Negotiable tour plan. Tour planning. Contract plan. Technological map of the tourist route

Control questions
1. What organizations and enterprises are involved in serving tourists on tour?

2. What is the extent of the tour operator’s responsibility for serving tourists along the tour route?
3. What points should you pay attention to when choosing a service provider?
4. What is the comprehensive suitability of the services offered to a specific client?
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Practical tasks
Receptive tour rating
1. Identify service providers for organizing ski and congress tours. Motivate your developments with the requirements for servicing these categories of tourists.
2. Imagine that your company organizes tours around Moscow.
Name the service providers for your company from the following tours:
A. Russian porcelain.
B. Business tour to Moscow.
B. Folk crafts of Russia.
G. Getting to know Russian cuisine in Moscow.
Sample tour programs:
Programs A and B are presented in the text of the previous section (“Service Program”).
B - accommodation in middle-class hotels, meals in restaurants at the hotel and in restaurants along the route on country excursions; excursions: sightseeing tour of Moscow, to the Moscow Kremlin with visits to cathedrals,
Moscow metro, walk along the evening Arbat, Museum of Folk Art, visit to an art exhibition; out-of-town excursions: Center of Russian Ceramics in the village. Gzhel,
Trinity-Sergius Lavra and Toy Museum, sightseeing tour of Rostov the Great with a visit to the Enamel Museum.
In Moscow, as a leisure activity, visit a concert. One night in Rostov the Great.
G - accommodation in first class hotels, meals in Moscow restaurants that give an idea of Russian cuisine; excursions: sightseeing tour of Moscow, Moskovsky

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the Kremlin with a visit to cathedrals, to the Novodevichy Convent; a walk along the evening Arbat; boat tour
Moscow River (summer), walk along Moscow boulevards; visiting the Moscow vernissage; excursion to Sergiev
Posad with a visit to the Trinity Lavra of St. Sergius. In their free time from excursions, tourists are offered classes in Russian cooking, shopping, dinner with tasting at the Slavic Bazaar restaurant and a farewell dinner at a Russian restaurant.
45 3. About the responsibility of an initiative tour operator.
Clients approached the proactive tour operator who sent tourists to Egypt with a complaint. While in Egypt they bought from an official partner
(Egyptian receptive tour operator) an additional excursion to the coral reefs. The trip was organized in violation of basic safety standards. The boat, designed for 10 passengers, took 30 on board. As a result, there were not enough seats for everyone. To admire coral reefs, in the open sea, tourists were offered to swim with a mask. At the same time, no one even gave instructions or asked if everyone knew how to swim. No one made sure that the swimmers did not get hit by the boats maneuvering nearby. As a result, they forgot one tourist and returned for him only an hour later, one client was bitten by a moray eel, and there was no first aid kit on board. Is the proactive tour operator who sent a group of tourists to Egypt responsible to the tourists for this additional excursion?
1.8. Tour planning. Contract plan
Before making a decision to organize tours to a new destination, a travel company conducts marketing research. It is necessary to identify the needs, priorities of consumers, and demand trends. This will help create a tour package in such a way as to more fully satisfy all the needs of the buyer (tourist). These

Especially for the 1bitt.ru library, the Word version of the research also helps to correctly direct the course of planning tours and conducting a contractual campaign with service providers.
Preparatory work begins two years or more before the first departure of tourists along a new route, according to a new program or to a new country.
In table 1.4 shows a typical timeline for a new summer tour rating program of an initiative tour operator
The usual scale of the current tour operator rating program can be presented using the example of a receptive tour operator (Table 1.5).
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Relationships with partner service providers are formalized in contractual form (by concluding agreements). Each year of work (or other working period) is preceded by a contract campaign, during which contracts are concluded. Before the contract campaign, a contract plan is usually drawn up, which includes the following sections:

partner's name;

main subject of the contract;

contract time;

terms of contracts;

special information.

Word version especially for the 1bitt.ru library

Word version especially for the 1bitt.ru library
This plan allows you to draw a real picture - a diagram of the actions of the employees of the travel company to provide services on the tour. The composition of the contractual plan depends on the type of tour and the expected services. For several types of tours, separate subplans are initially drawn up for each type of tour, and then a consolidated plan is drawn up, where partners are grouped according to the terms of the conclusion of contracts or on a geographical basis. Before drawing up a contractual plan, it is necessary to clearly understand the intended partners, and also be prepared to conclude contracts at the negotiation stage.
49
When developing a contractual campaign in the long term, travel companies widely use various reference and information collections related to tourism and hotels. Directories of travel agencies, hotel and restaurant businesses, published by international tourism organizations, include information on the possibilities of organizing holidays and travel, accommodation and hotel services, indicating the main types of services provided to tourists. National, local and corporate directories are also published regularly. Guidebooks, directories of routes, attractions, calendars of local events, i.e. everything that is used in organizing tours and service programs is

