Transnational corporations in tourism. Alexandrova A.Yu. International tourism. Transnational companies in tourism

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§ 1. Transnational companies in the international tourism market

TNCs are constantly expanding their foreign presence, naturally moving from exporting goods and services to organizing their production abroad. TNCs carry out external expansion mainly by placing foreign direct investment. They also provide cash loans and enter into non-investment management agreements.

The first path gives the greatest stability to TNCs. Direct investments presuppose maintaining control over capital in the hands of a foreign investor - a TNC. The parent company establishes joint-stock companies abroad or acquires controlling stakes in existing foreign companies. She often owns over half of all shares (shares) of a branch, although a smaller share (more than any other, individually owned) is sufficient for complete actual control over its activities.

Many states have introduced additional conditions for the corporatization of enterprises. Holders of 51% of shares can only be citizens of a given country or legal entities registered in it. Such restrictions sometimes apply to the tourism sector, but much less frequently than to the media or the military-industrial complex (MIC).

In addition, TNCs operate abroad through such types of foreign branches as branches. Although they are registered abroad, they are not independent companies with their own balance sheet and are completely (100%) owned by the parent company, i.e. TNK.

A company can expand its foreign presence by providing borrowed funds to a foreign firm. This path is less effective than the first, and the economic relations that arise between the subjects do not allow us to talk about a genuine TNC. Meanwhile, the company that issued the loan is often given the right to hold the borrower's property until he pays the debt or signs an agreement with the borrower that allows it to receive additional benefits in addition to the loan interest.

Entering into non-investment management agreements is a common practice among multi-unit firms. In this case, the parent company operates a chain of enterprises under contract. Enterprises remain independent, have different owners, can be financed from different sources, but sell products under a single brand. The system of non-investment management agreements provides its participants with economies of scale, especially through pooled marketing efforts.

There are several theories in domestic and foreign literature that explain the phenomenon of TNCs. All of them are based on profit maximization as the main motive for foreign investment. According to one of them, the condition for international capital migration is the difference in profit rates and interest rates. If all national economies were equally open to capital inflows, then one would expect the establishment of an international equilibrium interest rate, and companies would be indifferent to where to invest, as long as the marginal efficiency of capital use exceeds the interest rate.

In reality, there are various kinds of restrictions, greater or lesser degrees of risks that prevent the establishment of a single interest rate in the world. But where conditions are created for free flows of capital, foreign investment occurs on the same basis as domestic investment. This means that the international movement of capital will continue until the marginal return on capital in the country importing capital and the home country of the TNC becomes equal. How much capital will be imported into the country depends on a number of factors: the interest rate, return on investment, openness of the economy, guarantees of debt repayment and timely payment, the magnitude and distribution of risks.

Another explanation for the phenomenon of TNCs is given by the eclectic theory of international production by the English economist J. Dunning. It is called eclectic because it consists of three elements: the oligopolistic advantages of the firm, the advantages of localization (the use of local resources and conditions) and the advantages of internalization.

To break into the global market and survive in it, a company must have certain oligopolistic advantages, be it capital, technology or managerial skill. Thanks to them, a company from country X can have superiority in production over local firms in country V and receive excess profits.

The second element of eclectic theory is the benefits of localization. By maximizing profit, the firm decides whether to rely on the resource potential of the home country or use the resources of the country that imports capital.

Depending on the type of international production, a company receives different localization benefits. When foreign capital organizes the extraction of raw materials and the production of materials, TNCs take possession of local natural resources. When establishing import-substitution production (production of goods instead of importing them), TNCs take advantage of localization to reduce their costs and open access to markets. When creating export platforms, i.e. organization by foreign capital of the production of finished goods for sale on the world market, the decisive factors for their placement are the low cost of labor and incentives from the state, for example, the provision of tax benefits to TNCs.

The third element of the theory is the benefits of internalization. The concept of internalization means that a firm carries out operations external to it within its structure. When entering the economy of a particular country, a TNC can organize its activities in different ways: either concentrate everything within the corporation, or deal with independent partners in the market. Consequently, the problem of internalization comes down to the choice of the path of economic expansion - through foreign trade or through foreign direct investment. In any case, internalization ensures stability of supply, it contributes to the establishment of control over prices and the use of new technologies, as well as the elimination of uncertainty in transactions. Thus, companies that take full advantage of oligopoly, localization and internalization have every incentive to become MNCs.

Some experts explain the phenomenon of TNCs based on the theory of the product life cycle. According to them, companies create international production systems under their control in order to extend the life cycle of their product and breathe a “second life” into it.

Suppose that in country X the production of a certain product began several years ago and today it is in a decline stage. In the market of lagging country V, the same product will be perceived as new and will experience the introduction stage. A manufacturing company can organize exports of a product to country Y, but it will receive greater benefits by locating production lines there. A classic example is the automobile companies of Great Britain and Italy, which have established production in India, Iran, and in the territory of the former USSR. This way of extending the life cycle of a product is more applicable to industrial goods than to services.

Special reasons for the internationalization of tourism business. In tourism, a company's expansion beyond national borders is largely predetermined by the uniqueness of the tourism product. As already noted, it represents a set of services and some goods purchased by a tourist. Some of them correlate with the tourist’s country of origin, others with countries and regions lying on his route and crossed in transit, and the third with the country of destination. In table 56 shows the expenses of an international tourist in itemized and spatial sections. Most of them (47%) are located in the destination.

Goods and services purchased by tourists are complementary, i.e. complementary. They should be used together to achieve the desired result. The supplier knows that demand for his product means demand for other tourism goods and services. Therefore, firstly, each manufacturer, guided by the motive of maximizing profits, seeks to expand its activities to other areas of tourism. For example, airlines can increase their share of tourism spending by integrating production from 30-35 to 93% (11+35+47).

Secondly, the sale of inclusive tours, consisting of several elements, primarily transportation and accommodation, brings additional benefits to the company, in particular savings on marketing.

Thirdly, firms based in countries that generate tourist flows gain competitive advantages due to good knowledge of tourist demand and trends in travel markets in these countries and use them when selling products of host tourist centers.

Table 56
Structure of expenses of an international tourist for a short trip, in% (according to A. Bull, 1991)

Tourist's country of origin		International liaison		Country of destination (destination)
Travel agency services	8	Air transportation	30	Accommodation	22
Other services (including information)	3	Purchasing goods (including duty free shops)	5	Transfers and travel around the country	13
				Purchases	12
Taxes	2			Taxes	5
TOTAL (excluding taxes)	11	TOTAL	35	TOTAL (excluding taxes)	47

The initiative to internationalize production in tourism comes largely from the countries that supply tourists, to whom it brings the greatest benefits.

Let us assume that there are only three tourism companies A, B and C. They are national producers of tourism products in the countries of the same name and do not have foreign branches.

Company A is located in a country that generates tourist flows and provides a full range of services related to citizens traveling abroad. Company C is based in the destination country. It organizes the reception of foreign visitors and their services during their stay in the destination. Company B belongs to a third country through which tourists are transiting. This company provides transportation of passengers from country A to country C via B.

