-term state interests, such a conclusion is far from indisputable.

As in other areas of the economy, business planning in tourism is designed to solve a number of managerial problems. Business plans are developed to solve internal problems with the involvement of the interests of external partners.

External partners primarily include representatives of credit institutions and investment funds, which are potential sources of additional financial resources.

For internal use, business plans are developed for the purpose of a structured presentation of the activities of tourism organizations in the forecast period, i.e. to improve the management process and inform owners about the state and prospects of business development.

Analyzing the likely directions for the development of the tourism industry in Russia, we can conclude that in the near future, in a highly competitive environment, there will be a process of concentration through the use of various forms of reorganization of tourism enterprises. Without it Russian enterprises it will be very difficult to respond to the challenges of competitors, including foreign ones. It can be expected that under these conditions such a form of reorganization of commercial organizations as a merger will occur very often. At the same time, it becomes very important to provide prospective partners with the opportunity to get acquainted with the state of affairs at their enterprises, potential, market, strategic goals, financial condition, i.e. with the information contained in a typical business plan for the development of a commercial organization.

Taking into account the specific features of business planning in the tourism sector, it can be concluded that the main purpose of the business plan of a tourist commercial organization is to convince potential creditors and investors of the reliability of the business, for the development of which additional financial resources are attracted. The success of using business planning in this direction depends primarily on the professionalism of business plan developers. Naturally, these should be highly qualified experts - specialists in the field of tourism, and when developing a sufficiently large-scale project - a team of specialists in which everyone is responsible for their own direction (for example, for working out the organizational and legal form of the project, for substantiating marketing estimates of the scale of activities, for development of financial plans, etc.). These specialists act on the side of the project initiator, who, as a rule, is the customer of the work. On the part of potential investors, banking and investment specialists work directly with the proposed business plans, carrying out the examination of the project. During this review, the following is checked:

methodological correctness of the submitted business plan;
the legitimacy of the assumptions and assumptions made;
the correctness of the used production and financial and economic parameters and standards.

Obviously, only qualified specialists with sufficiently deep knowledge in various types tourist activity.

Business planning in tourism, to a certain extent, can be interpreted as a link between the industry and finance in the face of financial institutions. To a large extent, the success of this connection depends on whether and in what volumes there will be an inflow of additional financial resources into the industry. It follows that, among other factors, the success of attracting investments is also determined by how effectively this relationship operates, i.e. how convincingly tourism experts can justify the need, safety and efficiency of investments and how confidently banking experts can confirm these justifications. This means that both from the side of the enterprise and from the side of finance there should be specialists who have a fairly deep knowledge of industry specifics.

Tourism as an industry has the necessary prerequisites for attracting third-party financial resources. It is developing dynamically, showing not only high growth rates, but also a desire for deep qualitative transformations. Tourist services are focused on solvent demand, and significant financial flows are generated in the industry. In addition, there are regions where tourism, if properly developed, can become one of the most important industries and bring significant income.

The creation of financial institutions specialized in sectoral problems (primarily banks and investment funds) would meet the interests of all parties interested in the development of tourism. This may be of significant interest not only for tourism organizations, but also for organizations in the financial sector. Specializing in certain sectors of the economy, a financial institution, for example, a bank, firstly, has the opportunity to recruit financiers with knowledge of industry specifics, and secondly, in the course of its activities, quickly accumulate a significant amount of information that allows you to freely navigate the market tourist market Russia and its foreign partners in this area, thirdly, to make conclusions about the reliability of potential partners and the prospects of the deals they offer.

Since there are a number of tourist-significant regions in Russia, the leadership of which pins great hopes on the development of their destinations (for example, subjects of the Federation that have on their territories a significant number of unique historical and architectural monuments that are part of the Golden Ring of Russia tourist route, or have a huge natural recreational potential of Karelia), such a financial institution is highly likely to have real prospects for creating an extensive branch network and significant support for local authorities in solving organizational problems, including tax breaks and so on.

Another attraction for financial institutions a feature of the tourism sector is its characteristic significant scale of insurance activities. Given this, it is advisable to introduce into the composition of the proposed financial and industrial group insurance company(or a number of companies), the interaction with which will be very beneficial for the bank.

The interest of tourism enterprises in close cooperation with the financial sector, due to its obviousness, does not require detailed justification and explanation. However, it should be noted that the tourism sector, as an "applicant" for investment, should take the initiative to establish close contacts with financiers. This is not about negotiations on banking services for any specific enterprises in the tourism sector, but about the interaction "tourism - finance." Therefore, tourism should be represented by representatives of its common interests. These may be representatives of tourism associations, bodies government controlled and so on.

The possibility of attracting tourists' funds should be considered as one of the significant factors in the economic potential of the tourist region, since the development of tourism as a sector of the economy also involves the development of a whole range of industries (light and Food Industry, Agriculture and etc.). This should be taken into account when developing plans and forecasts for the socio-economic development of the regions as a whole. The need for such plans is increasingly felt regional authorities. In fact, the plans of the regions act as a kind of business plans with their own methodological specifics of compilation. Naturally, in such plans, a significant place should be given to plans for the development of industries in conjunction with plans for financial support for the envisaged investment projects.

Control questions

1. How many levels differentiate the investment policy in tourism?
2. Who forms and implements the investment policy in tourism?
3. What is the role of the state in the investment process in tourism?
4. Name the main stages in the development of investment policy in the field of tourism.
5. What is the purpose of investment in tourism?
6. How is the process of planning investments in tourism development carried out?
7. What is the difference between forecasting and tourism development planning?
8. What are the main features of business planning in tourism?
9. What are the features of territorial business planning?

Content

Introduction

In the context of economic changes, a modern travel company, like any enterprise that produces goods or services, faces many problems. The sources of increased management complexity are a high degree of uncertainty in the market situation, seasonal instability in demand for tourism services, increased competition in the tourism business, lack of financial resources, etc. The tourist enterprise is forced to look for such forms and models of planning that would provide maximum efficiency decisions. The best option for such planning is a business plan.
The relevance of the topic is due to the fact that the business plan acts as an objective assessment of the results of the company's market activities and, at the same time, as a necessary tool for design and investment decisions in accordance with market needs. The business plan characterizes the main aspects of a commercial enterprise, analyzes the problems that it faces, and determines the ways and methods of solving them. From here, the business plan acts simultaneously as a search, research and design work.
Thanks to the business plan, the manager has the opportunity to look at the enterprise from the outside. The purpose of such a plan may be to obtain a loan, attract investments, determine the company's strategic and tactical guidelines, assess its market position, achieve the necessary results in terms of sales volumes, etc.
The business plan substantiates the general and specific elements of the functioning of the enterprise in a market environment, the choice of strategy and tactics of competition, an assessment of the financial, material, and labor resources necessary to achieve the goals of the enterprise.
The business plan provides an objective idea of the possibilities for the development of production, ways to promote goods on the market, prices, possible profits, the main financial and economic results of the enterprise, identifies danger zones, and suggests ways to limit them. Such a plan is used regardless of the field of activity, scale, type of ownership, legal form of the company. It finds its solution to both internal tasks related to enterprise management and external ones, due, in particular, to relationships with other firms and organizations.
The main purpose of the work is to reveal the essence and possibilities business planning for Russian travel agencies.
To do this, it is necessary to solve the following tasks:

determine the role of the business plan in the planning system at the tourist enterprise;

evaluate existing methods for developing a business plan;

study the structure of the business plan;

In conclusion, the course work presents the main conclusions made on the basis of the studied material.