Especially for the 1bitt.ru library, a Word version of literature that tour operators use when developing new routes and drawing up a contract plan.
Control questions
1. How are relationships with partners - service providers - formalized?
2. What sections does the contract plan include? What determines the composition of a tour operator’s contract plan?
3. Provide a typical timeline for a summer tour operating program
Practical tasks
1. Your travel company is developing a new hobby tour
“Russian porcelain” for 6 days. The service program for this tour is given in the assignment of the previous chapter of the textbook. Duration of the tour - all year round.
Your task is to draw up a contractual plan for the company to organize of this tour according to the following scheme:
2. You have been instructed to develop a new hobby tour “Folk Crafts of Russia” for the next year to receive foreign tourists. Tour route: Moscow - Rostov
Great for 6 days. The tour program is given in the practical task of the previous chapter. Tour duration: May - October. Meals - full board in the hotel restaurant, on the 4th, 5th and 6th days - meals along the route.
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3. Your travel company, located in Moscow, has an agreement with a foreign company to receive tourists on the “Bus” tour
- across Russia" along the route: St. Petersburg - Novgorod -

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Tver - Moscow (12 days). The program agreed with the foreign partner is as follows.
1st day:
Arrival of the group in St. Petersburg. Hotel accommodation Free time
Day 2:
Sightseeing tour of St. Petersburg with a visit
St. Isaac's Cathedral. Excursion to the Peter and Paul Fortress.
3rd day:
Country excursion to Petrodvorets. Visiting a theater or classical music concert.
4th day:
Excursion to the Hermitage. Free time.
Day 5:
Road to Novgorod. Sightseeing tour of Novgorod.
Day 6:
Excursion to the Novgorod Kremlin with a visit
Faceted Chamber.
Day 7:
Road to Tver.
Day 8:
Sightseeing tour of Tver. Excursion to the Museum of Tver Life.
Day 9:
Road to Moscow. Sightseeing tour of Moscow.
10th day:
Excursion to the Moscow Kremlin with visits to cathedrals.
Motor boat trip along the Moscow River.
Day 11:
Excursion to the Tretyakov Gallery. Excursion to
Novodevichy Convent.
12th day:
Visit to the Moscow vernissage. Departure of tourists late in the evening.
Accommodation: in double rooms of tourist class hotels.

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The duration of the tour is May - September.
Meals - full board.
Note: double program - route: Moscow - Tver -
Novgorod - St. Petersburg
Using the table form given in task 1, draw up a contractual plan with the service providers of this tour.
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1.9. Negotiations with service providers
The signing of contracts with service providers is preceded by negotiations. It is important to conduct them in such a way as to obtain the desired result - the necessary tourist product (product or service) good quality, the quantity you need and at the price you want.
You need to carefully prepare for negotiations with partners. It is necessary to analyze:
1. Circumstances of the negotiations
- what exactly do you need from a partner? To what extent? During what period? What additional things do you want from your partner? What is the price level for goods or services in the market? Are the requirements differentiated? Etc.
For example, in accordance with the existing schedule, upon prior reservation or confirmation, it is necessary to accommodate a group of tourists (30 people) with regular arrivals for 4 days, every week and all year round. Need accommodation services (hotel, hotel); transport (car rental, ordering railway and air tickets, etc.); sports and entertainment services (disco bar, golf, tennis, swimming pool, sauna, etc.). The price must correspond to the average market level minus a 10% discount for wholesale purchases (i.e. guaranteed occupancy), but not higher
Nth amount. The level of accommodation and service for the tourist (middle) class is not differentiated.
The composition of tourist groups is assumed to be homogeneous - middle class.
2. Ways to implement possible solutions
- you need to know who is doing what exactly and by when? How will one stage of the solution lead to the next? To what extent are the means of concluding a contract ready? Who prepares the draft agreement and group arrival schedule? How will issues regarding additional services be discussed?
Include them in the contract

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- immediately or not? Conditions are included in the text of the contract, and during the negotiations they are either excluded or supplemented.
3. “Portrait” of your negotiating partner
- How different is your partner’s goal from yours? On what parameters
(terms, level of service, range of services) will the partner’s strategy be based? Etc.
Using these recommendations, it is useful to create a plan for conducting negotiations before starting negotiations. This will help identify weaknesses in your position and find additional solutions. A negotiation plan will give you the opportunity to predict unexpected options for your partner's behavior and help you prepare in advance for alternative proposals and solutions.
In any negotiations it is important not only strategic approach, but also a psychological attitude. You have already prepared for negotiations, the result of which should be a contract for servicing tourists concluded with the service provider. The strategic plan is ready. Are you psychologically ready? Negotiations often failed only because the tone was taken incorrectly. To avoid this, experts tried to develop psychological rules of communication and negotiation.
Nine rules of a psychological approach to management
negotiations:
1. Attitudes (installations).
Identify the attitudes of your negotiating partner (his interests, values, goals) and use them in your counter-arguments, integrating them into the logic and fabric of his reasoning.
For example, skillfully remind your partner what benefits your cooperation with him will bring (full occupancy of the number of rooms, more complete use of the bus fleet, etc.).
2. You are the approach.
In any clash of opinions and conflicts, first clarify the intentions, expectations and fears of your