If each of the three companies had the opportunity to acquire the other two, then company A would receive an income of 11 + 35 + 47 = 93% instead of the previous 11% (8.5 times more), company B - 93 instead of 35% (2.5 times more). 7 times more), company C - 93 instead of 47% (almost 2 times more). Thus, Company A would achieve the best economic results (increase in revenue and probably profit) by internationalizing its production.

Most TNCs in tourism are based in the countries of the so-called “Triad”: USA - Western Europe (France, UK) - Japan, and more recently in Hong Kong (Hong Kong). The geography of TNC headquarters confirms the fact that the internationalization of the tourism business originates in countries that generate tourist flows and carry out foreign investment.

The influence of TNCs on the economies of host countries. Since the early 80s, the problem of the economic impact of tourism TNCs has been the focus of attention of scientists. A lot of works have been published in the West, highlighting its different sides. The impact of TNCs on the economies of host countries has been better studied. Experts highlight five main issues: control of TNCs over the structure of the tourism market, the development of the tourism industry and its individual sectors in the host country; control over tourist flows; transfer pricing for tourism products; the problem of leakage of income from international tourism abroad; technological influence of TNCs on the economies of importing countries.

The initiative to attract TNCs quite often comes from host countries in which local companies either do not exist at all or do not have sufficient resources. The governments of the Philippines, Indonesia, Pakistan, and Sri Lanka provide foreign investors not only with tax benefits, but also sometimes exempt them from paying duties on the import of equipment, machinery and materials. The emergence of TNCs in the tourism sector, especially in underdeveloped countries, leads to external control over the structure of the local tourism market and the development of the tourism industry.

A foreign airline serving the international air routes of a small country may prevent other air carriers, both foreign and national, from entering this market and establish its own monopoly, which does not always meet the interests of the host country. Some states, having entered into contracts with tourism corporations: the Mediterranean Club (France) or American hotel chains, not only limited competition, but also lost the freedom to choose the direction of economic development.

By establishing its monopoly position in the host country's economy, the MNC is able to put pressure on the government to, in particular, increase spending on infrastructure. It is not uncommon for multinational companies to dictate the construction of new airports, changes to existing ground transportation systems, or revisions to land use structures. TNCs seek to determine tourism policy in pursuit of their own goals. This is clearly seen in the example of Spain, where foreign tourists benefit from infrastructure development, while the local population bears the costs of its creation.

In Senegal, within the framework of the IV national development plan, 23 billion seneg were allocated for the construction of tourism infrastructure. fr., i.e. 12% of the state budget. For comparison: spending on health care over the same period amounted to only 3.6 billion; for education - 7.4 billion; for agriculture - 24 billion senig. fr. Due to the high capital intensity of tourism facilities, developing countries are forced to take out loans and credits to create infrastructure that meets the requirements of TNCs.

Despite the above problems, some countries still open tourism markets to TNCs, pinning on them their last hope for overcoming backwardness. At the same time, governments are becoming more sophisticated in negotiating with multinational companies. With the growth of international tourism, the number of multinationals eager to expand their sphere of influence increases, and the host country gains more and more power in entering into agreements with them.

TNCs influence the economy of the recipient country through control over tourist flows. The activities of transnational companies in the tourism sector have led to shifts in the geography of tourism demand and changed the direction of visitor flows. By forcing governments to rethink fiscal policies and increase spending on tourism infrastructure, they have sparked a surge in international tourism in many areas.

At the same time, the efforts of TNCs to attract tourists to a destination often conflict with the interests of national tourism administrations. The latter often target a relatively narrow market segment of elite tourists, counting on high income from their services. However, for a multinational company driven by the motive of maximizing profits, it may be more profitable to work with mass tourists. Wide tourist flows organized and directed by it pose a threat to local culture and the natural environment.

Less obvious, but no less acute problems arise if TNCs exercise control over highly specialized flows of tourists. It identifies the most profitable market niche into which it directs its activities. The number of arrivals is small, tourism does not have a destructive impact on nature and culture and provides financial income. At first glance, such activities of TNCs contribute to the development of the local tourism market and the national economy, but in reality, such a practice is fraught with danger.

Tourist centers become dependent on a certain, numerically small category of visitors. It may turn out that a resort area in the Bahamas will specialize in welcoming middle-class New Yorkers, while a Thai resort will specialize in catering to newlyweds from Japan. These market niches are too narrow to ensure sustainable development and competitiveness of resorts. The latter are subject to the influence of the slightest changes in the tastes and preferences of the target group of consumers. Their work involves great commercial risk.

By establishing control over tourist flows, TNCs use this leverage to put pressure on the receiving party in order to expand the list of tax and other benefits it provides.

At the end of the 70s, in response to the actions of the Tunisian government, which prevented the further increase in the already huge profits of one of the largest West German tourism corporations, the company sharply reduced the import of German tourists (from 60 to 12 thousand people), dealing a blow to the Tunisian economy. Thus, the dependence of young states on foreign capital is formed.

Modern TNCs are distinguished by a global strategy of behavior in the global travel market. It finds manifestation in transfer pricing mechanism. By manipulating prices for components of the tourism product when carrying out intra-company transactions, in some cases inflating them, in others, on the contrary, understating them, TNCs increase corporate profits. The company has in its hands a mechanism that ensures the circulation of profits within one large empire, subordinate to the strategic goals of its activities.

Changing the price level is not an invention of TNCs, it is a common commercial practice. By agreement between the counterparties, a premium to the base price or a discount from it is established. Many products and services are subject to turnover discounts for bulk purchases. In tourism, seasonal discounts are also widely used when purchasing a product out of season, with the help of which supply and demand are balanced. Tour operators and travel agents, as intermediaries, receive sales discounts from tourism service providers, allowing them to withstand price competition in the market. For example, German and British tour operators are known for very low prices for services in Spanish and Greek hotels, as well as for entertainment.

The price level in each specific case is different depending on the agreement between the parties to the transaction. This principle continues to apply when pricing TNC products. A transnational company only gives negotiations a certain form and intra-company character.

Let's look at the transfer pricing mechanism using an example. Suppose that a tour operator based in country A acquires an airline in country B and a number of tourism businesses, including accommodation, in country C. It thereby creates an international production system under its control.

The tour operator offers an inclusive tour at a price of 1000 US dollars. dollars and sells it in country A. All transactions for the purchase and sale of tour components take place within the system. The tour operator sets settlement (transfer) prices for all participants in this integrated business. They may differ from market prices, and sometimes have no analogues on the open market and are used by the tour operator to evade taxes and customs duties.

TNCs, using the transfer pricing mechanism, artificially increase production costs for branches located in countries with high levels of taxation, and, conversely, lower them for branches in countries with low taxes. As a result, TNC branches in the first group of countries report insignificant profits in their tax returns, while in other countries they record inflated profits. TNCs illegally transfer profits from subsidiaries in high-tax countries to subsidiaries in low-tax countries and thus achieve a net reduction in the amount of taxes they pay.

In our example, the tour operator can artificially increase the value of its assets in country C, write off country B's aircraft, and reallocate overhead costs or operations between subsidiaries. As a result, the amount of tax payments will decrease by 2 times, from 40 to 20 conventional units. The tour operator will receive additional profits if he makes international payments at a favorable exchange rate.

The use of transfer pricing for tax evasion has been criticized. It results in huge losses for the government budgets of many countries.