1. The value of a business plan in the planning system at a tourism enterprise

In a society with a high level of technical, cultural and economic development, such projects and concepts are especially needed, with the help of which it would be possible to realize the desired goals in a timely manner and take measures to achieve them. How less funds to meet the needs, the more effective should be the tools with which the rational management of the relevant economic processes is implemented. This need is clearly manifested both at the national level and in the management of enterprises. One of the tools of such management is planning.
Planning is the determination of the goal of the development of a managed object, methods, methods and means of achieving it, the development of a program, an action plan of varying degrees of detail for the near and future (4)
For the practical implementation of planning as a process, it is important to observe the following principles:

flexibility, which provides for constant adaptation to changes in the environment in which the organization operates;

continuity, providing for the "rolling" nature of planning;

communication, which is understood as coordination and integration of efforts (everything must be interconnected and interdependent);

interactivity, which provides for the creative nature of planning and the repeated elaboration of already drawn up sections of the plan;

multivariance, providing for the choice of the best of the alternative possibilities for achieving the goal;

participation, suggesting the importance of the planning process itself in terms of involving all possible participants in the future organization;

adequate reflection of real problems and self-assessment in the planning process (9).

If we consider the planning process in its entirety, then it can be divided into separate phases. Each of the phases is characterized by the setting of special tasks and is systematically connected with other phases by the sequence of execution and the exchange of information. The planning processes cover the following phases:

problem formulation;

solution to the problem;

control and enforcement of the decision.

Depending on the time period for which the company's plans are drawn up, planning is divided into long-term (more than 5 years), medium-term (more than 2 years) and short-term (up to 2 years).
From the point of view of the target orientation and significance in business management, planning is classified as strategic, tactical (current) and operational.
Strategic planning is carried out on the basis of the strategy adopted by the company and the corresponding strategic goals established. As a rule, strategic planning is aimed at the future and covers the long or medium term. The achievement of strategic goals is carried out through a system of tactical, or current, planning. In the process of tactical planning, intermediate goals for the next planning period are specified, taking into account the already existing factors of external and internal environment firms, which reduces the degree of uncertainty compared to strategic planning. Operational planning is aimed at achieving intermediate targets of tactical plans drawn up for a short period. The system of plans of a modern travel company is shown in Figure 1.

Tourist enterprise master plan

General strategic plan	tactical plans

Tourist Service Strategic Plan		marketing plan


Diversification Plan		Financial plan


Agency network development plan		Production plan


liquidation plan		Plan of contracts with service providers


		Sales network plan


		Business plan


Specific programs and projects: Charter program; Joining international and national tourism organizations, etc. Participation in exhibitions; New tourist programs; PR programs.

Rice. 1. System of plans for a modern tourism enterprise (5)

One of the key elements of the planning system in a tourism enterprise is a business plan. A business plan, as one of the most common types of plans at present, is:
- a working tool for the entrepreneur to organize their work;
- a detailed program (of rationally organized measures, actions) for the implementation of a business project, which provides for an assessment of costs and income;
- a document characterizing the main aspects of the activity and development of the enterprise;
- the result of research and justification of a specific direction of the company's activities in a particular market.
Speaking about the role and place of a business plan in the planning system at a tourist enterprise, it must be emphasized that a business plan is a document endowed with specific, only inherent features, but not strictly regulated.
Firstly, a business plan cannot include the entire set of general goals of the enterprise, but only one of them, the one that is associated with the investment process (internal or external). If there is no investment, there can be no business plan (unlike other types of planning, such as strategic planning). Secondly, unlike the strategic and tactical plan, the business plan has a clearly defined time frame, after which the goals and objectives defined by the plan must be completed. And finally, in a business plan, the functional components (marketing plan, production plan, etc.), unlike all other types of plans, are full-fledged, balanced parts of the structure.
The main goals of a business plan are usually:

determining the degree of viability and future sustainability of a tourism enterprise, reducing the risk of entrepreneurial activity;

concretization of the business perspective in the form of a system of quantitative and qualitative indicators;

securing external investment.

The last statement emphasizes that the business plan, in contrast to the previously described plans for a tourist enterprise, takes into account not only the internal goals of the company, but also the external goals of persons whose participation the entrepreneur has an interest in. In addition to investors, potential tourists and service providers of the firm can be interested parties. Examples of various tasks that a business plan is designed to solve, depending on the participants in the business planning process.
If we consider the main goals of business planning at tourist enterprises, it should be noted that the material base of objects that carry out travel agency and tour operator activities, as a rule, is relatively small. As part of their assets, a significant proportion may fall on intangible assets. Due to the specifics of the material base of the organizations under consideration, their collateral potential is relatively low and therefore the possibilities of obtaining credit resources are limited.
IN market economy there are many versions of business plans in form, content, structure, etc. The greatest differences are observed within the modifications of business plans depending on the purpose: by business lines; for the enterprise as a whole (new or existing). The classification of business plans by business objects is shown in Figure 2.
In the modern practice of travel companies, a business plan performs five functions.
The first function is related to the possibility of using it to develop a business strategy. This function is vital - necessary during the period of establishment of the enterprise, as well as in the development of new areas of activity.
The second function is planning. It allows you to assess the possibilities of developing a new direction of activity, to control the processes within the company.
The third function allows you to attract funds from outside - loans, credits. In modern Russian conditions, without credit resources, it is almost impossible to carry out any significant project.
The fourth function allows you to attract potential partners to the implementation of the company's plans, who wish to invest their own capital or their technology in production.
The fifth function allows, by involving all employees in the process of drawing up a business plan, to improve staff awareness of upcoming actions, coordinate their efforts, distribute responsibilities, and create motivation for achieving the goal.

Rice. 2. Typology of business plans by business objects (5)

Thus, a business plan is nothing more than a development plan with goals inherent only to it. Therefore, none of the types of plans in the planning system at a tourist enterprise replaces business planning. At the same time, the business plan is subordinated to the general core of the system of enterprise plans and complies with the general principles of planning.

2. Evaluation of existing methods for developing a business plan

There are two main approaches to developing a business plan. The first is that the project initiators themselves develop a business plan, and guidelines obtained from specialists, in particular from potential investors. According to foreign practice, this approach is more preferable. In addition to the authors of the concepts laid down in the business plan, financiers who know the features of the credit market, the availability of free capital, and risk take an active part in its creation. this business (14).
In the second approach, the initiators of the business plan do not develop it themselves, but act as customers. The customer of the business plan are legal entities and individuals engaged in entrepreneurial and investment activities, the conditions and results of which are analyzed and forecasted in the business plan.
The developers of the business plan are: firms specializing in the field of marketing activities, groups of authors, individual authors. If necessary, in agreement with the customer, consulting firms and experts are involved.
It should be noted that the methodology of business planning should be understood not only and not so much as the requirements for the content of a business plan, but as a set of techniques and their sequence used in the development of a business plan (4).
Currently, in the Russian market, from Western methods, the most famous is the development of UNIDO (United Nations Industrial Development Organization) for developing countries for the preparation of industrial feasibility studies and its electronic version COMFAR.
In addition, the development of Tacis, a European Union program developed for the CIS countries (plus Mongolia) to subsidize the acquisition of modern technologies, is popular; as well as some others.
The Government of the Russian Federation also made a certain contribution by approving by its resolution the Regulation on evaluating the effectiveness of investment projects when placing centralized investment resources of the Development Budget of the Russian Federation on a competitive basis. As an annex to this provision, the Government proposes a layout of a business plan submitted by the applicant as part of the application.
It is possible to single out the basis (core) of all the above methods for compiling business plans and conduct a detailed analysis of which of the proposed methods are already relevant and which do not yet work in the conditions of the formation of the Russian market. Such a basis for all of the above methods of drawing up business plans are the following sections:

financial plan;

production system.