Especially for the library 1bitt.ru Word partner version. Express to him your interests and doubts, and then together with him look for solutions that best satisfy both parties.
Provide him with your guarantees of the deal, for example, a guarantee that the entire hotel room will be filled when organizing a congress, regardless of the number of participants arriving.
3. Tolerance
(tolerance for evaluating the actions of others). Do not express your assessment of the actions of another, but express only your feelings about these actions (for example, “Your words offend me,” etc.).
4. Open mind.
A different position, a different view is always a new facet, a new aspect, hidden from you. It is better not to refute someone else’s position, even if it is erroneous, but to accept it as new approach. Only after identifying all possible alternatives, you need to choose the best
53 of them But this requires, together with the negotiating partner, to agree on general criteria evaluation of alternatives. They can be common interests that can be found under any circumstances.
5 Relevance.
Remember that people behave according to what others expect of them. In psychology this is called
"Pygmalion effect". It is important for you to be significant
(referent) for the partner to have some influence on his decisions. Reference is the commodity we receive in exchange for our respect, demonstration of faith, trust and conformity to the image
"nice person"
6. Internality
(taking responsibility).
When explaining the reasons for any failures, do not blame everything on external circumstances and other people. Take personal responsibility for what happens.
The ability to accept blame and apologize is a characteristic of a mature personality. Moreover, this technique

Especially for the 1bitt.ru library, the Word version disarms and forces the partner, out of solidarity, to take the blame upon himself, because he is no less noble
7. Friendly position, or the position of an adult.
Remember that you will most likely achieve your goal without leaving the “equal” position. This is manifested in a calm, confident posture, gestures, tone of voice, and facial expression. Negotiators need to be respectful, confident, engaging and moderate - all of these qualities will lead to success in negotiations.
8. Ethics.
Don't humiliate a person's dignity. Lead fair play, do not allow deception. Avoid anything unethical.
Try to see yourself from the outside. This will help correct behavior and evaluate it from the standpoint of aesthetics and ethics.
9 Creative solution.
Avoid cliches and templates, look for non-standard solutions. Be original. You can use pre-developed templates for a non-standard approach in typical situations and questions.
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Any contract is a legal fact and document, and therefore always entails legal consequences. Therefore, it is important to prepare for concluding a contract in such a way as to take into account all possible options for the relationship, as well as force majeure circumstances, conditions of material and financial liability, validity periods and the possibility of premature cancellation or extension of the contract. All this must be recorded in the form of a written document (agreement, contract), certified by the signatures of the heads of the contracting companies and the seals of these companies. It is necessary to prepare schedules for the arrival of groups (for hotels), allocation of transport (for a motor transport enterprise), etc., indicating the dates, timing and number of tourists, as well as calculations or tariffs for the cost of services provided by levels and categories.

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Control questions
1. How should you prepare for a negotiated campaign?
2. Name nine rules of the psychological approach to negotiations.
3. What is a contract and how is it drawn up?
4. Name the necessary attachments to the tour operator’s agreement with service providers.
Practical tasks
1. Take one of the service providers (hotel, transport company) from the ones you developed during the previous practical tasks tours and make a plan for negotiating with him.
Analyze the circumstances of the negotiations, ways to implement possible solutions, and the “portrait” of your business partner, using the recommendations given in this chapter.
2. Predict the possible arguments of your negotiating partner and, using the rules of the psychological approach, prepare counterarguments that can convince him to accept your proposals.
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1.10. Concluding agreements with suppliers
services. Agreement between tour operators.
Once the destinations, the number of people in the groups and the dates of their arrivals have been established, the stage of signing agreements and contracts begins in the process of negotiations with hotels, airlines and other service providers.
A contract (agreement) is necessary to regulate the obligations and responsibilities of the parties, in particular in situations where hotel rooms, airplane seats remain unsold, or in cases where charter flights are canceled, so that

Especially for the library 1bitt.ru version of Word, provide a system of sanctions and fines for everyone specific case.
Properly organized contractual work of a tour operator helps him not to become dependent on the activities of various service providers. Large tour operators usually sign long-term contracts with hotels for a certain number of rooms or to ensure the hotel is fully occupied, which gives them low prices, but poses some risk to the hotel owner (he may lose money during periods of high inflation). There is also a risk for the tour operator (he will lose money if not all tours are sold).
Small or specialized tour operators selling special, independent, inclusive tours may have free sales agreements with hotels
(or sales report) in which hotels agree to guarantee accommodation for the maximum number of tourists. Such agreements can be quite suitable for small tourism programs, but they have a significant disadvantage in that sometimes hotel owners retain the right to close a certain date.
Contractual relationships in tourism are regulated by the norms of international and national civil law.

Tour planning There is a stage of cyclical activity of a tour operator, as a result of which, from an unspecified tour project, the tour itself is formed directly, as a set of tourist services of various tourism infrastructure enterprises, compared in time, place, sequence, quality and cost, ready to promote it on the tourist market.

