Strumelyak E.M.
National Taurida V.
Vernadsky University, Ukraine
Crisis as an opportunity of development of tourism
branch
The crisis is that temporary point, in which the old strategy, working
out earlier, should be replaced by new. In this case it is important both the
reaction of government, and managers of separate tourism complexes. Only in
this case the branch will be successful. If at a level of government a problem
of an exit from crisis can be solved by change of legislative norms regulating
innovative activity, active advertising campaign, creation of zones of free
regulation, about what will be told below, at a level of the separate
enterprises there is a concept of “strategically critical moment”. Provided
that the top-managers of the conducting tourism enterprises of branch will
correctly understand and will react to change in arrangement of forces, the
company will prosper; otherwise will be sharp recession and crash,
disappearance from the market. The crisis destroys habitual stability. The
company which has entered in a crisis situation can not be kept at the former
stable level any more. The business becomes unguided; the former ways of
management do not work by it. It is necessary to search the new ways. The main
complexity is to begin in the right time the process of changes, being in a
crisis situation initiated from the outside.
The art of management consists in pushing of strategic changes from
within, not waiting, when the crisis will force to make it from the outside,
with heavy losses or wreck of the company. The correct choice of time is
important: if begin to work too early – the process will appear low effective,
later reaction on a situation can become irreversible for the company.
In researches there are two kinds of reaction of the enterprise on its
crisis situation with the appropriate special sets of antirecession measures on
various tactics are observed. “Protective”
tactics provides sharp reduction of all kinds of the charges, closing and sale
of divisions, equipment, reduction of the certain parts of market segments and
selling of production, sale of production for the reduced prices. “Offensive” tactics during crisis
assumes active actions connected with innovative measures: modernization of the
equipment, introduction of new technologies, increase (decrease) of the prices,
search of the new markets of selling, realization of the progressive strategic
concept of marketing. Such tactics are directed on strategy of development
being one of major directions of strategic operation of business, which is
characterized by a high activity level of innovations, significant degree of
risk and ability to quickly adapt for changes of external environment [1, p.
79, 80].
As the world experience testifies, positive feature of crisis is the activization of innovative activity at those enterprises, which
have desire to go adequately through crisis and to develop further, controlled
by the effective managers and having collective of the adherents aspiring to
prosperity. At such enterprises to a worthy exit from crisis apply offensive
tactics.
The external crisis is most serious of everything; it is difficult for
organizations to affect its course. The prime task for successful overcoming of
crisis at a state level is:
preparation of the managers familiar with modern technologies of management,
state support of the subjects of small business. The experience of the advanced
countries testifies that up to 65% of production, goods and services is made by
small, including family, enterprises.
The right features of the mechanism of antirecession managements at a regional level consists in creation
of free economic zones of managing and transfer to regions to adjust the
taxation of the enterprises within the limits of the powers, allocated to them.
The features of the mechanism of antirecession management at a micro level are: organization of
perspective planning; monitoring of external and internal conditions, revealing
of the factors capable to cause crisis; development of preliminary measures on
decrease of vulnerability of the enterprise; creation of reserves (financial,
raw and other); reduction of the current charges; active innovative policy as
the basic mechanism of an exit from crisis [2, p. 39].
In conditions of internal
crisis the management of the enterprise gets a number of features in
comparison with a normal condition and stable activity of the company.
Competent use of accessible means, development of actions, needed in a concrete
situation, will allow to proceed from recession to development and planned rate
of growth of financial parameters, the mechanisms directed on search of ways of
an exit from crisis, achievement of “break-even point”, of gradual escalating
of a level of profitability are necessary [3, p. 45].
The strategic antirecession measures, consist in development of general
purposes, long-term tasks of management: the analysis and estimation of a
position of the enterprise, study of industrial potential, development of
innovative strategy, general concept of financial improvement of the
enterprise.
For the establishment of the reasons which have brought the company in a
crisis condition, it is necessary to create the analytical group, which
participants should be subordinated directly to the proprietors of the company.
The creation of such group is most expedient for conducting with attraction of
the independent experts. This group should have the special status and wide
enough authorities fixed behind it by the order of the chief executive or by
the decision of the constitutors.
The specificity of management of the successful company in conditions of internal financial crisis consists
in necessity of use of methods and approaches in management, which cardinally
differ from a management in normal conditions. The antirecession management
requires from the managers the realization of unusual and nonconventional
(sometimes unacceptable) for a normal condition measures. The structure and set
of such means depends on those concrete reasons and mistakes, which have
resulted in financial difficulties in firm. However the basic difference of
effective antirecession measures is the increased risk of spent operations,
which is not allowable under usual conditions.
Reduction of the scheduled charges in the company should not carry, as
it frequently happens during internal crisis, total character. The big amount
of the current charges remains vital; their reduction can have irreversible
consequences. Therefore at the first stage it is most expedient to reduce (or
to freeze) the charges connected to development of long-term directions:
research and development, capital construction, the perspective marketing and
other similar investments, then payback of which exceeds one year. Up to a
substantiation of the reasons of a crisis condition the mass dismissals or
rotation of the staff should not be carried out. In this period it is expedient
to attract in the work of experts capable to generate the idea for introduction
of innovations, the companies, promoting deducing (overcoming) the crisis –
such policy distinguishes the successful enterprises [4].
From above mentioned information follows that the crisis, both internal, and external,
is an opportunity of growth for organizations. It forces to mobilize all the resources, to start innovative technology and
successfully to develop. For weak, not wishing or not able to accept serious
measures organizations, the crisis is destruction. About innovative
technologies and processes will be in more detail told in the following
chapter.
During external crisis,
in connection with growth of unemployment, on the working market emerged highly
skilled staff, which it is possible to attract in work. Such staff, at correct
policy, can bring in the essential contribution to work of the enterprise, its
competitiveness and profitability. The enterprise can take advantage of a
crisis situation to outstrip the competitors. For this purpose it is necessary
to:
·
Developing and introducing of innovative models;
·
Predict to analyze the present tendencies;
·
Reducing the charges not to save on the main needs of the company;
·
To determined the short-term and long-term plans to place priorities;
·
To conduct active policy of attraction and deduction of the clients;
·
To encourage new ideas, which give chance of fast improvement of the
company and exit from the tightened crisis;
·
To avoid reduction of the charges capable to attract important and
valuable (or mass) clients, important and to plan the budget of firm very
carefully;
·
To avoid mass dismissals.
Let's note that even the serious well balanced state support is
necessary for the strong enterprises in conditions of external crisis.
The innovative model of development should be created basing on
scientific and technical potential of the country [5, p. 35], science officers
of high qualification and managers of a new type.
References
1.
Богданова, Т.А., Градов
А.П. и др Стратегия и тактика антикризисного управления фирмой./ под ред. Градова
А.П. и Кузина Б.И. - СПб. :Специальная литература, 1996. - 511с.
2.
Новости Укрбизнеса. 2006. - №17 – С.61.
3. Гостиничный
бизнес в Греции: ситуация на рынке и льготы. [Electronic resource] Access
mode:: http://www.greece.ru/Article/121.aspx
4. Комаха А. Антикризисное управление, 2007. [Electronic resource] Access
mode: http://www.gaap.ru/diary
5. Новиков В.С. Инновации в туризме.- М.:- Академия, 2008 г.- 208 с.