They are connected by an organizational plan (a specific scheme for the implementation of the project), with a corresponding miscalculation of risks and the allocation of compensatory measures. It is these fundamental key sections that laid the foundation for Russian methods.
In the overwhelming majority of cases, the authors of publications and articles devoted specifically to the methodology of business planning reduce this category to the level of the number of sections in a business plan and their approximate content (4).
Many of them have the following in common:

the methodology is based on a description of the structure of the business plan (sequence of sections);

outlines how and what to write in each section;

examples of writing a business plan are given;

the appendix indicates the cost structure and provides regulations;

are designed for managers who must study the methods and a number of related literature, collect information on general scheme and based on general recommendations and then develop a business plan.

Russian commercial banks do not have a unified approach to the development of business plans, and almost every major bank is trying to develop its own methodology, which lays down its requirements. Some banks consider it necessary to conduct financial plan calculations in two monetary units: Russian and foreign, others in one (greater preference for foreign), there is no single approach to risk calculations, etc. And if we take into account that these methods are mainly developed for official use, then we can imagine the difficulties that the manager who has developed the business plan himself faces. In most cases, the entrepreneur's own use of these techniques is not enough to develop business plans that meet the requirements of investors, and they can be considered as a preliminary study of the borrower's intentions and plans (14).
In this regard, the method of drawing up a business plan, called the “test table method”, seems to be of interest.
New in this technique is the understanding of the concept of business planning as a process aimed at realizing the goals and objectives of the development of the organization in an optimal way, taking into account uncertainties, as well as the creation of a tool in the form of test tables, which are objectively comparable alternative solutions to the problem or alternative means of achieving the goal, with the help of which the best option is selected, as well as the use of template text technology and insert answers in the development of business plans.
Using questions in the form of test tables to collect information helps to solve the problem of collecting initial data, taking into account the proposed alternatives.
The use of template text and insert answers helps to simplify the process of writing the text part of a business plan as much as possible.
Test tables for developing a business plan are a set of questions grouped by sections of a business plan. In each section, questions are grouped based on the order in which the section is presented. The scope of questions is determined by the above norms and recommendations, as well as the need to fully reflect the economic activity of the enterprise.
The forms of input information given in the methodology correspond to the UNIDO methodology and are generally suitable when using any of the accepted systems for modeling investment projects.
Analysis of investment projects using test tables also provides for the identification of sources of uncertainty. Uncertainty is understood as the incompleteness or inaccuracy of information about the conditions for the implementation of the project, including the costs and results associated with them. The uncertainty associated with the possibility of adverse situations and consequences arising during the implementation of the project is characterized by the concept of risk.
In the presented methodology, some advantages can be distinguished compared to the generally accepted approach: due to the lack of a clear structuring by sections (marketing plan, production plan, financial plan), due to the use of a system of interrelated tests, the possibility of overestimation of indicators and data by the entrepreneur is almost completely eliminated. In addition, questions of the so-called “lie scale” were included in the tests, the scores on which indicate how honest the customer was with the consultant and with himself. This technique is also not without its shortcomings. In particular, the process of preparing test tables is certainly time-consuming, and the quality and completeness of business planning coverage depend on the questions posed. In this regard, it should be noted that, perhaps, only consulting firms or enterprises that are constantly faced with the need for business planning will be able to use this technique.

3. Content of the business plan

As already noted, the methodology developed under the auspices of UNIDO, as well as Tacis, has gained the greatest popularity in Russia. The popular in Russia business plan development packages COMFAR (UNIDO) and Project Expert (UNIDO, Tacis) were also subject to the requirements of these organizations. In connection with this circumstance, when describing the content of the business plan, it would be rational to adhere to the recommendations of these organizations.
From these positions, the main sections of the business plan are as follows:

business and its strategy;

marketing analysis and marketing strategy(plan-marketing);

production and operation;

management and decision-making;

finances (financial plan);

1. The summary is one of the most important sections of the plan, as it may or may not arouse the interest of the reader (who could become a potential investor). It briefly describes the purpose of the business plan and the purpose of the enterprise. It also indicates the amount of the required loan and the purpose of its use, the amount of expected profit, the terms and methods of repaying the loan, the availability of own funds, the expediency of these investments for investors, existing partners or creditors. Particular importance is given to a brief description of the history of creation, business development and the current stage of its development.
2. Business and its strategy. This section is a thorough description of the company and the most detailed presentation of the business plan idea and the reasons that contributed to the idea.
In this block, a detailed description of the proposed type of activity is required:

description of the organization of the business, forms of participation in it, the board of directors, management scheme and highly professional personnel;

description of business objectives;

description of the business strategy:

description of the main characteristics of products and services;

general description of the market.

In a business plan, it is desirable to formulate the mission of the enterprise. Defining the mission allows you to convince partners, employees, customers, investors of the necessity and social significance of the enterprise and its business, as well as the possibility of its successful development.
The mission is the guiding philosophy of the business that gives the company the meaning of its existence, i.e. it is an ideal picture of the future, a state that can be achieved under the most favorable conditions.
Goals are the parameters of the company's activities, the achievement of which is due to its mission and the implementation of which its economic activity is directed to.
The formulation of the goal of a travel company is one of the conditions for successful entrepreneurship. Initially, the general purpose of the enterprise should be defined and documented. It can be: an increase in sales volumes, entry into the international market, the creation of a large tour operator company with an extensive agency network and a leading position in the market, etc.
The achievement of the general goal is supported by the definition of several goals of the enterprise, the achievement of which can support its achievement. For example, the development and expansion of the agency network, the reform of the personnel management structure, the development of a diverse and differentiated offer of tourism products in a complex achieve the general goal of a tourism enterprise, i.e. occupying a leading position in the tourist market in the field of tour operating.
In the formation of goals, it is necessary to highlight priority areas and identify the most important divisions of the travel company. Moreover, goals over time can change their significance, since, reaching a certain milestone, the company begins to focus on the following goals. To do this, a tree of goals is being built, which it is advisable to present in an appendix to the business plan.
The goals of the enterprise for specific achievements to which it aspires can be drawn up either in a certain sequence, or with a diagram for each area of activity.
The strategy formation process includes three stages: the formation of the overall strategy of the enterprise, the formation of the corporate strategy and the definition of functional strategies. Figure 3 shows the algorithm for the formation of the firm's strategies.
The firm's general strategies include:

stability strategy - focusing on existing business lines and their support;

growth strategy - increasing the organization, often through the penetration and capture of new markets;

reduction strategy - used in cases where the survival of the enterprise is threatened. It manifests itself in the "harvest", that is, in obtaining a short-term share of profits in the maximum possible size by reducing the market share, in case of reaching a critical point - the liquidation of the business.

Evaluation of the current strategy

Strategic analysis (product portfolio analysis)

Formation of a general strategy for the development of the company

Formation of a business (competitive) strategy for each strategic business unit

Formation of functional strategies


Marketing strategy	R&D strategy	Production strategy etc.................

* Note. The uniqueness of the work is indicated on the date of publication, the current value may differ from the indicated one.

A business plan is an official document with which it is customary all over the world to start any commercial business.

To develop a development strategy for a large firm or organization, a detailed business plan is drawn up reflecting the goal or goals that the organization is striving for.

A small firm can develop a local business plan, it should be presented in a form that allows interested person get a clear idea of the essence of the case, the degree of their participation in it. The volume and degree of specification of its sections are determined by the specifics and area of activity.

The business plan of the enterprise is drawn up for several years ahead (ideally 2-5 years) and revised as necessary, but at least once a year. The original plan sometimes needs to be revised thoroughly. As experience is gained, not only the process of own planning is facilitated, but also the adjustment of the plan. In parallel, local business plans within the organization can be developed.

In addition to the authors of the plan, financiers who know the features of the credit market, the availability of free capital, and the risk of this business take an active part in its creation. The basis of the group of specialists in the development of business plans are economists, statisticians, system engineers.

In a market economy, a business plan is a working tool used in all areas of business. This plan gives a description of the process of the functioning of the company, which reflects how the company is going to achieve its goals.