The result of tour planning is a tour package as a type of service that meets the following requirements: validity (the tour package meets certain tour goals); reliability and safety; integrity (absence of unplanned inconsistencies); ease of operation; flexibility and ability to modify; attractiveness.

Based on the goals of tour planning, its main stages can be distinguished: a) determining the work scheme of the tour operator when organizing the planned tour; b) identification of tourism service providers and preparation of the contractual basis for the tour; c) tour pricing based on the market position of the tour and price offers from tourism service providers.

The choice of a tour operator’s work scheme for the implementation of a tour depends primarily on the type of tour operator (outgoing, incoming and insider). Outgoing as the most complex look tour operating, implies the possibility of two schemes for organizing tours: 1) direct contact with service providers; 2) organization of tours with the participation of intermediaries - meet-companies.

Direct organization of tours involves contacting the outgoing tour operator with all suppliers of tourism services: carriers, accommodation facilities, catering establishments, excursion bureaus, leisure and entertainment organizations, etc. For direct organization of tours, it is necessary: excellent knowledge of tour operator employees about the specifics of the work of tourism service providers; personal connections of the tour operator with tourism service providers; possession foreign languages; availability of legal translation options Money abroad.

The positive features of this scheme for organizing the work of an outgoing tour operator are: a) the possibility of concluding profitable contracts with suppliers of tourism services; b) the direct responsibility of the tour operator for the quality of the services it sells; c) no need to overpay for intermediary services.

However, this type of activity also has obvious disadvantages [D. S. Ushakov, 2008]:

the need to own a colossal information base and the need to maintain a large staff of workers;
the need for business trips to the destination, which increases the costs of the tour operator;
necessity international transfers cash, which leads to increased taxes and decreased profits;
the need to take into account the operating hours of enterprises providing tourism services;
a rather small percentage of cases won in claims of a tour operator against tourism service providers;
the need for high costs in organizing tours;
lack of guarantee that rooms purchased by the operator as a block or hotel lease are not successfully sold locally by the hotelier.

The indirect organization of foreign trips differs from the direct one by the appearance in the relationship between the domestic outgoing tour operator and foreign suppliers of tourism services of a certain intermediary called a meet-company. A meet-company is a foreign incoming tour operator specializing in receiving tourists from the country of the outgoing tour operator. The meet-company's work is based on offering a full package of ground services. At the same time, the work of an outgoing tour operator comes down only to organizing the delivery of tourists from home to a vacation spot and back and working with the receiving tour operator.

The advantages of organizing the work of a tour operator through the services of meet companies include:

current information on offers from hoteliers, which greatly facilitates the work of the sending tour operator;
working with a meet company, which promises significantly lower costs than direct organization of tours;
determination of a single person responsible for the quality provision of meet-company services paid for by the operator;
economic benefit - the opportunity to purchase ground handling services from large foreign host tour operators, who have significant discounts from owners of accommodation facilities;
simplification or significant facilitation of the procedure for international currency transfers, since there is no need to pay each tourist service provider separately.

The disadvantages of cooperation between sending tour operators and receiving ones when organizing foreign tours are considered to be the rise in cost of services offered by providers. However, incoming tour operators try to avoid problems of this kind, since they have closer contacts and relationships with service providers than outgoing tour operators.

However, the intermediary type of relationship is most common in domestic practice. This type of work scheme is used by most small tour operators, as well as operators working with a large number of mass and popular destinations. The scheme of direct organization of tours is typical for large tour operators working on individual destinations.

In table 5.1 defines the characteristics of the activities of operators most suitable for the use of direct and intermediary schemes for organizing Russian international outbound tourism.

The presence of two schemes for organizing tours is typical only for outgoing tour operators. In cases of insider or incoming, you can also resort to the services of some kind of intermediary. For example, as in the case of outgoing, you can purchase ground services from another tour operator, and organize the delivery of tourists to their destination and back by the operator itself. However, due to the specifics of Russian Table 5.1.Characteristics of the activities of a Russian sending tour operator [D. S. Ushakov, 2008]

Options
Options	Working with meet companies	Direct operation scheme
Sales volumes	Small, medium	Large, the tour operator has the market and financial capabilities to conclude profitable contracts with foreign hoteliers and carriers
Job profile	Massive and popular destinations and types of tours, forcing foreign meet-companies to “speak” Russian and have representative offices in Russia	There are two options: 1. Individual tours or exclusive destinations, offering “ground service” for which foreign meet-companies do not consider a profitable and promising business (therefore they do not have representative offices in Russia). 2. Mass destinations and group tours, the operator’s availability of market and financial opportunities for direct work with foreign service providers
Range proposed	Wide (several resorts or destinations) and deep (many accommodation facilities in one destination)	Narrow (one or two destinations) and small (small selection of accommodation facilities), allowing you to concentrate your efforts on working with a small number of foreign travel service providers
Market segment	Large segment range, lack of narrow market specialization	Limited focus group, narrow specialization, dictated by a small number of offered tours, destinations and accommodation facilities
Staff		Large, fluent in foreign languages, with work experience and excellent knowledge of the direction. Tour operating activities are very broad - from hotels to visa support. Availability of a representative in holiday destinations
Experience in the market	Little or no	Vast experience, knowledge of trends, popularity among consumers of a certain narrow focus group
Minimum financial capabilities	Availability of necessary funds to organize a charter program	Availability of financial opportunities for business trips, purchasing blocks of seats in hotels, on charter flights