Table 61

Transfer pricing in a transnational tour operator company (according to A. Bull, 1991)

One of the most pressing problems associated with the foreign activities of TNCs is leakage of international tourism revenues from the host country. It breaks down into two components: payment for imported goods (services) and payment of remuneration to the owners of production resources.

Conducted studies show that foreign branches of TNCs tend to import goods (services) to the same extent as local companies. Moreover, many MNCs, in an effort to create and consolidate their positive image in host countries, deliberately use local resources where possible.

However, TNCs, especially in tourism, maintain strong ties with their country of origin. They focus on receiving “native” visitors. For example, large US hotel companies began to expand beyond national borders, create chains of enterprises and spread American standards of hospitality following the expansion of outbound tourist flows and Americans' complaints about service abroad that did not correspond to their prevailing ideas and expectations. Today, hotels scattered around the world, united in American hotel chains such as IT Sheraton or Hilton Hotels Corporation, import beer and cigarettes from the USA, counting on the tastes of their compatriots. Foreign branches of Japanese multinationals in the restaurant industry import food and furniture from Japan.

Another reason that forces affiliates to import goods and services is related to global standardization processes and the creation of an image of the “home” country. Air France promotes its French brand, and the Royal Viking Line ferry company emphasizes Scandinavian origins in everything.

Imports of goods and services through international tourism are a significant item of expenditure in the government budgets of a number of developing countries. These operations, although associated with an outflow of currency abroad, are not as large as in the case if a transnational company provides the host country with factors of production of a tourism product for a fee. On the invested capital, the TNC receives income in the form of interest, which it transfers to its “homeland”. The bulk of the workforce employed in its branches, especially senior and middle managers, are qualified personnel invited from abroad. For their work they receive high wages, which are transferred to their place of permanent residence.

The host country loses most of its income from international tourism as a result of transnational companies exporting their profits. Regardless of whether the TNC owns the enterprise or manages it under a contract, it has business income, or profit. With the help of transfer pricing mechanism, profits can be transferred from one country to another without visible leakage.

In some countries (Sri Lanka, the Philippines, Indonesia, etc.), foreign investors are guaranteed the free and unlimited export of income received by tourism enterprises to their country. For example, The Gambia manages to retain only 15% of foreign currency imported by tourists.

With the very high cost of a trip to Africa (for example, for a tourist from Germany, a two-week tour to Kenya or Togo costs about 3.5 thousand German marks), the host country itself receives a tiny fraction of this amount. A European tourist pays for full comprehensive services in his home country through a travel agency. He takes with him a small amount of money to buy souvenirs, which serves as a source of foreign exchange earnings for the host country. With this development model, tourism is in no way connected with the local economy. The tourist complex will function even in its absence, in the desert or on the Moon, due to the influx of foreign visitors.

It is possible to include international tourism in the economy of the host country by attracting local labor (we are talking about types of work that do not require high qualifications and special training), using local materials when equipping a tourist complex, as well as agricultural products to feed foreign visitors. In this case, international tourism will increase the GNP of the recipient country, contributing to its economic development.

An assessment of the impact of TNCs on the national economy will be incomplete if we ignore the role of transnational companies in transfer of knowledge, experience, technological secrets(what is called “know-how” in the West). All this is intangible capital, but very valuable if managed correctly.

Currently, TNCs have essentially turned into “incubators” of technological innovation. They develop their own innovative programs, invest huge amounts of money in the creation of intellectual goods and offer them on the world market.

One of the most striking and convincing examples of technology transfer in tourism is the activities of the world famous company McDonald's, which is considered the undisputed leader in the fast food industry. Its success is determined primarily by its fanatical belief in the idea of providing high quality service. Throughout its history, it has methodically improved every step in the production process.

In the late 40s, brothers Richard and Maurice MacDonald, owners of a small roadside cafe, thought about how to improve service to their customers and accordingly increase income. They decided to reduce the number of items on the menu to three dishes, standardized the technology based on the conveyor system and unified the preparation of dishes. For example, the hamburgers weighed exactly 1.6 ounces and contained no more than 19% fat. The employees were dressed in crisp white shirts and performed one type of work: some removed hamburgers from the frying pan, others dipped them into boiling oil, etc. Such an organization of production ensured an increase in its efficiency and a reduction in costs. McDonald's created a new generation of customers who knew for sure: wherever they were, they would find excellent and fast service and the usual assortment of dishes at McDonald's. Many entrepreneurs, having understood and accepted this line of business, joined it. Similar fast food establishments began to appear in large numbers.

Technology transfer is observed not only in the restaurant industry, but in the hotel, tour operator and other sectors of the tourism industry.

TNCs, by placing enterprises abroad, often innovative, using the latest equipment and advanced technology, demonstrate their advantage over national companies. The latter adopt managerial and entrepreneurial experience, technological innovations, increasing their own competitiveness. Countries such as Thailand and Tunisia, where foreign best practices in tourism are spreading particularly rapidly, are seeing accelerated growth in local travel industry profits. Some governments now specifically stipulate technology transfer as a condition for the activities of TNCs on the territory of their states.

The influence of TNCs on the economy of the home country. TNCs have an economic impact not only in the host country, but also in the “home” country. This other side of internationalization has been much less studied. Tourism TNCs can change the structure of the domestic travel market and the profitability of tourism product production.

Firstly, in a small country where the capacity of the tourism market is insufficient to obtain economies of scale, corporations such as Singapore Airlines focus on the “export option” of the economic strategy. Without integration into the world economy they could not exist.

Secondly, TNCs direct investments to those destinations that provide extremely high incomes and thereby contribute to an increase in the average return on invested capital in the domestic tourism industry.

Thirdly, by putting on stream the production of outbound tourism products, they bring down the price level on the domestic market.

Fourthly, TNCs specializing in outbound tourism receive monopolistic benefits in the home country market. If it has an oligopolistic structure, corporations join together in blocs to protect their market positions. The opening of IT Sheraton hotels in the region usually means the imminent arrival of Hilton Hotels Corporation or Holiday Inn Worldwide.

Finally, TNCs influence the “native” economy indirectly through tourist flows. Their presence in the travel market, especially as powerful as many European tour operators, is often one of the reasons for the intensification of outbound tourism. With an increase in the number of trips abroad and the associated outflow of currency from the country, a negative balance of the tourist balance of payments develops. At the same time, it is thanks to the activities of TNCs that part of the currency exported by tourists can be returned to their homeland. If a tourist from the United States stays at a hotel that is part of an American hotel chain, then, in essence, import substitution occurs. The home country, in this case the United States, receives income from serving compatriots abroad, similar to revenue from the export of goods and services, and strengthens its balance of payments.

The processes of transnationalization in modern forms of their manifestation are deeply contradictory. The heated debate about TNCs, which is based on value, ideological and political differences in views on the nature and sources of socio-economic development, as well as the threat to national security, continues as the number of transnational firms increases and their economic expansion expands.

§ 4. Globalization processes in world tourism

Among the current trends in the development of the world market in general and the tourism market in particular, the processes of globalization deserve special attention. TNCs have moved from mononational capital and separate actions to a policy of cooperation and the implementation of joint programs. This trend is reflected in education global unions corporations.