A business plan helps an entrepreneur evaluate the progress of his business based on intra-company and macroeconomic analysis and monitor current operations.

It is with the help of a business plan that the company's management decides which part of the profit remains in business for accumulation, and which is distributed in the form of dividends among shareholders. The business plan is used to justify measures to improve and develop the organizational and production structure of the company, to justify the level of centralization and responsibility.

The set of long-term business plans of enterprises constitutes the information base, which is the basis for the development of national policy within the framework of state regulation.

Much attention in the specialized literature and mass publications is given to the business plan as an investment project, the purpose of which is to receive investments. The business plan is necessary document for the investor to start evaluating the possibility of investing in the company.

However, getting a loan is becoming more and more difficult due to the growing non-repayment of loans and inflationary processes. Banks take steps to protect their loans, and having a sound business plan is an important factor in deciding whether to grant a loan.

Many businessmen underestimate the role of a business plan in helping a new business: to sell capital, to determine plans for the future, to draw up analytical tables by which it will be possible to evaluate how the business is developing. A business plan helps to carefully study each element of the proposed risky (market) activity.

Where it is impossible to cope with the problems that have arisen, the very fact of their identification will make it possible to decide on the refusal of the enterprise even before the funds are invested in it.

For every company, cash is vital, so everything that this or that enterprise does is done by it, ultimately, in order to generate income in monetary form and securing monetary gains.

While a business plan is an essential tool to help you run your company more efficiently, it has another purpose: it is designed to provide convincing evidence that it is beneficial for financial institutions to lend to or invest in your company.

The lender or investor wants to know as much as possible about your company in order to assess how effectively the requested funds can be used. Therefore, a clear statement of your company's goals, the limits of its capabilities, agreed action plans and the availability of resources is very important in securing external financing.

Another merit of the business plan is that it coordinates the activities of partner firms in organizing joint planning; development of a group of firms associated with cooperation and the manufacture of one or complementary products.

The business plan is the hallmark of the enterprise, a pass to the market economy, revealing the potential of the enterprise.

Entrepreneurial activity, primarily due to its innovative nature, riskiness, uncertainty external environment, requires the use of various scheduling mechanisms. A universal method of planning is the development of a business plan.

Business planning is a system-forming economic skeleton on which the whole mass of techniques, methods, methods, tools with which enterprises carry out their activities in difficult market conditions rests.

A project business plan is a document that provides a comprehensive justification for attracting and using investments based on production, marketing, organizational and financial analysis.

The need to develop a business plan is due to the following tasks:

- ensuring the coordination of ongoing efforts to achieve the goals;
- motivation of the head of the enterprise to determine the methods for achieving the goals;
- determination of the necessary resources and performance indicators of the enterprise;
- formalization of the functions and responsibilities of the employees of the enterprise;
- preparation of the enterprise for changes in the market environment;
- the possibility of continuous monitoring of the results of entrepreneurial activity.

Principles business planning are reflected in fig. 5.

Business plans are classified as follows signs and types:

1. In relation to each other:
- - independent, allowing simultaneous and separate implementation, and the characteristics of their implementation do not affect each other;
- - mutually exclusive, not allowing simultaneous implementation;
- - complementary, the implementation of which can only occur jointly.
2. In terms of implementation:
- - short-term (up to 3 years);
- - medium-term (3-5 years);
- - long-term (over 5 years).
3. By scale:
- - small projects, the action of which is limited to one small firm implementing the project;
- - medium projects - projects of reconstruction and technical re-equipment of the existing production facilities;
- - large projects - projects large enterprises which are based on the progressive new idea» product manufacturing;
- - megaprojects - targeted investment programs containing many interconnected final projects.

Rice. 5.

- commercial projects, main goal which is to make a profit;
- social projects, focused on solving the problems of unemployment in the region, reducing the crime rate, etc.;
- environmental projects, the basis of which is the improvement of the environment.
5. Depending on the degree of impact of the project results:
- - global projects, the implementation of which significantly affects the economic, social or environmental situation in the world;
- - national economic projects, the implementation of which significantly affects the economic, social or environmental situation in the country;
- - large-scale projects, the implementation of which significantly affects the economic, social or environmental situation in a particular country;
- - local projects, the implementation of which does not have a significant impact on the economic, social or environmental situation in certain regions and (or) cities.

The following areas of business planning are distinguished (Table 8).

Table 8

Directions for developing a business plan

Direction	Target
Usage plan outside the company	Receipt banking	A business plan gives you an edge when applying for a loan
	attraction investment	A business plan is a necessary document for an investor to evaluate investment opportunities in a company
	Creation of strategic alliances	Carrying out joint research, marketing, other entrepreneurial efforts
	Other purposes	Getting a big contract, advice of consultants, lawyers, representatives government agencies or non-governmental organizations, certification of goods and services
Using the plan inside companies	self-affirmation	Self-persuasion tool for the leader
Using the plan inside companies	Control staff	Staff motivation tool, a means of informing staff about the direction of enterprise development

Service and tourism enterprises have a number of features and limitations that affect the possibilities of planning and implementing business projects. To the main restrictions can be attributed:

1) restrictions in tourist demand: for example, hotel business limited in production activity during the high season due to a fixed number of accommodations;
2) restrictions in the tourist offer are related to the availability of tourist resources in the region;
3) time constraints: a relatively short period of tourist activity requires an active marketing policy for seasonal programs with alternative motivation;
4) legal restrictions: for example, legislation defining the liability of tour operators, restrictions on recreational land use, service standards in various service and tourism enterprises, etc.;
5) lack of resources: limitations of natural resources, finances, human capital, tourist and related infrastructure near the hotel.

Business planning process

The process of pre-project research in the development of a business plan consists of four stages, presented in fig. 6.

Rice. 6.

First stage. When determining the essence of a project or business idea, the profile of the company is examined, the product portfolio is analyzed, and the main direction of the business is established.

Second phase. Opportunities and barriers analysis is an analysis of the industry, or the so-called PE8T-analysis (political, economic, social, technological and natural factors affecting the activities of the enterprise), analysis of the market and its consumers, analysis of competitors.

When developing a business plan for the creation and development of service and tourism enterprises, taking into account their specifics, at this stage it is important to consider the possibilities of territorial (regional, local) development of the sphere (Table 9).

Assessment of the possibilities of territorial (regional, local) development of the service and tourism sector

Table 9

Indicators	Characteristic
General information about the object	number of inhabitants; the structure of the economy; geographical position
Landscape characteristics and natural and recreational resources	Rivers and lakes; hills; hydro-mineral resources
Monuments of historical and cultural heritage	Historical sights; places of historical events
Service and tourism infrastructure	Transport; hotel and restaurant business; health centers; sports and entertainment tourism centers
Current and proposed tourist routes	length; organization of halts, places of stopping and rest
Economic evaluation of types of service and tourism	Cost of time and material resources - the share of tourism in the regional gross product; - the average amount of consumer spending; - volume of service; - income from service and tourism; - regional efficiency

Third stage. Strategy development has the following components: setting business goals, determining the strategic position, analyzing alternative strategies, choosing a growth strategy. And finally, the business plan itself, aimed at the future.

Fourth stage. Direct development of a business plan.

The main sections of the business plan of the service and tourism enterprise

The structure of the business plan is not strictly regulated, it should be presented in a form that allows the interested person to get a clear idea of the planned business and opportunities for participation.

For the most complete and vivid expression of the goals of creating a business plan, additional sections can be included if the project requires it.

Section 1. Summary

The purpose of the summary is to give a concise (1-2 page) overview of the business proposal that can attract the attention of partners, investors and stimulate them to further consider the plan.

This section is developed at the very end of the business plan, when full clarity has been achieved on all other sections.

Section 2. Description of the company

This section provides basic information about the company, which includes: the history of the company, management data, organizational structure, economic indicators activities, credit history, prospects for further development, which are directly related to the subject activity presented in the business plan.

