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CONTENT

INTRODUCTION

1. PROJECT SUMMARY

2. DESCRIPTION OF THE COMPANY AND THE INDUSTRY

3. DESCRIPTION OF SERVICES

4. SALES AND MARKETING

5. PRODUCTION PLAN

6. FINANCIAL PLAN

7. EFFICIENCY EVALUATION

8. RISKS AND GUARANTEES

CONCLUSION

INTRODUCTION

tourism business marketing

Excursions - one of the most popular types of business in the tourism sector, which can bring a solid profit.

For the purposes of planning a new business, the creation of an enterprise is considered as a project with a certain payback period and profitability (the so-called project approach). However, the project approach can be used not only in the newly created company, but also to plan the innovations carried out by the enterprise in the course of daily work. This method helps to separate the current activities of the company from innovation, control the implementation of each innovation, plan it more clearly and, as a result, reduce the overall risks of the business.

The purpose of the business plan is to develop a business plan for the maintenance of tour groups from England.

1. PROJECT SUMMARY

The aim of the project is to organize a tour Desk for tour groups from England. Specialization - providing services for excursions to tourists from England, adults and children. Customers can be both individuals and organizations, travel agencies.

The reason for the implementation of the project is the growing popularity of tourism against the background of the decline in the General welfare of citizens and the blocking of popular international tourist routes. The project is not limited in time, the investment period is calculated for five years. The decision to invest is made on the basis of the integrated indicators of the project (Table. 1).

Table 1. Integrated project performance indicators

2. DESCRIPTION OF THE COMPANY AND THE INDUSTRY

The principle of the company - provision of services for conducting tours services tour groups from England.

Figure 1. Dynamics of the main indicators of the industry in 2012-2018

As can be seen from figure 1, despite fluctuations in the number of travel companies, showing a downward trend from the number since 2011, the industry's revenue is growing steadily. This is due to the development of tourism in the whole country.

The state program "Development of culture and tourism" provides for the following forms of direct financial support for the tourism industry:

* subsidizing part of the costs (up to 80%) for the purchase of fixed assets for the provision of services in the field of outbound and domestic tourism;

* subsidizing part of the costs (up to 80%) for the classification of hotels and other accommodation facilities in Japan;

* subsidizing part of the costs (up to 70%) for advertising and information promotion of the regional tourism product.

Thus, all conditions for the development of the project are created in the region by law.

At the same time, no more than 15% of the total volume of tourist companies specialize in domestic tourism. Given that the company provides services directly to the organization of excursions, and, in fact, is not a travel Agency, these companies can not be attributed to direct competitors.

The company takes orders from travel agencies to organize excursions, which are then carried out on their own. Agencies receive a Commission of 10% of the cost of the tour. The main means of the enterprise include a tour bus for 50 seats, equipped with TVs, refrigerators, etc. The state has two guides with experience and knowledge of the region. Guides work simultaneously with two small groups, which provides a higher level of comfort for tourists compared to the usual scheme, when one bus is served by one guide. Excursions are held to the cultural and historical attractions of Japan.

3. DESCRIPTION OF SERVICES

The company provides services for the organization and conduct of excursions to service tour groups from England using its own transport and staff. There are three main types of excursions, different in time. Several excursion programs have been developed for each time type. The list of programs is given in Table. 2.

Table 2. List of excursion programs

During each excursion program is accompanied by a professional guide. Outside the bus tour group is divided into two small groups, each of which receives its own guide. During the 5-hour programs, there is a break for a light lunch - 20-25 minutes; during the 10-hour programs - a full lunch in the booked restaurant of the middle price segment (the cost of lunch is not included in the price of the tour), as well as two short breaks of 20 minutes.

Variable costs for services are formed from the remuneration of guides, fuel costs and bus operation, as well as from Commission agencies. Variable costs and final cost of services are shown in Table. 3.

Table 3. Service cost variable costs

4. SALES AND MARKETING

Sales of services are carried out by sales managers, they also accept applications from agencies. The first stage identifies the most likely partners according to a number of criteria:

* main focus on domestic tourism;

* good reputation in the market;

* experience of at least 1.5 years with active development.

Then active work on the development of partnerships is carried out. Offers on cooperation are sent, telephone conversations are held. If necessary, the owner of the project is connected to the negotiations, goes to the meeting.

A high-level Internet site is being created to provide full information about the programmes, demonstration materials, terms of cooperation and other things. Through the site it is possible to book places on the tour. It is assumed that by the third year of work, the dependence of the enterprise on the orders of agencies will be reduced by at least 30%.

The Bureau is expected to participate in various image events of regional importance as a sponsor, provided the opportunity to promote regional tourist destinations. It is also expected to actively work with schools in Japan for the purpose of direct sales of excursion programs.

