Effective organization of relationships with service consumers

Stages of interaction with the consumer during the service process.

In the course of interaction, an increasingly accurate and detailed identification of the consumer occurs - the identification of his typological characteristics as a partner in service communication.

Service interaction - a process that begins with the first impression of eye contact. Partners perceive appearance, facial expression, facial expressions, body movements, gait, speech. And already from these first signs you can understand a lot: age, belonging to a certain social stratum (social group) and even profession, level of education and culture, taste, personal characteristics.

First stage ends attracting attention consumer and mutual inclusion in service interaction.

Second phase- ϶ᴛᴏ service communication, the process of forming interaction, during which ideas about the socio-professional, socio-cultural characteristics of the consumer are continuously refined. Completion of the second stage - the formation of the interaction channel, establishing contact.

On third stage occurs through an established channel exchange of information and influence, the goal of which is to solve a consumer problem by selling and providing a service.

The process, presented here in a dismembered form, can in reality proceed instantly if the employee of the service organization is experienced, quickly navigates the typologies of consumers and immediately determines the nature and result of the service interaction.

Question 2. Typology of consumers.

Let's consider some typologies of consumers and the nature of their service behavior.

Socio-cultural characteristics , their influence on service behavior. Consumers differ in the following forms of cultural behavior: belonging to a certain subculture, education, image and lifestyle.

Subculture- a specific form of cultural existence accepted by any social group and providing the opportunity for self-identification. Belonging to any subculture determines the spiritual appearance of a person and necessarily affects consumer standards and service behavior.

When identifying the consumer’s belonging to any subculture, the performer or service provider must keep in mind:

· ethnic, national preferences and interests;

· religious preferences and prohibitions;

· cultural difficulties and differing relationships, demands.

Education as a cultural factor also causes a change in service behavior: changes social status, amount of knowledge, image and lifestyle. Demand increases, b O More attention is paid to fashion, novelty, complex technology, and the status nature of the service.

Lifestyle - an established form of being in the world, ĸᴏᴛᴏᴩᴏᴇ finds its expression in actions, interests, activities, in the consumption of services, incl. and in service behavior. Lifestyle paints a “comprehensive portrait” of a person in his interaction with environment. For this reason there are 6 basic groups based on lifestyle.

1. Base group (people with low incomes, low status).

2. Exemplary citizens (middle class, conformist, based on established behavioral stereotypes).

3. “Young wolves” (war for status, for financial well-being).

4. Winners (people with large incomes).

5. Introverts (passionate people, busy with business, and closed to themselves).

6. “Wise” (combine high status with great self-confidence).

At the seminar!!! Students are asked to identify, through observation, the characteristics of the service behavior of each group, taking into account: income, place of residence, organization of working and free time, favorite activities outside of work, everyday life, clothing style, behavior, value preferences and tastes.

Socio-demographic characteristics consumers and their service behavior. Socio-demographic characteristics – social status(belonging to a social and professional group), age, gender, marital status.

Social group- a relatively permanent and homogeneous part of society in which people have similar capabilities, values, interests and behavior. For each social group characterized by preferences for goods and services, their own options for leisure and recreation, and their own characteristics of consumer behavior.

Basic social and professional groups from the point of view of consumer behavior:

1. Workers, employees.

2. Pupils, students, intelligentsia.

3. Traders, entrepreneurs, housewives.

4. Farmers, peasants.

Stages of interaction with the consumer during the service process. - concept and types. Classification and features of the category "Stages of interaction with the consumer during the service process." 2017, 2018.