Section 3. Description of products and services on the market

The section reflects the specifics tourism product and services (hotel, restaurant, etc.): advantages, uniqueness, functionality, quality; life cycle goods (services); formation of a commodity policy, the possibility and necessity of development, expansion of the range, change of goods and services.

	Business plan structure
Section name
	Brief overview of the business plan
Company Description	Basic information about the company
Description of products and services	Selection and characterization of the types of products and services that will be offered to the market
Market research and analysis	Analysis of industry development trends; market capacity, competitor research; consumer analysis
marketing plan	Pricing, marketing and promotion system
Production plan	Production program of the enterprise, description production process, availability of resources (equipment of the enterprise with equipment, material resources and reserves)
Organizational	Organizational structure, legal support and project implementation schedule, personnel plan
Financial plan	Investment plan (calculation of the required capital, sources and financing schemes); profit and loss plan; traffic plan Money;
Efficiency	Project efficiency calculation
Risk Analysis	Legal, production, marketing, financial risks; project sensitivity analysis to changes in key indicators

Section 4. Market research and analysis

One of the most important sections because the following sections of a business plan are built around market valuations and depend on the results of marketing research. The conclusions presented in this section have a direct impact on the production volume, marketing plan and allow you to determine the size of the required investment.

The section requires:

- to study the trends in the development of the industry, to study the experience of similar enterprises in the world and Russia, to conduct a REZG analysis;
- present the real and potential market capacity, study potential consumers, conduct market segmentation. The World Tourism Organization offers the following segmentation of consumers in tourism (Table 11).
- explore competitive environment: determine the number of firms offering similar products, the type of competition depending on the level of concentration of enterprises in the market; identify the leading competitors and the main areas of competition (price, quality, service, etc.), analyze the organizational structure of competitors and their stability; evaluate the competitiveness of the projected enterprise and the goods offered in the business plan.

Table 11

Segmentation of tourists according to the World Tourism Organization (UN WTO)

Age,	Segment	a brief description of
		Travel with parents who make travel decisions for them. Many tourist services are provided to them at preferential rates.
	The youth	Young people who travel without parents. They have their own, usually very limited travel funds.
	Active	Relatively young economically active people. They have families and spend their free time with them. The model of tourist behavior of this group is formed largely under the influence of the needs of their children.
		They remain economically active, but, unlike the previous group, they are not burdened with caring for children who, having matured, left their father's house (the “empty nest” stage)
		The elderly tourism market has changed over the past 10-20 years and is characterized by a high growth rate of tourist trips.

Section 5. The marketing plan consists of the following blocks:

- pricing: revealing external factors, influencing the choice of pricing goal, pricing strategy, method of pricing tactics, depending on the behavior of competitors and consumers, the formation of costs for products and services, the establishment of differentiated prices;
- sales system: determining the plan for loading the enterprise according to commodity groups; calculation of sales volume in physical and value terms (in total for each product group, in the context of product groups); calculation of sales volume by planning periods;
- promotion of goods and services: determination of the purpose of promotion, characteristics target audience, analysis and selection of promotion channels, development of a media plan, development of a final promotion plan for planning periods.

Section 6 Production Plan

Plan production activities is a detailed description of the production resources necessary for the operation of the company, including: characteristics of the technology for the production of products and services, justification of construction decisions when erecting facilities according to the plan, assessment of the need for technological and commercial equipment, calculation of the need for raw materials, materials.

In the field of service and tourism, special attention is paid to determining an acceptable location, reducing overhead costs, obtaining the required equipment and increasing competitiveness through the selection and training of personnel.

Chapter 7. organizational plan

The organizational plan is drawn up in two aspects: to provide a "project road map" and an organizational structure for project management. This section indicates the amount of necessary resources, sources, deadlines for the implementation of measures and the degree of responsibility, legal support for the project, requirements for personnel, staff work schedules, methods of motivating and stimulating the work of employees.

Section 8 Financial Plan

The financial plan is one of the main sections of the business plan. This section should be devoted to planning the financial support of the company's activities in order to make the most efficient use of available funds.

In various business planning methods, the “Financial Plan” section provides an almost identical set of the following planning and reporting documents:

- Formation of prime cost;
- Plan (report) of income and expenses;
- Plan (report) of cash flow;
- Balance sheet (plan);
- An investment plan, including an assessment of the need for financing, sources, a scheme for financing and return on investment.

Section 9 Performance Evaluation

Evaluation of the effectiveness is the resulting section, which allows you to evaluate the project as a whole. The section, as a rule, includes calculations of the following indicators:

- estimated level of return on investment ( Accounting Rate of Return - ARR);
- internal rate of return (Internal Rate of Return -

- net present value ( Net Present Value - NPV)
- project payback period (Discount Payback Period - DPV);
- profitability index (PI).

Section 10 Risk Analysis

The risk assessment includes a list of preventive and predictive measures to prevent force majeure and other negative factors, which include: the threat of bankruptcy; sanctions of the tax service and tax police; penalties, fines, forfeits civil law contracts, contracts, agreements, etc., conflict situations, reduced demand.

The main thing here is to be able to predict in advance all the types of risks that the company may face, identify the sources of these risks and the moment they occur, and then develop measures to reduce these risks and minimize the losses that they can cause.

Control questions

1. Describe the process of preparing for the development and preparation of a business plan.
2. What is the procedure for conducting pre-project studies?
3. What is the purpose of marketing research in the business planning system?
4. Justify the need for a regulatory and legal assessment in the field of service and tourism at the federal, regional and local levels.
5. What is the essence of assessing the competitiveness of an enterprise when developing a business plan for a tourism enterprise?
6. What are the essential features of the analysis of consumers of products and services in the field of service and tourism in the development of a business plan?
7. Give an example of a BJOG analysis of a hotel enterprise.
8. Highlight the constituent elements of the evaluation of the current activities of the travel company.
9. What is the purpose of the analysis financial condition enterprises?
10. What indicators should be reflected in the development of the section "Characteristics of products and services" of the designed eco-hotel in rural areas?
11. Compare the life cycle of a hotel and tourism product.
12. Describe the program for marketing goods and services of tourism and hospitality enterprises when developing a business plan.
13. Describe the methods of pricing tourism enterprises.
14. Describe the types and forms of promotion in terms of project analysis.
15. Give an example of a methodology for the formation of a production and organizational plan when planning the activities of service and tourism enterprises.
16. What caused the need for investment planning when developing a business plan?
17. Give an example of needs and funding sources.
18. List the main performance indicators of the project.
19. Make a list of possible risks when developing and presenting a business plan for a Russian restaurant in a resort hotel.

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

Chapter 1. Business planning in a travel company……….................................4

1.1 Planning as a function of management in tourism……………….4

1.2 Goals, objectives and features of drawing up a business plan

in a travel company…………………………………………………....6

1.3 The structure of a business plan in a travel company……………………7

Chapter 2. Organizational and economic characteristics

travel company“Finkos”…………………………………………..........9

2.1 Organization of the work of the Fincos travel company……………….9

2.2 Economic characteristics of the Fincos travel company.13

2.3 Business activity of Finkos travel agency………………………….19

Chapter 3 Evaluation economic efficiency travel company

3.1 Evaluation of the effectiveness of the tour in the travel company "Fincos" ... 22

3.2 Grade financial stability tourist

firms "Finkos"…………………………………………………………........22

3.3 Forecast of bankruptcy in the Fincos travel company………….22

Conclusions and suggestions……………………………………………….……….28

List of used literature…………………...………………………….31

Appendix…………………………………………………………..………...32

Introduction Each entrepreneur, starting his activity, must clearly understand the need for the future in financial, material, labor and intellectual resources, the sources of their receipt, and also be able to clearly calculate the efficiency of the use of resources in the course of the company's work. In a market economy, entrepreneurs will not be able to achieve sustainable success if they do not clearly and effectively plan their activities, constantly collect and accumulate information both about the state of target markets, the position of competitors on them, and about their own prospects and opportunities. With all the variety of forms of entrepreneurship, there are key provisions that apply in almost all areas commercial activities and for different firms but necessary in order to prepare in a timely manner and circumvent potential difficulties and dangers, thereby reducing the risk in achieving the set goals. important task is the problem of attracting investments, including foreign ones, to existing and developing enterprises. To do this, it is necessary to argue and justify the design of projects (proposals) that require investment. For these and some other purposes, a business plan is used.