The rapid increase in their number occurs under the influence of a number of factors, among which the decisive influence is the intensification of competition in world markets. It occurs not only between companies in the most developed countries. Firms from newly industrialized countries, which are gradually conquering more and more “niches” in world markets, have become their very dangerous rivals. In the hotel industry, these are hotel chains belonging to Hong Kong (Hong Kong), Shangri-La, Regal Hotels, and Mandarin Oriental.

The essence of global alliances is the pooling of human, financial, scientific and technical resources by different firms to achieve certain goals in the most effective way - through cooperation. They share the achievements of each of the participating parties and distribute the costs and risks associated with the implementation of common programs.

Global alliances are practiced in various sectors of the tourism and hospitality industry. A striking example of the effectiveness of this kind of associations are global computer systems for booking tourism products. Thanks to them, the external communication systems of airlines were connected to a complex of computer networks of hotels, travel agencies, car rental companies, etc. They allow you to book travel packages or individual elements of them - from air travel and hotel accommodation to theater tickets and insurance policies.

One of the largest and most famous computer systems for booking tourism products, along with SABER, Amadeus and Worldspan, is Galileo International. Its calling cards are a powerful information base, ample redundancy capabilities and flexibility. In its modern form, Galileo International has existed since 1993 as a result of the merger of two electronic reservation systems, Galileo and Kovya-Apollo. The founders of the united network were North American and European air carriers. With equal share participation, they formed the authorized capital of the new company in the amount of 1.5 billion US dollars. dollars. In 1997, it had 120 thousand terminals, covered 500 airlines, 31 thousand hotels, 44 car rental companies. The number of its subscribers reached 42 thousand.

Despite the merger, the creation of a single database and headquarters in Denver (USA, Colorado), Galileo International intends to preserve, support and develop Kovia-Apollo and Galileo as two independent systems. While the first continues to serve the USA, Mexico and, to a lesser extent, Japan, the second works for all other countries, with the exception of Canada, where the Gemini network operates.

Currently, in addition to global unions, strategic alliances. The first is characterized by changes in property relations. The latter are based on the consent of the parties and do not affect property relations, so they have become more widespread.

Strategic alliances can take different forms (consortia, joint ventures of a strategic nature, etc.). Unlike traditional intercompany agreements, they are all aimed at achieving long-term competitive advantages for the companies participating in the alliance as part of the global strategy of their activities.

In the hotel industry, strategic alliances are concluded between several companies for the joint sale of services, the creation of a unified sales network, coordinated marketing activities, and the implementation of large financial investments. The main motive of such an association is to promote the brands of hotel companies on the market. Within an alliance, one firm's product opens the door for another to enter the market, and by sharing the financial risk, both of them avoid bankruptcy in unfavorable economic conditions.

An example of a strategic alliance is the partnership agreement concluded at the end of 1996 between the Carlson Hospitality Worldwide group (USA) and the Four Seasons corporation from Toronto. His goal is to expand the latter's international chain of Regent hotels.

Having proven their effectiveness, alliances will become the main growth strategy for hotel companies in the 21st century. This conclusion was reached by experts from New York University who conducted a survey in the hospitality industry.

The processes of globalization are most clearly visible in air transport. Strong partnerships are being established between the world's leading airlines. They prefer to form strategic alliances with their competitors rather than buy shares in smaller carriers. By reaching an agreement among themselves, airlines can quickly expand their route networks, increase their market share and limit market access for other carriers. Such cooperation gives a common result for all members of the alliance - an increase in air traffic and profits.

Agreements between airlines cover different areas of activity. Previously, they covered mainly the management of cargo handling operations at airports, investment and ongoing financing (joint purchases of fuel, aircraft, use of maintenance and repair workshops, etc.), as well as the opening of joint commercial offices. For example, Japan Airlines, Lufthansa and Air France entered into an agreement to jointly build a terminal at New York Airport. J. Kennedy.

Today, international strategic alliances in air transport are experiencing a new stage of development. In an effort to gain control of the air travel market, alliance members began sharing their identification codes and collaborating on special incentive programs for frequent flyers. This kind of practice has led to profound changes in the aviation services market.

Special FFP programs (see Chapter VII) assign customers to certain airlines and prevent the flow of passengers to other carriers. Recently, they have turned into a powerful marketing tool, the effectiveness of which increases many times over if it is integrated into global strategic alliances. Recently, United Airlines, Lufthansa, Air Canada and SAS developed a joint strategy regarding frequent flyers.

By combining incentive programs, alliance members expand their customer base and achieve a dominant position in the market. This strategy leads to the monopolization of air transportation in the context of general liberalization of air transport. It creates barriers to entry for new players and limits competition.

Smaller and newly formed airlines accuse alliances with large numbers of frequent flyers of violating antitrust laws. Special bodies for monitoring the actions of monopolies and protecting the competitive environment closely monitor the formation and development strategy of alliances. But so far they do not see any violation of established legal norms in their business practices.

In addition to the unification of frequent flyer rewards programs, cooperation between members of the alliance is strengthened through the exchange of identification codes. According to the rules of the International Civil Aviation Organization (ICAO), an airline has the right to lend its identification codes to another airline, or several carriers can use the same codes. This means that passengers are flying with a different airline than the one listed on the ticket. To protect consumer rights, it is proposed to introduce regulation of code exchange. The issue is under discussion, but in the meantime, airlines should at least inform passengers about such practices.

Whatever the arguments for and against the exchange of identification codes, the number of agreements is growing. In 1997, the Spanish Iberia, Swiss Swissair and Austrian Ostrian Airlines agreed to exchange codes with Delta Airlines, British Midland with Gulf Air, and Japan Airlines with the Australian Quantas Airlines " That same year, Delta Airlines and Continental Airlines signed a multifaceted codeshare agreement with Air France. Agreements on the exchange of identification codes often develop into international strategic alliances.

In 1997, there were 363 airline alliances in the world. Their number is increasing (Table 62). Most new alliances feature a flexible organization with an emphasis on joint marketing and technical development.

Management as an activity of purposefully uniting the actions of people has existed since time immemorial. Historically, the forms, methods and content of this activity have changed, but at the same time its main components have always been preserved in one form or another. It was necessary to engage in goal setting, to determine what result to direct people's efforts to achieve, it was necessary to coordinate the actions of people, distribute individual types of activities among them and combine these actions in such a way that the set goals were achieved. Various ideas of management have been considered by different schools of management. Historically, each school considered a certain aspect of work organization, which expanded the understanding of management. Tourism management in the CIS countries has existed for almost a long time, but its theory is relatively poorly developed. Numerous publications, a variety of approaches in describing various aspects of tourism management, empirical and research work testify to the importance of this discipline and confirm the growing practical importance of tourism management. In our work we consider the basic principles of organizing managerial work in a travel company. These principles allow for the effective use of human resources and help in the implementation of management decisions.