For each of the described strategic blocks, the bank must create special systems to ensure that its offer is communicated to the consumer and subsequent interaction with him. Consequently, the strategy adopted by the bank must have one more quality - to provide conditions for organizing several systems of interaction with the consumer at once, their simultaneous development and management. Strategies in the field of schemes for interaction with consumers have been developed in four main areas of influence on the consumer, which, from the point of view of the activities of a commercial bank, can be designated as: product strategy; pricing strategy; strategy for distributing banking products; consumer incentive complex.
In the traditional model, strategic management was primarily about staying the course. In the modern situation, strategic management implies active management of the process of strategy deployment over time. Active management also presupposes that managers understand that the bank’s strategy must and will evolve in accordance with changing operating conditions of the banking industry and financial system generally.
The management system of most Russian commercial banks is characterized by: a lack of strategy, plans for increasing competitiveness, and company-wide goals; poor awareness of employees about the bank’s strategic development plans; unclear distribution of official functions and delegation of responsibility; weak coordination between departments, which impedes the implementation of intrabank projects or reduces their effectiveness; insufficient focus on the needs and goals of clients, their development strategies.
To form and achieve competitive advantages and increasing competitiveness, Russian commercial banks need the following.
Taking into account the analysis of client needs and the latest achievements of Russian and foreign competitors, banks should continuously implement innovation activity, new products must be developed and implemented, which can be ensured by appropriate qualifications, initiative and professionalism of employees.
The bank must have the dynamic ability to quickly introduce services needed by clients and adapt to changes in the business environment.
The bank must increase the attractiveness of its brand, the efficiency of business processes, organizational structure and other intangible assets, including the qualifications and professionalism of its employees.
All of the above conditions must be reflected in the banking strategy. Most Russian banks do not meet these qualities international standards banking business. Presenters Western banks differ in: unification of the quality of customer service; automated document management system; implementation of the latest developments in the field information technologies and prompt customer service. Russian banks lose in dynamic abilities and innovative qualities.
World financial globalization, standardization of national banking systems, and the formation of the global banking industry lead to the need for banks to choose one of two strategic directions of development. The first direction is related to the creation of financial supermarkets and the universalization of banking activities; the second - with the deepening of the bank's specialization in certain market segments, products, services, and clients. The strategy of financial institutions should be determined, first of all, by the level of competition in each market segment where the bank operates, the optimal volume of assets and preferred growth rates, as well as the priority needs of clients, the scale and directions of use of modern technologies.
The global economic crisis has clearly demonstrated the disadvantages of excessive concentration on narrow areas of business, i.e. specialization of the banking business, as a promising strategy, is most effective in conditions of stable economic growth, and the deterioration of the economy, on the contrary, requires a balance between diversification and focusing on only a few key business areas.
The main emphasis in the strategic development of modern Russian banks should be placed on expanding and improving the quality of retail services, which may turn out to be the most sustainable in difficult times. market conditions, as well as having high income potential. Retail strategies are:
construction of financial supermarkets providing cross-selling of financial services;
differentiation of consumers (clients) and a differentiated approach to the package of services offered different groups clients;
creation of branches and branches as close as possible to the client;
for small banks, a strategy of focusing (specializing) on individual products and services (loans secured by real estate, deposit accounts for cross-selling, etc.).
The bank's strategy as a program of actions aimed at creating and maintaining long-term competitive advantages in target markets should reflect the directions of development of the bank and those internal changes in the bank that are necessary to increase its competitiveness.
An effective tool for implementing a banking strategy can be the balanced scorecard of Norton and Kaplan. It allows you to translate the strategy, mission and goal - creating the value of the bank - into a set of specific indicators, tracking which management can make decisions aimed at ensuring sustainable growth of the bank's value. The goal of the financial component - increasing shareholder value - is achieved by meeting the needs of target customers. Value is created in the internal business process, increasing shareholder value through increased revenues and improved efficiency, which is achieved by maintaining and expanding the customer base, customer satisfaction, education and customer loyalty. The main thing in the strategy is to ensure the growth of the bank’s value by creating value for the client and new opportunities for the bank.
In Fig. Figure 1 shows a strategic map of a bank implementing a regional network development strategy.