1. General classification and structure of business plans

1.1 Planning as a function of management in tourism.

Management of the tourism system should be based on a strategic (projected into the future) vision and foresight. Based on the vision (a kind of "drawings" that show us in the future), which is the leading idea of management, the policy of the travel company is developed, which represents the general goals and norms of relations that ensure the viability and development of this structure.

Planning is one of the stages of the management process, which determines the goals of any tourism structure, as well as methods for achieving them. In some cases, the company ceases to exist after achieving its goals, in others, new, more significant goals are set. This indicates that planning is not a one-time activity. This is a continuous process (one of the stages of the management process) of studying new ways and methods to improve the company's activities due to the identified opportunities, conditions and factors.

The formation of enterprise policy is carried out most often at the highest level of management. All provisions of the policy of a travel company are presented, as a rule, in the form of a leading tourist image. The leading image contains long-term goals, philosophy, policy (principles of relationships with various interested groups), culture of the enterprise and its legislative rights.

With regard to a specific tourist region, we should first of all talk about its competitiveness. Specifically, the scheduling function includes the following types works:

participation in the development of the regional development goals set by the tourism departments;

current analysis of the competitiveness of the place (market, direct and indirect competitors, demand, suppliers, industry);

development of a strategy for the competitiveness of the region, its
special position;

· Implementation of the region's competitiveness strategy – first of all, providing consultations to tourism enterprises, conducting innovative management.

The result of planning as a management function can be a tourist image of the region, presented in Table. 1.

Thus, planning the activity of a tourist enterprise should be understood as a systematic, informationally processed process of qualitative, quantitative and temporal determination of future goals, means and methods, formation, management and development of an enterprise.

1.2 Goals, objectives and features of drawing up a business plan

in a travel company

The current economic situation associated with the transition to market relations dictates to enterprises new approach to internal planning. Planning is essential for any organization that intends to take some action in the future. Enterprises are forced to look for such forms and models of planning that would ensure maximum efficiency of decisions made.

The best option for achieving such decisions is the progressive form of the Business Plan.

How to organize your own business? Where to begin? How to ensure business security and product competitiveness? How to calculate profit, production volume, taxes, expenses?

All these and other questions will help you solve the Business plan. It includes the development of goals and objectives that are set for the entrepreneur in the near and future, assessment current state economy, strong and weaknesses production, market analysis and customer information. It provides an estimate of the resources needed to achieve the set goals in a competitive environment.

A business plan allows you to show the profitability of the proposed project and attract potential financial partners. He can convince investors that the enterprise has an effective, consistent program to achieve the goals and objectives of the project.

Until recently, a business plan in our country was considered only as a plan for a single event (which is basically true) or as a plan for the formation and development of a small enterprise, firm.

A business plan can be in the nature of a current (ie, one year) or long-term (3 - 5 years) plan. For the first and second years, it is recommended to give the main indicators in a quarterly breakdown, and only starting from the third year, you can limit yourself to annual indicators.

1.3 The structure of a business plan in a travel company.

Before investing money in a project, it is necessary to conduct a comprehensive examination of it in order to check its feasibility and feasibility, as well as to evaluate its effectiveness in the following aspects: approximate structure business plan:

Commercial Analysis, including market analysis

The collection, processing and analysis of the information necessary for the preparation of the project is perhaps the most difficult and responsible stage in the development of a business plan. This is especially true for the analysis of information relating to the market - marketing research. Appeal to specialized firms require significant material costs, but otherwise the research can be performed unprofessionally and lead to significant losses in the future.

Organizational and managerial analysis

For an objective presentation of the advantages and disadvantages of the project related to the organizational and management structure, the business plan provides for an analysis of the organizational structure and stages of the project, project participants, initiators, investors, the project team, the environment (suppliers and contractors, administrations at various levels).

Analysis of the regulatory environment

Important from the point of view of the successful implementation of the project is the section of the business plan, which considers the legal aspect of the project and its reflection in the legislation.

social analysis

During the development of a business plan, an analysis is made of possible social risks, consequences, as well as benefits and benefits of a social nature.

Environmental analysis

This section of the business plan describes the ecological environment, the impact of the project on the environment, the nuances of environmental and environmental legislation.

The financial analysis

The financial analysis section of the business plan includes an assessment of future cash flows, bringing upcoming expenses and incomes at different times to comparable indicators in the initial period, determining project performance indicators.

Risk Analysis

The final section of the business plan is devoted to the analysis of project risks, which includes a qualitative and quantitative risk analysis.

2. Organizational and economic characteristics

travel company "Fincos".

2.1 Organization of the work of a travel company Fincos.

Success in the technology of sales of a tourist product was achieved by the company thanks to a well-established sales system and a flexible agency policy. An extensive information base (leaflets, brochures) has been developed for each tour, enabling the client to obtain sufficient information to make a decision on choosing a direction and a specific tour. When purchasing a tour package, customers sign an agreement with the company, which specifies a carefully worked out set of conditions, which helps to prevent possible shortcomings and conflicts in service.

Due to the large volume of tourist turnover, the company has the opportunity to set reasonable prices for all types of tourist products, use all possible types of discounts to minimize the cost of tourist services.

By virtue of the fundamental concept of the diversification of its activities, CJSC Fincos receives a large flow of tourists. It offers a wide range of hiking trails, excellent accommodation and reasonably priced meals. Effectively using the methods of cooperation with the tour agency, leading museums, CJSC "Finkos" provides services to tourists at a high level.

The organizational structure of the company is constantly being improved in line with its rapid development. The company employs 20 specialists. All employees have appropriate professional education, training and work experience.

The company pursues an aggressive advertising policy, looking for the most effective advertising spaces in newspapers and magazines. Tourist product catalogs are published at a high printing level, methods of operational advertising support for individual tours are actively used.

Thoughtful advertising policy significant funds, spent on it, bring a positive effect - the volume of the tourist product of the company is constantly increasing. The management of the company closely monitors the rather unstable demand for tourist services, carefully selects hotels for its clients, organizes meals, and interesting excursions.

The firm takes a significant interest in tourism public life, participates in all important tourism events, allocates time and significant funds to participate not only in Russia but also abroad.

The authorized capital of the Company is made up of the nominal value of the shares acquired by the shareholders. The size of the authorized capital of the Company in the new scale of prices is 2373 (two thousand three hundred and seventy three).

The authorized capital of the Company is divided into 2373 ordinary shares with a par value of 1 (one) ruble each.

All shares are non-documentary, registered. Each ordinary share provides the shareholder - its owner with the same amount of rights. Each shareholder has the right: to participate in the general meeting of shareholders, to have one casting vote for each share he owns; participate in the distribution of profits, receive dividends; receive data relating to the activities of the Company; receive part of the property in case of liquidation, etc.

The shareholder of the Company is obliged: to comply with the decisions of the management bodies, to comply with restrictions on the number of acquired shares, etc.

In accordance with paragraph 3 of Article 11 federal law"About joint-stock companies» The charter of the company establishes restrictions on the maximum number of shares and votes that may belong to one shareholder.