End of table. 5.1

Options	Characteristics of the activities of a Russian sending tour operator
Options	Working with meet companies	Direct operation scheme
Perils ahead	Lobbying the interests of a meet-company, complete uncertainty at the resort (even if the operator leases the entire aircraft)	The economic benefit of direct organization of tours is achieved only if the operator directly buys seats (on different conditions) in foreign hotels, reserves vehicles. It has an effectively functioning representative office at a foreign resort. Narrow assortment and excessive dependence on the consumer
Prospects	An ordinary operator, but there are opportunities to achieve an increased commission or more preferential terms of cooperation with a meet-company

Russian tourist market, domestic insider and insider tour operators do not always use the services of colleagues when organizing their tours. Therefore, to a greater extent, tour operators of domestic and inbound Russian destinations are characterized by a direct scheme for organizing tours.

Drawing up a contractual tour plan. Before deciding to organize tours to a new destination, the tour operator conducts market research. This will help to formulate a tour package in such a way as to most fully satisfy all the buyer’s needs. These studies also help to properly guide the course of planning tours and conducting a contractual campaign with service providers. Preparatory work begins two years or more before the first departure of tourists along a new route, according to a new program or to a new country.

In table Figure 5.2 shows a typical timeline for a new summer program proactive tour operator.

After identifying suppliers, based on the objectives of the planned tour, the needs of the focus group members, the level

Table 5.2.[E. N. Ilyina, 2008]

Activities			Specific types of work
Research work - planning	First year (two years before the tour is introduced)	June August	Marketing research; study of economic factors influencing the future development of package tours
		September - December	Establishing the likely choice of reception sites
Planning - negotiations	Second year		Second stage of marketing: comprehensive comparisons of alternative destinations, their selection
		February March	Deciding on the destination, hotels, their capacity, duration of the tour, start of the season, departure dates; making decisions on the size and design of brochures, booklets, their circulation, and the deadline for their availability
		April May	Announcement of a competition for the design of brochures and booklets; negotiations with airlines about charter flights; negotiations with hotels, transfer service, excursion organizations
Work on training staff and booklets	Second year		Preparation of contracts with service providers; preparation and printing of advance copies of booklets and brochures; working with catalog illustrations; early developments text; work in a design studio and design proposals
		July August	Production of booklets and catalogues; tour sales price estimate
		September October	Training of reservation employees; calculation of the final price of the tour (for printing); receiving ready-made booklets and catalogues; creation of reservation systems
Promotion	Third year	January March	Distribution of printed brochures on the market; initial sales promotion; first public advertising of the tour in the media

		April May	First departure on the new tour

Table 5.3.Timeline for the new initiative tour operator program[E. N. Ilyina, 2008]

Activities			Specific types of work
Planning - negotiations	First year (previous planned)	November December	Negotiations with existing service providers and new ones selected for the planned year; preparation for printing of a new signal booklet or catalog
Contract campaign. Update and reissue of booklets and catalogs	Second year (planned)	January February	Drawing up contracts with service providers; printing a booklet or catalog
		February March	Booklet/catalog printed; service systems have been formed
Promotion	Second year	March, April	Distribution of booklets and catalogs among sales partners; sales promotion; advertising in the media; sale; preparation and appointment of guides, instructors, animators, etc.
		April May	Beginning of the season and tourist services along the route

competition in the market, the experience and capabilities of the tour operator, the contractual base and personal connections of the tour operators, the financial capabilities of the operator, the tour operator makes a decision on possible schemes of mutual cooperation in organizing the tour with the suppliers identified by it. Examples of such schemes are presented in table. 5.4.

Relationships with partners - service providers are formalized in contractual form (by concluding agreements). Each year of work is preceded by a contractual campaign, during which contracts are concluded. Before a contractual campaign is usually drawn up contract plan, including the following sections: name of the partner; main subject of the contract; contract time; terms of contracts; special information.

Travel service provider	Possible schemes for mutual work with a tour operator
Meet company	1. One-time applications. 2. Quotas. 3. Tourist credit
Airline	1. Sale of tickets for regular flights. 2. Organization of a charter flight. 3. Organization of charter programs. 4. Sole or equity participation in charter programs
	1. Hotel rental. 2. Purchase of a block of seats on a commitment basis. 3. Purchase of a block of seats on elotment terms. 4. Irrevocable reservation. 5. Priority booking. 6. Quotas. 7. Work on conditions of increased commission. 8. Work on the terms of a standard commission for one-time applications
Railway	1. Sale of individual and group train tickets. 2. Formation of special tourist and excursion trains. 3. Rent of trailer cars
Shipowner	1. Sole or shared freight of the vessel
Automobile enterprise	1. Sole or shared bus rental
Excursion organization	1. Organization of individual excursions. 2. Organization of group excursions. 3. Organization of excursions using your own transport. 4. Organization of excursions on rented transport

required services. For several types of tours, separate subplans are initially drawn up for each type of tour, and then a consolidated plan, where partners are grouped according to the terms of the conclusion of contracts or on a geographical basis. Before drawing up a contractual plan, it is necessary to clearly understand the intended partners, and also be prepared to conclude contracts at the negotiation stage.