Astashova Yulia Vladimirovna, candidate economic sciences, Associate Professor, Department of Marketing and Management, Federal State Budgetary Educational Institution of Higher Professional Education "South Ural State University", Chelyabinsk [email protected]

Demchenko Alexander Ivanovich, Candidate of Technical Sciences, Associate Professor of the Department of Marketing and Management, South Ural State University, Chelyabinsk [email protected]

Interaction with consumers and business partners:

models and Information Support

Annotation. The article discusses the relevance of interaction with consumers and business partners. A model of the interaction system is proposed, objects of interaction are identified, and approaches and methods for managing interaction within the framework of the model are justified. The structure of information support for processes of interaction with consumers and partners has been determined. Key words: consumers, partners, interaction, information support.

Regardless of the field of activity, any modern company is in the process of constant interaction with external environment, in particular, with its partners and consumers. The main goal of such interaction is to create and maintain long-term mutually beneficial relationships, which is especially important in conditions of saturated markets and aggravated competition. As research results show, loyal and committed consumers are a source of economic benefits and can be considered one of the company's strengths in confrontation with competitors. Long-term partnerships are no less important. The loyalty of business partners, which for the purposes of this study include suppliers, distributors, intermediaries, franchisors, etc., can also be a source of competitive advantage. This is especially true for industries where the competitiveness of a company is determined by the degree of its integration into key links in the value chain. Thus, the company must create and maintain high loyalty of end consumers, as well as create long-term relationships with a wide range of other companies that ensure the creation of consumer value of products and services and bringing them to the end consumer. It should be noted that the spheres of consumers and partners in relation to a particular enterprise have common areas, since partners located “downstream” are considered by the enterprise as consumers. In this regard, it is necessary to identify the fundamental difference between partners and consumers. A consumer is a person (legal or natural) who, based on sales transactions, uses the company's products or services for personal (consumption) or commercial (resale) purposes. In relation to the consumer, the company strives to understand his requirements and exceed his expectations in order to satisfy the consumer as much as possible. We will denote this model of relationship as “supplier-consumer.” Partnership relationships presuppose the presence of a common goal and the desire of partners to jointly achieve it on the basis of joint benefits. This goal could be end customer satisfaction, profit maximization, or cost reduction. The key point in this relationship model, which we designate as “partner-partner,” is cooperation. In our opinion, interaction with partners and consumers is unified system, the model of which is shown in Fig. 1.

Rice. 1. Structure of the system of interaction with partners and consumers

As shown in Fig. 1, regarding a specific company, two subsystems of interaction management can be distinguished: the subsystem of the company’s partners and the subsystem of consumers. The selected subsystems have overlapping areas, which allows us to talk about the interaction of these subsystems, and, therefore, to apply systems approach to management. Current areas of research in managing interaction with system participants, in our opinion, are: determining the principles for distinguishing these subsystems as elements of the system, as well as analyzing the degree of their integration and interpenetration; developing principles for the interaction of subsystems within the system; analyzing the prospects for the development of a unified methodology for managing the interaction system with the company’s clients and partners. The partners subsystem includes the company’s suppliers, as well as intermediate consumers. In other words, this subsystem includes all participants in the value chain from suppliers of raw materials to the link that serves the end consumer. This subsystem is characterized by the presence of contractual relations between participants. At the same time, we can talk about varying degrees integration of participants: from one-time supply contracts to strategic partnerships on a long-term basis. If we imagine the system in the form of a directed flow, as shown in Fig. 1, then the interaction of the company with the participants of the subsystem is carried out in two directions: “upstream”, i.e. towards the supplier, and downwards towards the consumer. The purpose of interaction within this subsystem is to create long term relationship with partners in order to create maximum customer value (i.e., most fully satisfy the needs and expectations of consumers) on the basis of mutual benefit for all participants. The objectives of interaction at different stages of the process are the selection and assessment of a potential partner, ensuring mutually beneficial conditions transactions, coordination of joint activities to achieve the goal. Thus, in terms of goals, form and content, the partner subsystem corresponds to the logistics supply chain, which makes it advisable to use logistics approaches to managing the interaction of its participants. The consumer subsystem is located “downstream” relative to the company and includes itself all the links in bringing products to the end consumer, servicing them, as well as the end consumer of the company’s goods and services. Thus, the company’s intermediate consumers are also its partners, since they contribute to achieving the goal of satisfying the final consumer. The goals of interaction within the consumer subsystem are the formation and maintenance of long-term relationships with customers, i.e. consumer loyalty. In order to achieve this goal, the following can be identified: key tasks such as engaging the consumer, meeting his demands, needs and expectations and retaining the client. Recently, approaches aimed at renewing relationships with lost clients, developed within the framework of return marketing, have become relevant, which can also be considered as one of the tasks of the process of interaction with clients. The key trend in interaction with clients at the present stage of market development is to increase the importance of the client, personal contacts with him, which marked the development of personalized communications and an individual approach to each client. In general, we can conclude that it is advisable to apply interaction marketing approaches to elements of the consumer subsystem. In our opinion, it is possible to use the partnership model in relation to interaction with consumers. This is especially true at the present stage of market development, when enterprises strive to build long-term relationships with consumers, using an individual approach to each client. In this case, we can talk about building partnerships with the consumer. Thus, if we consider the enterprise as a subject of interaction, then the entire set of partners and consumers will be a set of objects of interaction, the typology of which is presented in Table. 1. Table 1 Typology of objects in the system of interaction between an enterprise and suppliers and partners