1. Transnational companies in tourism

The essence of TNCs and the forms of its existence. In accordance with UN documents, TNCs include companies that have branches in two or more countries, regardless of their legal form or business sector, and coordinate their activities.
TNCs are constantly expanding their foreign presence, naturally moving from exporting goods and services to organizing their production abroad. TNCs carry out external expansion mainly by placing foreign direct investment. They also provide cash loans and enter into non-investment management agreements.
The first path gives the greatest stability to TNCs. Direct investments presuppose maintaining control over capital in the hands of a foreign investor - a TNC. The parent company establishes joint-stock companies abroad or acquires controlling stakes in existing foreign companies. She often owns over half of all shares (shares) of a branch, although a smaller share (more than any other, individually owned) is sufficient for complete actual control over its activities.
Many states have introduced additional conditions for the corporatization of enterprises. Holders of 51% of shares can only be citizens of a given country or legal entities registered in it. Such restrictions sometimes apply to the tourism sector, but much less frequently than to the media or the military-industrial complex (MIC).
In addition, TNCs operate abroad through such types of foreign branches as branches. Although they are registered abroad, they are not independent companies with their own balance sheet and are completely (100%) owned by the parent company, i.e. TNK.
A company can expand its foreign presence by providing borrowed funds to a foreign firm. This path is less effective than the first, and the economic relations that arise between the subjects do not allow us to talk about a genuine TNC. Meanwhile, the company that issued the loan is often given the right to hold the borrower's property until he pays the debt or signs an agreement with the borrower that allows it to receive additional benefits in addition to the loan interest.
Entering into non-investment management agreements is a common practice among multi-unit firms. In this case, the parent company operates a chain of enterprises under contract. Enterprises remain independent, have different owners, can be financed from different sources, but sell products under a single brand. The system of non-investment management agreements provides its participants with economies of scale, especially through pooled marketing efforts.
There are several theories in domestic and foreign literature that explain the phenomenon of TNCs. All of them are based on profit maximization as the main motive for foreign investment. According to one of them, the condition for international capital migration is the difference in profit rates and interest rates. If all national economies were equally open to capital inflows, then one would expect the establishment of an international equilibrium interest rate, and companies would be indifferent to where to invest, as long as the marginal efficiency of capital use exceeds the interest rate.
In reality, there are various kinds of restrictions, greater or lesser degrees of risks that prevent the establishment of a single interest rate in the world. But where conditions are created for free flows of capital, foreign investment occurs on the same basis as domestic investment. It means that
international capital movement will continue until the marginal capital productivity in the country importing capital and the home country of the TNC becomes equal. How much capital will be imported into the country depends on a number of factors: the interest rate, return on investment, openness of the economy, guarantees of debt repayment and timely payment, the magnitude and distribution of risks.
Another explanation for the phenomenon of TNCs is given by the eclectic theory of international production by the English economist J. Dunning. It is called eclectic because it consists of three elements: the oligopolistic advantages of the firm, the advantages of localization (the use of local resources and conditions) and the advantages of internalization.
To break into the global market and survive in it, a company must have certain oligopolistic advantages, be it capital, technology or managerial skill. Thanks to them, a company from country X can have superiority in production over local firms in country V and receive excess profits.
The second element of eclectic theory is the benefits of localization. By maximizing profit, the firm decides whether to rely on the resource potential of the home country or use the resources of the country that imports capital.
Depending on the type of international production, a company receives different localization benefits. When foreign capital organizes the extraction of raw materials and the production of materials, TNCs take possession of local natural resources. When establishing import-substitution production (production of goods instead of importing them), TNCs take advantage of localization to reduce their costs and open access to markets. When creating export platforms, i.e. organization by foreign capital of the production of finished goods for sale on the world market, the decisive factors for their placement are the low cost of labor and incentives from the state, for example, the provision of tax benefits to TNCs.
The third element of the theory is the benefits of internalization. The concept of internalization means that a firm carries out operations external to it within its structure. When entering the economy of a particular country, a TNC can organize its activities in different ways: either concentrate everything within the corporation, or deal with independent partners in the market. Consequently, the problem of internalization comes down to the choice of the path of economic expansion - through foreign trade or through foreign direct investment. In any case, internalization ensures stability of supply, it contributes to the establishment of control over prices and the use of new technologies, as well as the elimination of uncertainty in transactions. Thus, companies that take full advantage of oligopoly, localization and internalization have every incentive to become MNCs.
Some experts explain the phenomenon of TNCs based on the theory of the product life cycle. According to them, companies create international production systems under their control in order to extend the life cycle of their product and breathe a “second life” into it.
Suppose that in country X the production of a certain product began several years ago and today it is in a decline stage. In the market of lagging country V, the same product will be perceived as new and will experience the introduction stage. A manufacturing company can organize exports of a product to country Y, but it will receive greater benefits by locating production lines there. A classic example is the automobile companies of Great Britain and Italy, which have established production in India, Iran, and in the territory of the former USSR. This way of extending the life cycle of a product is more applicable to industrial goods than to services.
Special reasons for the internationalization of tourism business. In tourism, a company's expansion beyond national borders is largely predetermined by the uniqueness of the tourism product. As already noted, it represents a set of services and some goods purchased by a tourist. Some of them correlate with the tourist’s country of origin, others with countries and regions lying on his route and crossed in transit, and the third with the country of destination. In table 56 shows the expenses of an international tourist in itemized and spatial sections. Most of them (47%) are located in the destination.
Goods and services purchased by tourists are complementary, i.e. complementary. They should be used together to achieve the desired result. The supplier knows that demand for his product means demand for other tourism goods and services. Therefore, firstly, each manufacturer, guided by the motive of maximizing profits, seeks to expand its activities to other areas of tourism. For example, airlines can increase their share of tourism spending by integrating production from 30-35 to 93% (11+35+47).
Secondly, the sale of inclusive tours, consisting of several elements, primarily transportation and accommodation, brings additional benefits to the company, in particular savings on marketing.
Thirdly, firms based in countries that generate tourist flows gain competitive advantages due to good knowledge of tourist demand and trends in travel markets in these countries and use them when selling products of host tourist centers.

Table
Structure of expenses of an international tourist for a short trip, in% (according to A. Bull, 1991)

Tourist's country of origin		International liaison		Country of destination (destination)
Travel agency services	8	Air transportation	30	Accommodation	22
Other services (including information)	3	Purchasing goods (including duty free shops)	5	Transfers and travel around the country	13
				Purchases	12
Taxes	2			Taxes	5
TOTAL (excluding taxes)	11	TOTAL	35	TOTAL (excluding taxes)	47

Tourism industry enterprises are expanding the range of their activities, often without setting themselves the direct goal of increasing their own shares in the existing travel market. The efforts of companies are aimed at stimulating the further development of tourism in general, in the hope that this will lead to the emergence of additional opportunities in the original areas of their activity. In practice, this means new share investments in shares of foreign companies, the conclusion of non-investment management agreements, which have been especially popular in tourism recently.
The initiative to internationalize production in tourism comes largely from the countries that supply tourists, to whom it brings the greatest benefits.
Let us assume that there are only three tourism companies A, B and C. They are national producers of tourism products in the countries of the same name and do not have foreign branches.
Company A is located in a country that generates tourist flows and provides a full range of services related to citizens traveling abroad. Company C is based in the destination country. It organizes the reception of foreign visitors and their services during their stay in the destination. Company B belongs to a third country through which tourists are transiting. This company provides transportation of passengers from country A to country C via B.
If each of the three companies had the opportunity to acquire the other two, then company A would receive an income of 11 + 35 + 47 = 93% instead of the previous 11% (8.5 times more), company B - 93 instead of 35% (2.5 times more). 7 times more), company C - 93 instead of 47% (almost 2 times more). Thus, Company A would achieve the best economic results (increase in revenue and probably profit) by internationalizing its production.
Most TNCs in tourism are based in the countries of the so-called “Triad”: USA - Western Europe (France, UK) - Japan, and more recently in Hong Kong (Hong Kong). The geography of TNC headquarters confirms the fact that the internationalization of the tourism business originates in countries that generate tourist flows and carry out foreign investment.