Structure of governing bodies

The structure of the governing bodies consists of the following bodies:

General Meeting of Shareholders - supreme body management;

The board of directors is representative

CEO is the sole executive body.

To competence general meeting shareholders include the following issues: amendments and additions to the charter, reorganization of the Company, liquidation of the Company, determination of the number, nominal value, category of authorized shares; increase in the authorized capital or its decrease; approval of annual reports; election of members of the counting commission.

The Board of Directors manages the activities of the Company. The competence of the Board of Directors includes resolving issues of general management of the Company's activities: determination of priority areas of activity; convening annual and extraordinary general meetings of shareholders; approval of the agenda of the general meeting of shareholders, etc.

Management of the current activities of the Company is carried out by the sole executive body - the General Director.

CJSC "Finkos" is commercial organization pursuing profit as the main goal of its activity. The main activities of the Company are:

Rendering tourism services;

Organization of excursion development;

Organization of business meetings, business tours, cruises and business trips both in Russia and abroad (with the participation of Russian and foreign citizens);

Organization and management of tourism business;

Provision of services for visa processing for Russian and foreign citizens and companies.

Office hours are from 9:00 to 18:00.

In accordance with the directions of work, the organizational structure of the enterprise is as follows.

Fig.1 Organizational structure of the company.

Staff schedule.

2.2. Economic characteristics of the travel company "Fincos"

Table 1. Analysis of the structure of assets and liabilities.

Indicators
1 Out current assets: intangible assets fixed assets Construction in progress	% to balance currency	% to balance currency


2 Current assets: Accounts receivable Cash Other current assets


1 Capitals and reserves: Authorized capital Retained earnings previous years Retained earnings of the reporting year 2 long-term liabilities 3 short-term liabilities: Accounts payable

Solvency indicators and

financial stability of the enterprise.

Table 2. Data on solvency and financial stability, rubles:

Table 3. Calculations on the solvency and financial stability of the enterprise:

This enterprise does not have enough own capital in circulation and by the reporting period this shortage is increasing.

The autonomy coefficient of this organization shows what share of the assets is covered by its own funds, and which by borrowing.

In 2004, 69% of assets were covered by own funds, and in 2005 - 75% of assets. For the entire analyzed period, the organization had this coefficient above 0.5 (the border of financial independence is 50% of equity). This means that the company does not depend on environment, that is, it has only a small number of investors.

The capitalization ratio shows how much borrowed funds the organization was able to attract for one ruble of its own funds invested in assets. This coefficient must be greater than one. At this enterprise, this coefficient, being less than one, decreased even more by the reporting period. This means that the organization was able to attract in 2004 forty kopecks, and in 2005 - thirty kopecks of borrowed funds for one ruble of its own funds.

This organization is insufficiently solvent and financially stable, independent of the external environment. Consequently, the simultaneous appeal of several suppliers for their money cannot lead to bankruptcy and the disadvantage is a low capitalization ratio, also has a lack of own funds in circulation.

Liquidity ratios.

An analysis of the liquidity of the balance sheet of an enterprise is to compare funds (for an asset) with liabilities (for a liability), that is, to determine the extent to which liabilities are covered by the assets of the enterprise.

Table 4. Data for calculating liquidity ratios, thousand rubles

Table 5. Liquidity ratios, %

The absolute liquidity ratio shows how many short-term liabilities the organization can repay at the expense of its available cash. It must be more than 0.2. At this enterprise, the coefficient was 0.03 in 2004, and 0.0008 in 2005. this suggests that it will take a very long time for this organization to pay off its creditors at the expense of its available funds.

The intermediate liquidity ratio shows that part of short-term liabilities that the organization can repay at the expense of its cash and receivables. This coefficient must be greater than or equal to one. In 2004, it was only 0.27 at this enterprise, and in 2005 it was 0.3, that is, the organization, after all creditors turn to it, will not be able to pay off its debt in cash and receivables. Such low ratios are explained by the fact that during the reporting period this enterprise has too little cash and does not have receivables.

The current liquidity ratio shows how many times current assets exceed short-term liabilities. It must be greater than or equal to one, since current assets must always be greater than short-term liabilities by the amount of own working capital. At this enterprise, it amounted to 0.7 by 2004, and by 2005 - 0.61. In the organization under study, this indicator is less than one, that is, the company does not have its own working capital to pay off short-term obligations. This makes her more dependent on the outside.

2.3 Business activity of the Fincos travel agency.

Business activity is manifested in the dynamic development of the enterprise, in solving its goals. Analysis of the organization's business activity is to study the level and dynamic diversity of financial ratios - indicators of turnover.

Table 6. Data for calculating business activity:

Table 7. Business activity indicators:

The capital turnover ratio reflects the turnover rate (number of turnovers per period) of the total capital for the period. At this enterprise, it was 1.29 in 2004, and 1.56 in 2005. This suggests that the business activity of the organization increased slightly by the reporting period. The turnover ratio of current assets also increased from 5.93 in 2004 to 10.11 in 2005.

The turnover period of current assets has almost halved from 61 days in 2004 to 36 days in 2005. This indicates an increase in the business activity of the enterprise.

The load factor shows that in order to receive one ruble of proceeds, it was necessary to invest 17 kopecks in current assets in 2004, and ten kopecks in 2005.

The turnover ratio of raw materials and supplies by the reporting period has slightly decreased.

The period for the turnover of raw materials and materials slightly increased from eight days in 2004 to ten days in 2005.

Profitability indicators:

With the help of profitability indicators, the relative profitability of the enterprise and the cost of funds or property are determined.

Table 8. Data for calculating profitability indicators:

Table 9. Profitability indicators, rub.

Indicators
Return on current assets
Net return on current assets
Return on equity
Net return on equity
Profitability of sales
Profitability of non-current assets
Net return on non-current assets
return on assets
Capital intensity of fixed assets
Profitability of fixed assets
Net return on fixed assets

The profitability of current assets is quite high: for 1 ruble 50 kopecks in 2004 and 1 ruble 90 kopecks in 2005, the profit received before tax accounts for 1 ruble of funds in current assets. The net profitability of current assets is also quite high, since current assets are not so large. The profitability of sales of one ruble of proceeds in 2004 contains 25 kopecks of profit, and in 2005 19 kopecks.

Return on assets characterizes the amount of sold products per 1 ruble of own funds. Thus, the enterprise has 60 kopecks of sold products per 1 ruble of invested funds in fixed assets in 2004 and 52 kopecks - in 2005.

Capital intensity is the inverse indicator of capital productivity. It shows the amount of fixed assets attributable to 1 ruble of sold products. This indicator at this enterprise is 1.7 in 2004 and 1.9 in 2005. This enterprise needs to increase the profitability of sales, increase the return on assets and accumulate own funds in circulation.

3. Evaluation of the economic efficiency of tourism

firms and tourism in general .

3.1 Evaluation of the effectiveness of the tour in the travel company "Fincos"

Table 10, Appendix, shows that the cost of renting a bus, organizing an excursion and the cost of insurance for the Fincos travel company are fixed, and the remaining costs are variable relative to this tour. Let's find the total number of fixed and variable costs: Zpost \u003d 3000 + 800 + 1500 \u003d 5300 rubles. ; Zed.lane \u003d 1500 + 3000 \u003d 4500 rubles, then the total variable costs per group will be 7500 rubles. (total cost), and for one person - 9800 rubles. (unit cost).

For ease of calculation, when determining the price of a tour per person in the Fincos travel company, we will adhere to the formula: C = C + βC (cost approach), i.e. we add the required rate of return to the unit cost of production. Suppose β = 20%. Then the profit from one tourist package of the Fincos company will be equal to 0.2 * 4500 = 900 rubles, and the estimated price of the tour is C = 9800 + 900 = 10700 rubles. Revenue from the implementation of this tour (group), Vgr. will amount to 197,000 rubles. (Q * C \u003d 10 * 10700).