Object of interactionGroupPurpose of interactionSupplier (raw materials, materials, services)PartnerIncreasing the share of direct deliveries, optimization of delivery parameters, integration, cost distributionOther partners (franchise suppliers, capital)PartnerRisk distribution, development prospectsIntermediary (wholesale buyer, distributor, sales representative)Partner or consumerStability and predictability of long-term demand , joint research of consumer markets and interaction with the end consumer Consumer (end user of products and services) Consumer or partner Involving the consumer in the purchasing process, increasing sales, loyalty

It should be noted that the interaction for a particular company is bidirectional, i.e. the company is simultaneously both a subject and an object of interaction. Based on the developed typology, we can propose a universal model of interaction “supplier or partner – consumer or partner”, which can be applied at any part of the chain. Thus, considering the system of interaction with partners and consumers as a whole, it can be stated that its various elements depend on depending on their location in the system, logistics or marketing approaches can be applied. At the same time, both approaches can be simultaneously applied to system elements located “downstream” relative to the company, due to the dual role of intermediate consumers. When interacting with them, the company must consider them both from the point of view of creating additional value for end consumers, and focus on meeting their requirements and forming high loyalty. Table 2 Information support for processes of interaction with consumers and partners based on a monitoring system

Direction of researchNature of informationPossibilities and areas of use in activities (including in the process of interaction)SuppliersWorking conditions; range and price policy supplier; supply discipline; development prospects of the supplier; its competitors; other consumers of the supplier and working conditions with them Optimization of supply conditions; joint development programs; coordination of activities; assessment of potential suppliers; ensuring an advantage over competitors at the supply stage End consumers Consumer requirements and expectations; consumer characteristics, his motives and behavior; consumer satisfaction; level of loyalty; level of awareness, satisfaction and loyalty to competitors' offers; current information about customer history Development and improvement of goods and services; selection of channels and methods of influencing consumers (including individual ones); formation and stimulation of needs; assessment of the effectiveness of marketing activities and production programs; development and improvement of loyalty programs assessment of competitiveness Partners and intermediaries Purchasing conditions of intermediaries; level of costs in the distribution link compared to competitors; requirements and satisfaction of partners; conditions of work with competing companies Optimization of the distribution system; development of programs to stimulate partners; distribution of costs; joint development programs; coordinated interaction with end consumers Competitors Market position of competitors, their strengths and weaknesses; methods of interaction with consumers, suppliers and partners Determination and development of own advantages; bringing them to the attention of consumers and partners; improving loyalty programs taking into account the actions of competitors

