Forms of efficient economic cooperation in the hospitality sector

Franchisees must coordinate their local advertising, use only unified models of leaflets, business letters, presentations. Agree and all the shares: under a single brand, a unified policy of discounts is implemented. Such dense guardianship, on the one hand, enables the franchisee not to bother with marketing and act as a united front to customers, competitors and suppliers of necessary goods and services; on the other hand, it is difficult for such partners to leave the franchisor in the event of any disagreement, creativity among them, it can be said, reduced to zero.

With the selected franchisee a license contract is concluded for three years with the possibility of subsequent extension. The admission fee is about 40,000 rubles, royalties — about 18,000 rubles, depending on different regions. Also, a 50% royalty discount for the current month is provided for the implementation of sales plans for the previous month, which is revised monthly. Free advertising tours are provided to Turkey, Egypt, Europe [3].

Verification of compliance with the obligations of numerous partners is conducted with the involvement of an independent service company. They check the status of the office and the quality of the service through control purchases, up to the presence of an obligatory smile, the offer of tea, etc. Based on the results of the control purchase, estimates are sent and, together with the report, are sent to the franchisor.

Currently, the tourist company «TUI» continues to actively form and develop a franchise network. In this regard, the tour operator has provided special conditions for the entry of regional offices in it (travel agencies are exempted from the admission fee if they join the network at certain times and receive a royalty benefit, and the agency is also provided with a set for rebranding the office). As a rule, the cost of the franchise itself is low. A certain amount of a lump-sum fee is necessary to cover the costs of software, staff training methods of work, assistance in opening an office and other consultations.

Unlike TUI, which has access to franchise programs diversified from country to country, Sunrise Tour presents the Russian experience building a tourist concern. Its distinctive features are:

— combining the functions of the tour operator with own and franchised retail, foreign reception offices, guides and bus parks on the leading routes (Turkey, Austria, India, Italy, Jamaica, France);

— the segment of family holidays as a priority;

— a soft (in comparison with the «TUI») franchise;

— reliance on the largest air carriers — Aeroflot.

The firm network of sales offices is not large and geographically limited. It consists of 12 of its own and 15 franchise points in Moscow, St. Petersburg and Nizhny Novgorod.

T here is no entrance fee to the Sunrise Tour, and the whole advertising campaign is conducted centrally and for partners it is not connected with expenses, including catalogs and other information and advertising polygraphy. T he conditions for acquiring a Sunrise franchise vary depending on the qualification of the potential franchisee and, thus, are related to a particular trade.

T here is some dependence on the format of the potential office for a potential franchise (office, street retail, remoteness). U nlike «TUI», newcomers in the industry are accepted, but entering the network for them is an order of magnitude more expensive than for experienced travel agencies.

S o, monthly royalties vary from 1 to 20 thousand rubles. O n what «experience category» the franchise buyer will be credited with the franchising department, even the expenses of the partner for the office rushing office depend. Costs can be more or less compensated by the franchisor [4].

Thus, can conclude that, as a whole, entry into the franchise network seems to be the right step for most small agencies, including experienced owners.

In conclusion, I would like to note that the further development of the franchising system in tourist companies depends on how the management process between the sections of the franchising system, namely franchisor and franchisee, will be established.

To achieve full mutual understanding and strength of relations between the participants of the franchise network, it is necessary to continuously improve the organizational structure of management, on which the whole system depends. Focusing on travel companies, it should be noted that it is from the management of the relationship between the parent company-franchisor and franchisees that such factors as the quality of the services provided, the service, the relationship with consumers, and, accordingly, the final result-the profit-taking will depend.

Conclusion.

Thus, we can draw the following conclusions.

The globalization of the hotel industry generates a lot of specific problems for this branch of entrepreneurship. Experts predict the strengthening of global phenomena in the hospitality sphere, which are reflected in the change in the legal status of hotels, the decrease in prices for placement services, industry segmentation and consolidation of franchising companies as the most promising in the hospitality industry.

Orientation to the development of franchising in these conditions will force franchise companies to develop an effective long-term strategy based on an analysis of the effect of exacerbating the problem of the influence on the hotel business of associate members of the chain and to form an effective mechanism for the franchise agreement participants to maximize the benefits and minimize the costs of both parties.

It follows that the development of franchising relationships, apart from, of course, a positive impact on the activities of small and medium-sized businesses, entails potentially dangerous phenomena. Since these relations are one of the tools for concentrating the production of hotel services, therefore, they affect the level of competition of the relevant market segment.

Positive trends in the development of franchising in Russia are obvious — the franchise points annually become larger by 25%. Interest in franchising business models from young entrepreneurs is growing — they are the most active participants of the RAF’s regional franchising development program.

Undoubtedly, the two most important factors determining the development of franchise in tourism will be the revival of the Russian economy, as well as an increase in the number of tourist companies and an increase in competition among them. This is aimed at further popularization of this business model on the ground and promotion of leading concepts.

List of references.

Business bazaar. [Electronic version]: www.delovoybazar.ru. (Date of circulation: 04.

05.2018).

Katz R.B. Franchising: building an enterprise, accounting, legal aspects. — Moscow: GrossMedia, 2011. — 134 sec.

Percy V. Branding. — St. Petersburg: Peter, 2005. — p.

117.

Tynel A., Funk Ya., Khvaley V. Course of international trade law. — Minsk: Amalfea, 2003. — p.

251.

Sheinin E.Ya. Entrepreneurship and business. — Rostov of the n. / D: Phoenix, 2002.

Russian Franchise Association (RAF). [Electronic version]:

http://ru.rusfranch.ru/activities/activities strategy / draft documents.php. (Date of circulation: 04.

05.2018).