2. General principles of managing a tourism organization

The very first research in the field of management was done by the classical school. The first managers were mainly concerned with the issue of production efficiency (technical approach). They focused their activities on the adaptation of workers. For these purposes, the design of workplaces was developed, the time spent on various operations was studied, etc. Most researchers of that time believed that management was an art. This understanding of management is due to the fact that not all employees are suitable for a leadership position. There are certain character traits and skills that are common to all successful managers. Therefore, many researchers have adopted a character approach when studying personality. Those. if you establish the character traits characteristic of a manager, you can find people who possess such qualities. The results of these studies showed that it is impossible to determine parameters based on character traits, that even such a thing as intelligence, in some cases, may not be of paramount importance in management. Ultimately, it was determined that the concept of character traits simply didn't work. In this regard, the question arose: is there a science of management? The first major step towards considering management as a science was made by F. Taylor (1856-1915), who led the scientific management movement. He became interested not in human effectiveness, but in organizational performance, 41-J and marked the beginning of the development of the school of scientific management. Thanks to the development of the concept of scientific management, management was recognized as an independent field of scientific research. In his works “Factory Management” (1903) and “Principles of Night Management” (1911), F. Taylor developed a number of methods for the scientific organization of labor based on the study of worker movements using timekeeping, standardization of techniques and tools. His fundamental principles of management are this: If I can scientifically select men, scientifically train them, give them some incentives, and put work and man together, then I can get a total productivity in excess of the contribution made by the individual workforce. The main merit of F. Taylor is that he, as the founder of the school of “scientific management”, developed the methodological foundations for rationing labor, standardized work operations, and introduced into practice scientific approaches to the selection, placement and stimulation of workers. F. Taylor's greatest contribution is that he started a revolution in the field of management. The formation of management science is also associated with the names of F. and L. Gilbert. They conducted research in the field of labor movements, improved timekeeping techniques, and also developed night principles for organizing the workplace. Thus, by 1916, a whole direction in research was formed: the first scientific school, which received several names - “scientific management”, “classical” ", "traditional", A variation of the classical school of management is the "administrative school". She studied the role and functions of the manager. It was believed that once the essence of a manager's work was determined, the most effective methods of management could easily be identified. One of the pioneers in the development of this idea was A. Fayol (1841-1925). He divided the entire management process into five main functions that we still use in managing an organization: planning, organizing, selection and placement of personnel, leadership (motivation) and control. Based on the teachings of A. Fayol in the 20s. And the concept of the organizational structure of a company was formulated, the elements of which represent a system of interrelations, a series of continuous interrelated actions - management functions. The management principles developed by A. Fayol should be recognized as an independent result of the science of management, “administration” (hence the name “administrative school”). It is no coincidence that Americans call the Frenchman A. Fayol the father of management. The essence of the management principles he developed boils down to the following: division of labor; authority and responsibility of government; discipline; unity of leadership; unity of management; subordination of private interest to general interest; remuneration for work; balance between centralization and decentralization; coordination of managers of the same level; order; justice; kindness and decency; staff resilience; initiative. The main feature of the “classical school” (scientific and administrative) is that there is only one way to achieve production efficiency. Therefore, the goal of classical managers was to discover this perfect and only acceptable method of management. “Classical school” is one of the first stones in the foundation of world management science. However, this is not the only trend in the development of management thought. A certain breakthrough in the field of management, marked by the emergence of the “school of human relations” (behavioral school), was made at the turn of the 30s. It is based on the achievements of psychology and sociology (the sciences of human behavior). Therefore, within the framework of this teaching, it was proposed that the management process should focus on the employee, and not on his task. At the beginning of the 20th century. scientists studying human behavior in the labor process were no less interested in increasing labor productivity than any of the “classical” managers. They realized that by focusing on the worker, they could better stimulate his work. It was assumed that people were living machines and that management should be based on concern for the individual worker. R. Owen was a management reformer in the sense that he was the first to focus on people. His idea is that the company spends a lot of time on maintaining machines and machines (lubrication, repairs, etc.) and cares little about people. Therefore, it is quite reasonable to spend the same time on “care” for people (living machines). This is attention and care for them, providing favorable conditions for recreation, etc. Then, most likely, people will not need to be “repaired.” E. Mayo is considered to be the founder of the “school of human relations.” He discovered that a group of workers is a social system that has its own systems of control. In a certain way, by influencing such a system, it is possible to improve, as E. Mayo believed then, the results of labor. As a result, the “human relations” movement became a counterweight to the entire scientific movement. This is because the emphasis in the "human relations" movement was on concern for people, and in the scientific management movement on concern for production. The idea is that simply showing positive attention to people has a very large impact on productivity. Those. we are talking about increasing the efficiency of an organization by increasing the efficiency of its human resources. Among other scientists in this area, we can highlight M.P. Follett, who analyzed leadership styles and developed leadership theory. A major contribution to the development of the school of “human relations” was made in the 40-60s, when behavioral scientists developed several theories of motivation. One of them is the hierarchical theory of needs by A. Maslow. He proposed the following classification of personal needs: 1) physiological; 2) in the security of their existence; 3) social (belonging to a team, communication, attention to oneself, caring for others, etc.); 4) prestigious (authority, official status, self-esteem, self-respect); 5) in self-expression, full use of one’s capabilities, achieving goals and personal growth. No less popular in the school of “human relations” is the teaching of D. McGregor (1960). His theory (X and Y) is based on the following characteristics of workers: Theory X - the average individual is dull, tends to evade work, so he must be constantly coerced, prodded, controlled and directed. A person of this category prefers to be led, strives to avoid responsibility, and worries only about his own safety; Theory Y - people are not naturally passive. They became this way as a result of working in the organization. For this category of workers, the expenditure of physical and mental labor is as natural and necessary as playing on vacation. Such a person not only accepts responsibility, but also strives for it. He does not need outside control, since he is able to control himself. A modified version of the teachings of D. McGregor is presented by R. Blake in the form of the GRID management grid. Later management theories were developed mainly by representatives of the quantitative school, often called management. The emergence of this school is a consequence of the use of mathematics and computers in management. Its representatives view management as a logical process that can be expressed mathematically. In the 60s the broad development of management concepts begins, based on the use of mathematical apparatus, with the help of which the integration of mathematical analysis and subjective decisions of managers is achieved. The formalization of a number of management functions, the combination of labor, people and computers required a revision of the structural elements of the organization (accounting services, marketing, etc. ). New elements of intra-company planning have appeared, such as simulation modeling of decisions, methods of analysis under conditions of uncertainty, and mathematical support for assessing multi-purpose management decisions. In modern conditions, mathematical methods are used in almost all areas of management science. The study of management as a process has led to the widespread use of systemic methods of analysis. The so-called systems approach in management was associated with the application of general systems theory to solve management problems. It suggests that managers should view the organization as a collection of interrelated elements, such as people, structure, tasks, technology, resources. The main idea of systems theory is that no action is taken in isolation from others. Every decision has consequences for the entire system. A systematic approach to management allows you to avoid situations where a solution in one area turns into a problem for another.
Based on the systems approach, control problems were developed in several directions. This is how the contingency theory emerged. Its essence is that each situation in which a manager finds himself may be similar to other situations. However, it will have unique properties. The manager’s task in this situation is to analyze all factors separately and 1 identify the strongest dependencies (correlations). In the 70s The idea of an open system emerged. An organization, as an open system, tends to adapt to a highly diverse internal environment. Such a system is not self-sustaining; it depends on energy, information and materials coming from outside. It has the ability to adapt to changes in the external environment. Thus, following systems theory, it can be assumed that any formal organization must have a system of functionalization (i.e. various forms of structural division); a system of effective and efficient incentives to encourage people to contribute to group activities; system of power; a system of logical decision-making. From the point of view of the economics of the organization, the most significant results in scientific and methodological terms were obtained within the framework of the situational approach. The essence of the situational approach is that forms, methods, systems, management styles should vary significantly depending on the current situation, i.e. The situation must take center stage. It is a specific set of circumstances that greatly influences an organization at that particular time. In other words, the essence of the recommendations for the theory of the systems approach is: the requirement to solve a current, specific organizational and managerial problem depending on the goals of the organization and the current specific conditions in which this goal must be achieved. Those. the suitability of various management methods is determined by the situation. The situational approach has made a great contribution to the development of management theory. It contains specific recommendations regarding the application of scientific principles to management practice, depending on the current situation and conditions of the external and internal environment of the organization. Using a situational approach, managers can understand which methods and means will best achieve the organization's goals in a particular situation.
2. Practical part