It is possible to formulate a general goal of interaction with partners and consumers that unites both subsystems: maximizing benefits for all participants in the system on a long-term basis. What becomes important in management is the desire to transfer all participants in the system from the status of a consumer, when he forms his requirements and strives to satisfy them, to the status of a partner who aims to achieve his goals on the basis of mutual benefit and is focused on long-term relationships. It is also advisable to introduce such a characteristic systems as “depth of interaction,” which is characterized by the number of participants in both directions from the company with whom interaction is maintained. In practice, systems may differ significantly in this parameter. Thus, the minimum depth of interaction is typical for fragmented systems, where each participant interacts with only two parts of the system - its direct supplier and consumer. Maximum depth characteristic of fully integrated systems based on the interaction of all system participants. Such a system, as a rule, is organized centrally by the largest and most influential enterprise included in the system. Dedicated marketing and logistics approaches to managing interaction within common system can complement each other advantageously, which contributes to more effective achievement of the system’s goals. The effectiveness of an interaction system is largely determined by factors external to the system that form the basis of interaction. We propose to divide efficiency factors into two groups: organizational and informational. Among the organizational factors, the following can be distinguished: quality of goods or services, reflecting the degree of compliance of the characteristics of goods and services with consumer requirements; satisfaction and loyalty of the organization’s employees; quality of the production, commercial and management system of the enterprise, characterized by according to the criteria of flexibility, cost level, productivity, efficiency, bandwidth etc. An important aspect of the effectiveness of the interaction process is its information support. Obviously, for interaction in such a complex system, the availability of reliable and timely information is a determining factor. In this regard, the company needs to create a monitoring system, the characteristics of which are presented in table. 2.For most areas presented in table. 2 most in a convenient way storage, processing and analysis of information is the maintenance of databases of suppliers, partners and clients. This significantly simplifies the interaction process, allowing the use of individual communication technologies. It is also advisable to use interactive technologies and Internet capabilities, which allows you to interact in many areas of the company’s activities, both with consumers and partners.

Julia Astashova, candidate of Economic Sciences, associate professor at the chair of marketing and management, South Ural State University, [email protected] Alexander

candidate of Engineering Science, associate professor at the chair of marketing and management South Ural State University, [email protected] customers and business partners: models and information supportAbstract.The authors views the relevance of interaction with consumers and business partners; offer the model of the interaction system; determine the objects of interaction; ground the interaction management approaches and methods within the model and determine the structure of dataware process with consumers and partners. Keywords: consumers, partners, interaction, dataware.

External organizational communications play a special role for enterprises in the tourism industry. The most important role is in contact with clients. In service and tourism enterprises, personal (personal) selling is widely used, i.e. individual communication and employee-customer interactions. When contacting clients, almost all employees of the company take on the role of salespersons. The means for interaction are personal communication, contacts by mail, and telephone conversations. The process of personal selling is very complex, because... during it it is necessary:

Negotiate with the client (this requires the ability to persuade, skillfully use means of expression oral speech, answer the questions posed with reason)

Establish relationships (here you need to know how to accept a client, get in touch, approach the case correctly, monitor the development of events during the dialogue, complete the sale at the right moment);

Satisfy needs (understand the client’s motives for purchasing a product, i.e. find key aspects of the client’s interest, share his concerns, listen carefully to complaints and criticism).

Personal selling is considered in two aspects. On the one hand, they are used to establish planned relationships with consumers, namely to form preferences and beliefs, and encourage them to purchase tourism products. On the other hand, the direct implementation of sales operations. This approach makes it possible to consider personal selling as one of the forms of direct marketing of a tourism product (direct marketing).

Service culture has a special place in the process of interaction between the seller and the consumer. It is understood as a system of norms, high spiritual values and ethics of behavior, the principles of which are consistent with modern requirements of world standards of service and national traditions countries. They reflect high-quality service to consumers of services.