The essential details of contracts with service providers are:

full name, form of ownership, legal and actual addresses, bank details and contact numbers of the parties;
place and time of concluding a cooperation agreement;
subject of the agreement (brief disclosure of the parties’ goals);
terms of the contract - a detailed description of the schemes for further cooperation (forms of work, document flow, payment forms, deadlines for submitting applications and their confirmation, forms for reconciling completed work, etc.);
rights and obligations of the parties;
the total cost of the contract, the procedure and terms of final payment;
liability of the parties;
identification of contact and responsible persons;
force majeure;
duration of the contract and conditions for extending its validity;
seals and signatures of the parties.

Agreements between the tour operator and service providers are signed in at least two copies that have equal legal force. An agreement with a foreign supplier of tourism services is concluded in two languages with the possibility of using parallel translation in the text of the contract. The tour operator must have contracts with all tourism service providers. Otherwise, certification of the quality of this tour by the relevant state authorities may be refused.

In the long-term development of a contractual campaign, tour operators widely use various reference and information collections of tourist and hotel orientation. Directories of travel agencies, hotels, restaurants, published by international tourism organizations, include information on the possibilities of organizing recreation and travel, accommodation and hotel services, indicating the main types of services provided to tourists. National, local and corporate directories are also published regularly. Guidebooks, directories of routes, attractions, calendars of local events, i.e. everything that is used in organizing tours and service programs, is the literature that tour operators use when developing new routes and drawing up a contractual plan.

Before deciding to organize tours to a new destination, a travel company conducts marketing research. It is necessary to identify the needs, priorities of consumers, and demand trends. This will help to formulate a tour package in such a way as to more fully satisfy all the needs of the buyer (tourist). These studies also help to properly guide the course of planning tours and conducting a contractual campaign with service providers.

Preparatory work begins two years or more before the first departure of tourists along a new route, according to a new program or to a new country.

In table Figure 1.4 shows a typical timeline for a new summer tour rating program of an initiative tour operator.

Relationships with partners - service providers are formalized in contractual form (by concluding agreements). Each year of work (or other working period) is preceded by a contractual campaign, during which contracts are concluded. Before a contractual campaign, a contractual plan is usually drawn up, which includes the following sections:

Partner name;

The main subject of the contract;

Contract time;

Terms of concluding contracts;

Special information.

This plan allows you to draw a real picture - a diagram of the actions of the employees of the travel company to provide services on the tour. The composition of the contractual plan depends on the type of tour and the expected services. For several types of tours, separate subplans are initially drawn up for each type of tour, and then a consolidated plan is drawn up, where partners are grouped according to the terms of the conclusion of contracts or on a geographical basis. Before drawing up a contractual plan, it is necessary to clearly understand the intended partners, and also be prepared to conclude contracts at the negotiation stage.

When developing a contractual campaign in the long term, travel companies widely use various reference and information collections related to tourism and hotels. Directories of travel agencies, hotel and restaurant business, published by international tourism organizations, include information on the possibilities of organizing recreation and travel, accommodation and hotel services, indicating the main types of services provided to tourists. National, local and corporate directories are also published regularly. Guides, directories of routes, attractions, calendars of local events, i.e. everything that is used in organizing tours and service programs is literature that tour operators use when developing new routes and drawing up a contractual plan.

Requirements for the Organization's business plan

United Nations Industrial Development Organization (UNIDO)
Business plan structure according to the UNIDO standard

One of the organizations offering standards for business planning is the United Nations Industrial Development Organization (UNIDO), an organization fighting for global prosperity by supporting the industrial development of developing countries and countries with economies in transition (www.unido.org).

received greatest distribution in Russia is the methodology of the United Nations Industrial Development Organization (the so-called UNIDO methodology). The approach to constructing a standard business plan, proposed by UNIDO experts, allows the specialist creating this document not to miss significant points in the description of the current or planned activities of the enterprise and present the results in a form most suitable for perception by Western financiers. While not, in essence, its own dogma, this methodology serves as a unified base, a kind of universal language that allows specialists in the field of investment design to communicate with each other, financial analysis, managers of companies from around the world. Most known on this moment computer systems for business planning are based on UNIDO methodology.
Based on the standards of the United Nations Industrial Development Organization (UNIDO), a business plan should consist of the following parts:

Front page
Summary
Description of the enterprise and industry
Description of products (services)
Marketing and sales of products (services)
Production plan
Organizational plan
Financial plan
Project focus and effectiveness
Risks and guarantees
Applications

FRONT PAGE

The title page of the business plan contains the following data (company name, company address, company phone number, name, status, addresses, phone numbers of owners, confidentiality of reporting, month and year of compilation of the business plan, names of the compilers). These provisions are necessary for safety and are very important to the company. A paragraph describing the company and the nature of the business. Need for financing. The company can draw up its proposals for an “investment portfolio” - stocks, bonds, loans, etc. Meanwhile, many lenders prefer to form this portfolio themselves.