2.1. Contents and features of management work in tourism The management of a tourism organization performs a dual task. On the one hand, with its help, management problems are solved and the goals of the tourism enterprise are achieved, and on the other hand, it serves the goals of development of the tourism region. The dual goals of tourism management also follow from this feature. First goal- based on the rationalization of labor process management, ensure the sustainable development of your company. Second goal - provide assistance in ensuring the viability (competitiveness) of your region in the tourism services market. Let's imagine a travel company as a targeted coalition of interested elements and links of the system. The state, suppliers, customers, shareholders and employees all somehow participate in creating the success of the enterprise and influence work processes. Each group provides services to the company in the hope that it will pay them in money or intangible goods (prestige, social contacts, etc.). In this regard, labor relations in tourism should be considered taking into account the following factors: clients want to receive services at competitive prices. The population would like to have employment opportunities and certain social services in their city - cultural events, tax revenues from tourism to the local budget, but at the same time experience as few external effects as possible from tourism activities. The state counts on tax revenues and jobs. Suppliers are interested in favorable offers and stable solvency. The company's employees value their reliable and profitable work and are interested in the good image of the company. Creditors expect payment of interest or dividends. The general public would like to experience as few external negative impacts from tourism as possible. It goes without saying that between Conflicts arise between these groups due to differences in their goals and interests. For management to be successful and remain so over the long term, it must satisfy the interests of all groups. In the future, all groups must be ready to cooperate or at least provide moral or any other support to the travel company. A prerequisite for working with different groups of the population is a method of balancing interests, which should be carried out in the form of entrepreneurial policy. Entrepreneurial policy creates norms according to which the management philosophy (the purpose of the enterprise in society and the economy) establishes the rules of relations with various participating groups, and also develops the long-term goals of the enterprise. Within these norms, a labor resource management system is formed in the company, in which each individual is a member of one of the work groups (for example, the advertising and information department), as well as a member of an external group - such as family, circle of friends, etc. It is in a tourism enterprise, which operates most often in small areas and has visible structures, that the state of affairs in his work group depends on each employee. An employee is caught in a work conflict if he must provide enterprise goals that conflict with the goals of the employee's outgroup (convenient job performance) or the goals of his family (employment opportunities in his community). So, for example, an employee servicing ski jumps in the mountains is interested in his company acquiring a new special vehicle for laying ski tracks as quickly as possible. At the same time, the same employee may be a member of the Alpine Corporation, which opposes snow-spraying installations. Thus, he is part of an organization that must urgently reduce its costs and at the same time increase safety from snowfalls. The task of management in the field of labor process management is to recognize among its employees, belonging to various formal and informal external groups, contradictions in goals and smooth out these contradictions using clear business policies and different management methods. Despite such target conflicts and intersecting formal and informal structures of the enterprise, the tourism manager must, together with his employees, create an effective socio-economic system, as well as purposefully form the structure of the enterprise and comply with the rules of management and labor relations. In this case, management of labor processes, built on a scientific basis, plays a decisive role. Managerial work in tourism does not create material wealth, but is an integral part of the labor of the total worker and in this respect it acts as productive labor. The concept of managerial work is to a certain extent connected with the concept of management as an object or sphere of its application.
2.2. Main directions of rational labor organization
Rationalization of managerial work involves the creation of conditions under which the ultimate goal of management is achieved with the least amount of labor. It is aimed at using the latest achievements of management science and technology, as well as advanced management experience, in the labor process. The rational organization of managerial work is based on certain principles: complexity- The problem of organizing managerial work must be solved comprehensively, taking into account all aspects of management activity. The principle of complexity assumes that the scientific organization of managerial work develops not in one direction, but in its entirety and concerns not one employee, but the entire management team. Systematicity- if the principle of complexity expresses the requirement for a complete consideration of an object in all directions, then the principle of systematicity presupposes their mutual coordination, coordination, elimination of contradictions, as a result of which a labor organization system is created in which all its components are mutually agreed upon and act in the interests of effective functioning the entire enterprise. Regulation- this is the establishment and strict observance of certain rules, regulations, guidelines, instructions and other regulatory documents based on objective laws of development of the management system. At the same time, a range of problems that are subject to strict regulation is identified, and issues for which recommendations are needed are identified. Specialization- consists in assigning certain functions, works and operations to each division and assigning full responsibility to it for the final results of activities in the management process. It should be borne in mind that there are limits to specialization that cannot be crossed and will negatively affect the results of work; Stability- the workforce must work in conditions of stability of its composition, functions and tasks. This should not exclude dynamics in development. It is important that changes in the content and composition of tasks be determined by objectively necessary needs and occur on a strictly scientific basis; Purposeful Creativity- is to achieve two interrelated goals - ensuring a creative approach in the design and implementation of advanced labor technologies and maximizing the use of the creative potential of management workers in everyday activities. Each of the principles discussed above has its own significance. At the same time, they complement each other, revealing. At the same time, they complement each other, revealing different ways of the general approach to the organization of managerial work.
2.3. General principles of rational organization of labor of the management apparatus
2.3.1. Payment and labor incentives
The main point of all work in the field of material remuneration for employees is to determine the measure of labor and the amount of its payment. The development of optimal ratios in remuneration for labor of varying complexity is the most important point in the system of wage differentiation. This approach ensures that remuneration levels correspond to its quality indicators. We are talking about fair remuneration for work. The level of remuneration in an organization must be such that its employees do not envy employees of competing companies, otherwise the company’s management will be faced with such a phenomenon as labor migration. To prevent this from happening, the following requirements must be met in the system of payment and incentives: payment based on work results. Payment according to work (the formula “to each according to work”) has a double interpretation. Labor can be understood as either its result or zatart (amount of labor). The principle “based on labor costs” guaranteed individual wages, but did not regulate it. Regulation takes place taking into account the costs and results of labor. Hence the conclusion: you need to pay not according to your work, but according to its results. Confidence and security of workers. Salaries should be such that employees have a sense of confidence in the future and they are protected from any changes in both the external and internal environment - in the organization. The task is to ensure that employees focus maximum attention on solving the main tasks of the organization: they should not be distracted by financial problems associated with providing for themselves and their families. A guaranteed salary should provide them with this. The stimulating and motivating aspect of the salary. The remuneration system must include effective means of incentives and motivation. Workers are given the opportunity to earn more than just a fixed salary. In this regard, additional payments are being introduced that are directly related to their specific achievements. Additional (incentive) forms of remuneration for personal contribution. In addition to the basic salary, the organization provides various benefits for the best employees. This serves as a kind of assessment and recognition by the organization of the employee’s particularly high-quality work. Additional forms of remuneration include discounts on the purchase of company goods, subsidies for food, payment of educational expenses, medical care, life insurance, etc.
2.3.2. Division of managerial labor
The division of managerial labor is an objective process of separating its individual types into independent spheres of labor activity of various groups of managerial workers. Essentially, this is the specialization of workers to perform certain types of work. Even in ancient times, people realized that additional benefits could be derived from the division of labor. Their chances of survival increased when they assigned each group member a specific role in an area that he knew best. When the overall task of an organization is divided among its members in such a way that each person performs a special role, then people subsequently become professionals in their field, and this increases the efficiency of their work. The fundamental element of such an organization is departmentalization. Departmentalization- the process of distributing various activities and resources into logical production units to perform certain organizational tasks. Tourism is also characterized by departmentalization over time, i.e. labor resources are planned and organized at certain periods of time. Since tourism is seasonal, the manager must take this aspect of the division of labor into account. The division of labor presupposes its cooperation, that is, the unification of people for systematic and joint participation in one or different, but interconnected, labor processes. Since cooperation acts as the material basis for uniting people in a joint labor process, the analysis of the theoretical aspects of its development, which requires both a new rethinking of the heritage and lessons of the past, and a generalization of the changes taking place in the economy and society, becomes especially relevant. There is a need to comprehend new approaches to cooperation, which unites people into teams on the principle of voluntariness, not coercion.
2.3.3. Technical support and labor mechanization
To date, two main directions have been identified: automation of managerial work. The first is carried out through the introduction of modern electronic computing systems, the development of economic and mathematical methods and models and their use based on automated control systems; the second - through the use of organizational technology and organizational projects and systems of complex mechanization and automation of managerial work developed on its basis: mechanization of individual operations; mechanization of groups of operations and management procedures. Creation of systems for complex mechanization and automation of processes, all management functions. Thus, organizational technology, or management technology, is usually called a set of tools that serve for the rational organization and automation of management work in order to increase efficiency, efficiency and management culture.
2.3.4. Labor rationing.
The peculiarities of managerial work significantly narrow the possibilities of introducing norms and standards into work practice. However, changes in the functions of management caused by the transition to a market economy indicate that a significant part of management work is amenable to standardization. Calculation (analytical) and research methods are used to standardize managerial work. The most widely used analytical methods are those that analyze the use of working time by highly qualified specialists. The content of their work can be considered a reference, and the structure of their working day can be considered a standard. As for research methods, they help determine the labor intensity of specific types of work, taking into account the specialization of the organization and the content of work. With the help of photography and timekeeping, all types of work, their structure and working hours are studied. After this, average indicators are determined, which are the standard. The development of scientifically based labor standards allows for a more objective assessment of the work of each employee of the management office and more effective use of material incentives. However, since the sphere of management includes a wide variety of types of work even within the same management function, there can be no question of creating any universal labor costs.
2.3.5. Favorable regime and working conditions
The productivity of managerial labor is directly dependent on the state of the workplace and the conditions in which the manager works. The significance of the problem under consideration will increase in connection with the emergence of new market-type organizations, when significant qualitative changes occur in the management system of economic and social processes. The rational organization of the manager’s workplace ensures the creation of maximum convenience and favorable working conditions in management activities, and increases the content of the work. Currently, more than 5 thousand standard projects for organizing workplaces have been developed for various categories of administrative and managerial personnel. As a rule, a separate room with an area of up to 20 square meters is allocated for the office of the director of an average travel company. m. The office is usually divided into a work area and a meeting (negotiation) area. The service system for a manager's workplace must have various means of communication and an automated information system (ASI). Currently, an automated manager's workstation (AWS) is being widely introduced into management practice. The workstation, as a rule, includes a personal computer, a calendar, interactive devices, an electronic diary, a powerful calculator with a large memory capacity, a means for creating and storing personal and official correspondence, and a system for monitoring the execution of orders. When organizing management workplaces, it is also necessary to comply with a number of economic , ergonomic and aesthetic requirements.