IN developed countries management develops various requirements for service culture and implements them into the work of their companies. The idea of management in this case is for the company’s employees to be like-minded people of management, and not to obey orders. Russian management, trying to keep up with Western successes, is also developing similar methods to improve the efficiency of employees, which in turn will affect the quality of interaction between these employees and clients. At the moment, there are clearly positive trends in the service compared to previous periods:

Companies offering services are aware of the importance of consumers in business development and competition, and are fighting to conquer new markets and new consumers;

In the structure of companies, labor and work processes are automated, as a result of which the quality of service increases;

The aesthetic level of service increases (an attractive appearance of the company is created, the level of comfort of service increases).

But along with these positive changes, many aspects of the service culture remain the same. In this regard, managers are faced with the task of deepening professional training, advanced training, planning prospects and career growth. It is important that employees appreciate the importance of such training both for themselves and for the benefit of the company. Professional work the company creates a good image in the minds of customers, which in turn increases profitability, reputation and competitiveness.

In the service industry great value acquire psychological characteristics of the consumer service process. To do this, employees and administrators need to pay attention to the following aspects:

Cultivation of constructive individually - psychological qualities workers in contact with clients;

Directing the overall service environment into a positive psychological direction;

Creating conditions for the manifestation of positive psychological properties of consumers.

To do this, it is necessary to carefully select personnel who will work directly in contact with clients. In this case, use psychological methods determining the employee’s qualities and characteristics. The psychological characteristics of an employee do not always correspond to the nature of the work. At the very least, sharp dissonance between the psychology of the employee and the nature of work should be avoided.

Interaction with the external environment of the enterprise, namely with consumers of services, is decisive in achieving the common goal. After the product has already been developed and its price has been determined, it is necessary to promote it on the sales market. Marketing is used to achieve this goal.

Marketing conveys knowledge about a product to potential customers through various types of advertising as well as through word of mouth. Therefore, the company is constantly looking for ways to attract attention to its product and improve the forms of physical presentation of it to consumers. The tourism industry is characterized by the fact that the sales product is intangible, therefore special methods of presenting information about it are used. These can be tangible items related to travel, such as vouchers, tickets, guidebooks, promotional brochures, etc.

The process of communicative interaction between the service seller and the consumer begins with the source of information in the form of messages. The source determines the type of information conveyed to the target market. The form of presentation, the so-called, also depends on the type of message. "transcripts" to ensure maximum accessibility to the target market. If the message contains large volume information, it should be presented in printed form so that a potential client can familiarize himself with it over a long period of time or save it for future use.

Encryption techniques develop the most effective ways to distribute messages, and construct them in the most understandable form for the target market. For example, you can advertise in one language in any foreign magazine to attract customers to travel around Russia, but to increase efficiency, you need to advertise in different languages, thereby attracting the attention of people of different nationalities.

The next step is to select a source to present the message target audience. If the message is presented orally, it is necessary to find the most suitable television or radio channel, but if the message is in printed form, then the most suitable printed publication. Usually the most popular sources are used. And to interact with travel agents and other entities, they use information letters or specialized printed publications. When communicating with your own employees, you use a special form with ready-made answers for clients. Once the message has been disseminated to the target market, a response from the market is expected, i.e. making a transaction (purchase).

To effectively communicate with the target market, tourism enterprises adopt four methods:

Product advertising in media mass media. This method is most effective when selling, but much depends on the quality of product advertising. For example, if the advertisement is boring or disgusting to the public, then the product itself will attract much less attention.

Carrying out personal sales over the phone, the so-called. telemarketing, or sales directly in the office.

Carrying out sales on electronic sites, participating in various exhibitions (PR campaigns).

Inviting journalists to familiarize themselves with the product with a view to further promotion in their publications (publicity).