SUMMARY

This part is a concise and clear summary of the business plan. It contains the business's goals and strategy, highlights the uniqueness of the product or service, and persuades the lender to read the business plan from start to finish. A serious lender receives dozens of these business plans every week and has more materials than he can read. Therefore, the lender needs a summary to decide whether it is worth reading the entire business plan as a whole.

It is also important to note that the lender may not need to read the entire business plan to determine the amount of investment required. Thus, the executive summary should cover in a concise and compelling manner the key points of the business plan: the company's financial needs, market potential and opportunities to obtain this support.
The executive summary should clearly highlight the reasons why someone should invest in the company. The resume includes from 1 to 4 pages of text and is written after all other sections of the business plan have been drawn up.

DESCRIPTION OF THE ENTERPRISE AND INDUSTRY

This section describes:

General information about the company

Financial and economic indicators of the enterprise’s activities

Management structure and personnel composition

Areas of activity, products, achievements and prospects

Branch of the economy and its prospects

Partnerships and social activity

DESCRIPTION OF PRODUCTS (SERVICES)

Any investment project requires a visual representation of the product or product produced using your technology. It is best if it is a natural sample, photograph or drawing.

The business plan provides a description separately for each type of product.

MARKETING ANALYSIS, STRATEGY AND SALES OF PRODUCTS (SERVICES)

This section of the business plan should be considered especially carefully and carefully. Marketing analysis should, whenever possible, focus on plausible, related and comparable information.

This section should demonstrate the company's capabilities in target markets. Success in a product's ability to enter the market is no less important than the development of the product itself.
When presenting a marketing strategy, the following questions should be discussed. Buyers are divided into wholesale buyers, retailers, and end consumers.
Consumers are characterized by industry, location (if they are enterprises) or age, gender, etc. (if they are population). Among the consumer characteristics of the product are ( appearance, purpose, price, strength, service life, safety of use, etc.).

PRODUCTION PLAN

This section provides general information about the enterprise, calculation of production costs for the planned sales volume, direct (variable) and total (fixed) costs of production, calculation of production costs, estimates of current production costs.

It describes the existing and proposed procedures and facilities required by the company for the products produced or services provided. If the company is a manufacturing company, then it is necessary production plan. This plan must completely describe the production process. Operational plans should be outlined for different stages, for example, when creating a new product, the preliminary stage of production, marketing development, the first mass production of a product. Moreover, a description of production facilities, personnel (by category), sources of raw materials and components, as well as a downstream service strategy should also be included.
If parts of the manufacturing process (or the entire process) are to be outsourced, a description of all subcontractors should be included, indicating their location, the considerations that led to their selection, costs, and any contracts awarded. This section should also contain a description of the premises, machinery and equipment required for production, information about suppliers of raw materials and components (addresses and conditions, production costs and all future costs for equipment).
If we are talking about a business plan not for a manufacturer, but for a trading or service enterprise, this section should describe the processes of purchasing goods, storing and controlling inventories.

MANAGEMENT AND ORGANIZATIONAL PLAN

This section explains how the leadership team is organized and describes the primary role of each member. Project management team (leading specialists, legal support, available or possible support and benefits, organizational structure and project implementation schedule, mechanism for supporting and motivating leading managers).

This section describes the organization's structure and key management personnel. First, the form of ownership must be described (partnership, Joint-Stock Company etc.). If the business is a corporation, then it is important to include information about the shares issued, the names, addresses and employment records of the directors and key employees of the company. It is also useful to draw up a diagram of the organization with designated levels of responsibility for members of the organization.
The lender invests in people who can successfully manage the company's operations. Therefore, a potential lender will closely examine the management team.
The analysis of employees should contain names by function or department for a certain period of time. The team must have experience and knowledge in the most important areas of management (development and implementation, marketing and sales, production and finance).
This section of the business plan should introduce the members of the management team, detailing their stages of growth. Detailed service records must be included in the application. The persons standing behind them should also be described. Each owner should also be given information about their capabilities and responsibilities. A description should be given (personnel, distribution of functions, qualification analysis, salary, responsibilities of all employees). Such an analysis will not only allow managers to better plan personnel policies, but will also demonstrate to a potential lender the sensitivity of the business plan to the important issue of hiring key employees.

FINANCIAL PLAN

The purpose of the section is to show the main points from the mass of financial data. Here standards for financial and economic calculations are given, direct and fixed costs for production of products (calculation of product costs, cost estimates for project implementation, needs and sources of financing, calculation of a table of expenses and income, real money flow (cash flow), forecast balance).