The competitive environment is represented by five direct competitors - the organizers of excursions on similar programs. Pricing policy - from budget to average. The quality of transport and services offered is below average. As a rule, companies use outdated vehicles in poor condition, which not only reduces the comfort of the trip, but also makes the probability of breakdowns on the road high. In addition, only one guide per bus is used, which makes the tour not always comfortable due to the fact that not all tourists can come close enough to the object of the tour or hear the guide. Pricing policies of competitors - mostly at the level of "standard" in the above-mentioned disadvantages.

Thus, the competitive advantages of the Bureau are as follows:

* transport in good condition - despite the fact that the bus is purchased used, its residual value is much higher than that of transport competitors; technical condition is checked when buying in order to minimize the risk of breakdowns on the road;

* highly qualified driver - professionalism allows him to use the most convenient routes, navigate the traffic, avoid accidents and make the trip as comfortable as possible;

* two guides - allow you to divide a large group into two small ones, which provides more comfortable conditions for excursions, more attention to each tourist and his questions, the availability of excursion objects, etc.;

* high communication skills of guides allow to avoid dryness of presentation and make the tour more interesting and memorable.

5. PRODUCTION PLAN

The fixed assets of the company include a tour bus of foreign production, used, in good condition. Places are limited to 50 people. The estimated average occupancy is 45 people. The bus has all the necessary equipment for excursions lasting less than 12 hours. The plan of excursions is made by the owner of the enterprise together with the professional guides who are the staff of the enterprise.

The demand for excursion services is seasonal. The maximum level is from may to September; in winter there is a decline. However, given that most of the programs are not seasonal in nature, even in winter there is a certain level of demand. Seasonal fluctuations in demand and revenue figures are given in Annex 1 of this business plan.

The maximum monthly sales volume is calculated based on a realistic scenario and is shown in the Table. 4 of this business plan.

Table 4. Monthly estimated sales of services

The main assets in terms of human resources are, of course, professional guides, which have high requirements, which include not only extensive knowledge of the history and culture of Japan, but also the ability to actively work with the audience, high communication skills, designed to ensure not only informative trip, but also the interest of tourists. Form of payment for guides - piecework, with a rate of 15.21 dol. per hour. Remuneration of guides refers to variable costs and is not reflected in the calculation table of the staffing table.

The professionalism of the bus driver is also important for the comfort and safety of passengers. For this reason, the driver's qualification is also subject to high requirements - accident-free experience of driving a tour bus for at least 10 years, knowledge of the basics of the car, no bad habits. The driver has a combined salary - a fixed salary of 456.22 dollars per month and 4.56 dollars per hour of the tour.

Sales professionals must have at least 3 years of experience in the tourism industry.

Subordination of all employees occurs directly to the owner of the project. The owner has experience in business, knowledge of labor legislation and industry standards of the tourism industry.

Table 5. Staffing and payroll

6. FINANCIAL PLAN

The financial plan is drawn up for a five-year perspective. At the same time, the project is not limited in time. Fixed and variable costs are calculated, revenue is determined monthly taking into account seasonality, cash flow is calculated.

Investment project costs are 88963,29 dollars., of which 30414.8 dollars - own funds of the initiator of the project. Attraction of the remaining amount is carried out with the help of a Bank loan for a period of 48 months and at 20% per annum. Payment of obligations on the loan is carried out by annuity payments, credit vacation - three months. The main part of the invested funds is used to purchase the bus. Depreciation is calculated in a linear way for a five-year period.

The cash flow statement is set out in Annex 2 of this business plan.

Table 6. Investment costs

Table 7. Fixed charges

7. EFFICIENCY EVALUATION

On the basis of the financial plan are calculated integrated performance indicators of the project (Table. 1). Since the financial plan is calculated for a relatively long time, a discount rate of 5% is introduced to account for the value of money over time. The size of the rate is determined by the mastered technology of work, the offer is not innovative, the competition is relatively low, the market is formed and investigated.

The payback period of the project is 17 months, the discounted payback period is 18 months. At such, rather solid capital investments - it is a short term.

Net present value (NPV) - 257461,28 dollars., which significantly exceeds the initial investment. The internal rate of return (IRR) is 6.0%, which is higher than the discount rate, which indicates the investment attractiveness of the project. The profitability index (PI) > 1, which also suggests that the project is largely profitable.

8. RISKS AND GUARANTEES

There are the following risks associated with the implementation of the project:

* entering the market of a new competitor of a similar level - the market capacity today is large enough to accommodate several similar proposals; at the same time, it is necessary to establish strong partnerships with key agencies;

* modernization of fixed assets by competitors - the probability is low, because according to known data, competitors are experiencing a shortage of free cash;

* deterioration of the overall economic situation in the country - with the existing relatively low prices for domestic tourism, the decline in the solvency of the population can potentially attract customers from the more expensive segments of the market;

* non-fulfillment of the sales plan is unlikely, since only experienced managers are accepted to the staff, and the price policy is formed in the most competitive form.

CONCLUSION

The methodology of business planning and project management has been worked out, but there are no methods of implementing such systems in the enterprise, or they are closed know-how of the consulting companies.

The considered example of a business plan for the opening of a travel Agency with calculations gives good indicators that will be of interest to both banks and private investors.

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