Oral messages are also used to successfully promote a product. Such aspects are also practiced when a client passes on recommendations about a given product and company to another client if he is satisfied with the quality. However, if the client is not satisfied with the quality of the product, this will negatively affect the image of the travel company and the process of purchasing products. As practice shows, information about an unsatisfactory product spreads 10 times faster than about a good one.

In order to influence some people on others, companies use the concept of two-stage communication. Its essence is that companies interact with community leaders who shape public opinion by sending them their messages. If the budget for promoting a product is small, then such companies mainly concentrate expenses on journalists writing about tourism. As a measure of interaction, trips are organized for such journalists along the routes of a tourist product to familiarize themselves with and demonstrate its advantages. Journalists, in turn, provide influence on sales through television or print publications. Basically, companies use one of the listed promotion means, or several of them.

The travel services industry is undergoing constant changes, so it is virtually impossible to predict sales volumes for future years. It is believed that sales should dictate the promotion of the product, and not be a consequence of this process. Based on this, the question arises: if next year sales are optimal, then why pursue a product promotion policy? It follows that the availability of funds is not enough to determine the budget. Some travel companies plan budget expenditures on the communication process, keeping an eye on competitors and their similar costs. However, if all tour operators allocate the same amount for these processes, competition in the promotion process will decrease. But company managers have no reason to think that other companies know how much money needs to be spent on promoting a product. Moreover, at the time of forming your own budget, it is problematic to find out about similar work from competitors.

Based on this, the budget for product promotion should be formed in accordance with sales goals for the next year. This solution will be called “Target Budgeting”. It determines the level of promotion expenses in advance, and then creates your own budget to achieve your goals. Typically, there is a clear relationship between the market shares a product is targeting and the budget size. The size and share of the market determine the expected profits, and accordingly the plan should be aimed at achieving a satisfactory level of sales in that market, which in turn can be most effectively carried out by planning an advertising campaign.

Potential buyers are influenced by three levels communication process:

Cognitive. The bottom line is that the buyer must choose a certain product and clearly understand what benefits it can give him;

Effective. The buyer must emotionally respond to the offer, believe and show sympathy for it;

Behavioral. The offer must motivate the buyer to make a purchase.

The company's task when selling is to turn potential customers into loyal buyers of its products. To do this, it is necessary to instill confidence in customers that the product is suitable and satisfies the needs of each customer better than products from other companies. At certain points in time, different clients are at different stages of interaction with the travel company. Some already regularly buy tourist products, others, having tried it once, have not yet decided whether to use the offer of this company, while others have just learned about the existence of such an offer. Based on this, we can say that each of these stages poses new challenges for managers of the communication process. From the entire set of tasks, three main groups are distinguished:

Informing customers about the product;

Convincing customers to buy the product;

Constantly reminding customers about your offer and company.

The most significant element of the communication complex is advertising. It also has a potential impact on other elements of this complex (it can attract broad masses of people). Playing main role throughout the entire communication system, advertising simultaneously informs about the product itself and the company offering it, convinces potential buyers to choose this company and its product, and emphasizes the confidence of regular customers in their choice. As foreign experts note, advertising in the travel industry should perform the following tasks:

Another type of advertising is promotion, or direct marketing. An important difference from regular advertising is that it is possible to send a message directly to the target market. This is important for travel companies that do not own a wide network of enterprises and cover a small area of the market.

Using the Internet in the communications system

In order to establish effective connections with the external environment, namely connections with other travel companies and various companies, firms unite into associations. By integrating their company into the common space of companies of the same direction, managers achieve more effective interaction in the foreign market, and also increase the authority of their enterprise.

For example, you can use the data of the Siberian-Baikal Tourism Association (SBAT), which includes 70 participants, including not only tourism enterprises, but also cafes, hotels, insurance companies, Irkutsk International Airport, investment projects, Irkutsk State University, recreation centers, park hotels, Baikal State University of Economics and Law, shipbuilding company, Aquarium Baikal seal, association of hotels and restaurants Baikal visa.

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Effective organization of relationships with service consumers

Using the Internet in the communications system

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