3. Formation of sales channels for tourism services

The successful operation of an enterprise depends not only on the product produced. It is not enough to produce a quality product; it must find its consumer. Meeting a product with a potential consumer is the most important condition for its implementation. Therefore, many manufacturers offer their products to the market through intermediaries, forming their own sales channels.
A sales channel is a collection of firms or individuals who assume or help transfer ownership of a particular product or service as it travels from manufacturer to consumer, thereby helping the manufacturer to run its business smoothly.
In other words, a sales channel is the path along which goods move from the manufacturer to the consumer. It eliminates long-standing gaps in time, place and ownership that separate goods and services from those who would purchase them.
The process of promoting tourism services from the manufacturer to the final consumer is not direct, often not involving their direct contact. The modern tourism market is characterized by the presence of a large number of intermediary links, without which producers of tourism goods and services simply would not be able to function normally. Intermediaries occupy an intermediate position between the producer and the consumer and are an indispensable element of the market economy and the process of distribution of goods.
In the tourism market there is a territorial disconnect between the producer and the consumer. And therefore, contacts with potential consumers are often possible only through specific intermediary organizations - tour operators and travel agents. Producers in the tourism market are manufacturing, service, and cultural organizations such as hotels, restaurants, museums, exhibitions, transport companies, sports institutions, etc.
In tourism, intermediaries sell the services of several manufacturers. In the process of promotion, tourist services are packaged into the so-called tourist product of the tour operator and brought to the consumer through sales channels. The sale of tourism products and services in the tourism market can be carried out directly to the consumer or through sales channels that include one or more intermediaries.
The most striking example in this case can be hotels that sell their accommodation services through numerous travel agencies, and also serve tourists who contact them directly, bypassing intermediaries represented by travel agencies. Although many manufacturers themselves perform the role and functions of intermediaries and deliver their product to the final consumer themselves, in tourism the use of resellers and the formation of sales channels is the rule rather than the exception.
There are two directions for the formation of sales channels - external and internal.
etc.................

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Transnational corporations in tourism. Alexandrova A.Yu. International tourism. Transnational companies in tourism

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