3.2 Assessment of financial stability

travel company "Fincos"

The economic literature provides different approaches to the analysis of financial stability. Consider the technique of Sheremet A.D. and Saifulina R.S., who recommends determining a three-component indicator of the type of financial situation for assessing financial stability.

To calculate this indicator, the total amount of reserves and costs of the enterprise and the sources of funds for their formation are compared:

ZZ = Z + VAT

where ZZ - the value of reserves and costs;

Z - stocks (line 210 form 1);

VAT - value added tax on acquired valuables.

Let us analyze a three-component indicator of the type of financial situation of the Fincos travel agency for 2004:

ZZ \u003d 508 + 18% \u003d 508.18

For 2005:

ZZ \u003d 332 + 18% \u003d 332.18

It uses different levels of coverage. certain types sources, namely:

1) Availability of own working capital, equal to the difference between the value of the sources of own funds (own capital) and the value of non-current assets of the Fincos travel agency.

SOS \u003d SS - VA - U

where SOS - own working capital;

SS - the value of sources of equity capital;

VA - the value of non-current assets;

Y - losses \u003d revenue - cost of services sold + receivables

SOS (2004)=2733-3097-594=594

SOS (2005)=3583-4052-956=-1425

1) Surplus or shortage of own working capital:

F SOS \u003d SOS - ZZ,

where F SOS - surplus or shortage of own working capital.

2) When calculating their own working capital, many specialists take permanent capital instead of their own sources: the presence of their own working capital and long-term borrowed sources for the formation of reserves and costs, that is, taking into account long-term loans and borrowed funds.

PC \u003d (SS + GLC) - VA - (U)

where PC is permanent capital;

DZS - accounts payable

PC(2004) = (2733+1221)- 3097-594=263

PC(2005)= (3583+1206)- 4052-956 = - 219

1) Excess or lack of own working capital of the Fincos travel agency:

F SOS (2004) = 594-508.18 = 85.82

F SOS (2005)= -1425-332.18=1757.18

2) Excess or lack of permanent capital of the Fincos travel agency:

F PC \u003d PC-ZZ,

where Ф PC - surplus or shortage of permanent capital.

F PC (2004) = 263-508.18 = 245.18

F PC (2005)= - 219+1425=1206

With the help of these indicators, a three-dimensional (three-component) indicator of the type of financial condition is determined, that is:

1 if Ф>0,

0 if F<0.

The calculation of three indicators of the provision of reserves with sources of their formation allows us to classify financial situations according to the degree of their stability.

According to the degree of stability, three types of financial situations can be distinguished:

Absolute stability of the financial condition, if

With absolute financial stability, the enterprise does not depend on external creditors, reserves and costs are fully covered by its own resources. In Russian practice, such financial stability is extremely rare, it is an extreme type of financial stability.

2) The normal stability of the financial condition of the enterprise, guaranteeing its solvency, that is

This ratio shows that the company uses all sources of financial resources and fully covers stocks and costs.

3) An unstable financial condition, associated with a violation of solvency, in which, nevertheless, it remains possible to restore balance by replenishing sources of own funds, reducing debtors and accelerating inventory turnover, that is, S = (0, 0)

The limit of financial instability is the crisis state of the enterprise. It manifests itself in the fact that along with the lack of "normal" sources of coverage of inventories and costs (they may include a part of non-current assets, overdue debt, etc.), the company has losses, outstanding obligations, bad receivables.

At the considered tourist enterprise Finkos, the three-dimensional (three-component) indicator of the type of financial condition is equal to:

What speaks about the absolute stability of the financial condition of the tourism enterprise.

3.3 Forecast of the bankruptcy of the Fincos tourist enterprise

One of the indicators of the probability of an imminent bankruptcy of an organization is Altman's Z-score, which is calculated using the following formula:

Z-score \u003d 1.2K 1 + 1.4K 2 + 3.3K 3 + 0.6K 4 + K 5

Bankruptcy forecast

K 1 \u003d (2589 + 174 + 820) / 4789 \u003d 0.75

K 2 \u003d (174 + 820 + 1094) / 4789 \u003d 0.44

K 3 \u003d 3583/4789 \u003d 0.75

K 4 \u003d 2589/1206 \u003d 2.15

K 5 \u003d 7452/4789 \u003d 1.56

The implied probability of bankruptcy, depending on the value of Altman's Z-score, is:

1.8 or less - very high;

· from 1.81 to 2.7 - high;

· from 2.71 to 2.9 - there is a possibility;

3.0 and above - very low.

According to the results of calculations based on the reporting data of the Fincos travel company, the value of the Z-score in 2005 was 6.86. This indicates a low probability of the imminent bankruptcy of the Fincos travel agency.

Conclusions and offers

Ways to increase profits at the Fincos tourist enterprise:

To improve the work of a travel company, the following measures should be taken:

Since the Fincos tour company has receivables, it is necessary to develop a scheme for providing a loan, as well as stimulating the turnover of receivables by providing special conditions to people who are responsible for paying bills from customers.

For more productive work of CJSC "Fincos" it is necessary to develop a plan. It is necessary to identify the most productive and profitable types of advertising.

Market overview: analysis of the development of the category / brand position in the category, analysis of the advertising activity of competitors.

Prospects analysis: brand prospects in the market.

Consumer analysis: consumer preferences consumer lifestyle.

Communication strategy: marketing goals of an advertising company, tasks, stages of the communication process.

Since the average age of employees in Finkos CJSC is 35 years, and there is no staff turnover at the enterprise, the company needs to train qualified personnel for further work and long-term development. A "Reserve Planning and Preparation Process" needs to be developed.

The process of planning and preparing a reserve of employees in the Fincos travel agency:

1. Identification of key positions

2. Determination of requirements for employees

3. Selection of candidates for the reserve

4. Identification of development needs

5. Preparation of individual development needs

6. Implementation of development plans

7. Evaluation of progress

8. Job vacation

9. Position readiness

10. Adaptation in a new position

Ways to reduce costs in the travel company "Fincos"

To reduce costs in the Fincos travel agency, it is necessary to make a working day in shifts in order to reduce the wage fund, as well as reduce the amount of taxes. You can also reduce costs by saving on advertising, for this you need to use a short but informative advertisement or a small but bright one that attracts the attention of potential buyers. During this event, it is necessary to develop a scheme of promotions in order not to undermine the image of Fincos.

Bibliography

1 Adamov V.E., Ilyenko S.D. etc. Economics and statistics of firms. M.: Finance and statistics, 2000.

2 Bakanov I.M., Sheremet A.D. Theory of economic analysis. M.: Finance and statistics, 2000.

3 Axel Zell. Business plan: Investments and financing, planning and evaluation of projects. - M .: Publishing house "Os-89", 2001

5 Chernyak VZ Business planning. -M.: RDL, 2003.-272C.

6 Gribalev N.P., Ignatieva I.G., Business plan, St. Petersburg, 1999

7 Tourism and hospitality: Textbook / Ed. A.G. Porshneva and others - M .: Infra-M, 1998.

8 Burov V.P., Moroshkin V.A., Novikov O.K. Business plan. Moscow, 1995

9 Business plan. Under the editorship of prof. R.G.Manilovsky Moscow, “Finance and statistics”, 1999

Applications

Table 10

Number of people

Bus rental
Accommodation

Excursions
Insurance
Total per group per person

Tour duration 7 days (6 nights). The tour is for 10 people.

Control questions

Introduction

In conclusion, the course work presents the main conclusions made on the basis of the studied material.

1. The value of a business plan in the planning system at a tourism enterprise

Tourist enterprise master plan

tactical plans

2. Evaluation of existing methods for developing a business plan

3. Content of the business plan

Evaluation of the current strategy

Formation of a general strategy for the development of the company

Structure of governing bodies

Applications

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