The financial plan, as well as the marketing, production and organizational plans, is an important part of the business plan. It determines the potential investments that are needed for the business and whether the business plan is economically feasible.
More detailed information This section is outlined in our booklet, which can be downloaded here or from the link at the bottom of the page.

DIRECTION AND EFFECTIVENESS OF THE PROJECT

The section indicates the focus and significance of the project, indicators of the effectiveness of its implementation, and analyzes the sensitivity of the project.

RISKS AND GUARANTEES

Business risks and possible force majeure circumstances are shown, and guarantees for the return of funds to the lender are provided.

Each business activity is associated with certain risks associated with the characteristics of the industry, competitors, as well as the general political and economic situation of the country.
The business plan examines and describes the challenges in the next 2-5 years. It is important that the manager identifies potential risks and prepares an effective strategy to combat them.
This section should address critical risks and potential problems that may hinder the implementation of the company's proposed strategies.

APPENDIX (SUPPORTING DOCUMENTS)

Applications help relieve the main text from details and provide the potential lender with additional visual materials:

confirming and disclosing information about the enterprise (copies of the registration certificate, charter and constituent agreement of the enterprise, existing licenses and certificates, honorary diplomas and certificates, copies of press materials about the activities of the enterprise, reviews from customers and business partners joint activities etc.) characterizing the product (photo, picture, drawing, patent, reviews, test results and product certification, other information)

confirming the demand for products (marketing research materials, comparative data on competitors, contracts, protocols of intent and applications for the supply of products) showing production capabilities (photos of the enterprise, its leading sites, equipment, copies of production certification documents, etc.)

revealing the organizational and legal readiness of the project (diagram of the organizational structure, mechanism for project implementation, extracts from regulatory documents, etc.)

justifying financial and economic calculations (calculations, tables, etc.)

confirming the reality of risk prevention measures, neutralizing force majeure circumstances and the reality of loan repayment guarantees (letters of guarantee, contracts, composition and value of collateral, extracts from legislative and regulatory documents, other materials) confirming the focus, significance (scale) and effectiveness of the project (decisions, programs, plans, acts, letters, reviews, etc.)
Letters from customers, distributors or contractors are examples of information that should be included in applications. The application should also include secondary data as well as research data used to support the business plan. Leases, contracts, and other types of agreements may also be included. Finally, supplier and competitor pricing sheets can be included in the appendices.

Tour planning. Contract plan

Preparatory work begins two years or more before the first departure of tourists along a new route, according to a new program or to a new country.

* name of the partner;

* main subject of the contract;

* contract time;

* terms of concluding contracts;

* special information.

This plan allows you to draw a real picture - a diagram of the actions of the employees of the travel company to provide services on the tour. The composition of the contractual plan depends on the type of tour and the expected services. For several types of tours, separate subplans are initially drawn up for each type of tour, and then a consolidated plan is drawn up, where partners are grouped according to the terms of the conclusion of contracts or on a geographical basis. Before drawing up a contractual plan, it is necessary to clearly understand the intended partners, as well as be ready to conclude agreements at the negotiation stage.

When developing a contractual campaign in the long term, travel companies widely use various reference and information collections related to tourism and hotels. Directories of travel agencies, hotel and restaurant business, published by international tourism organizations, include information on the possibilities of organizing recreation and travel, accommodation and hotel services, indicating the main types of services provided to tourists. National, local and corporate directories are also published regularly. Guidebooks, directories of routes, attractions, calendars of local events, i.e. everything that is used in organizing tours and service programs, is the literature that tour operators use when developing new routes and drawing up a contractual plan.

Specifics of concluding contracts with service providers

Once the destinations, the number of people in the groups and the dates of their arrivals have been established, the stage of signing agreements and contracts begins in the process of negotiations with hotels, airlines and other service providers.

A contract (agreement) is necessary to regulate the duties and responsibilities of the parties, in particular in situations where hotel rooms, airplane seats remain unsold, or in cases where charter flights are canceled, in order to provide for a system of sanctions and fines for each specific case.

Contractual relationships in tourism are regulated by the norms of international and national civil law.

On the international level such relations are regulated by the following basic documents:

* International Convention according to the travel contract adopted on October 22, 1970 by the General Assembly of the World Federation of Travel Agents Associations (FATAA);

* Regulations on tourist contracts and exchanges adopted at the Vienna Meeting of States Parties of the Security Council of the Council of Europe (CSCE) in 1992;

* Agreement on the unification of basic rules for international air transport (Warsaw Convention), adopted on October 12, 1929, as amended and supplemented in 1955 and 1975;

* Geneva Convention on the international road transport of passengers and luggage, adopted in Brussels in 1967

* Resolution of the Interparliamentary Assembly of the CIS Member States “On the basic principles of cooperation of the CIS Member States in the field of tourism” dated October 1996, etc.

On national level contractual relations in the field of tourism are regulated by the following legal acts:

* Civil Code Russian Federation(parts 1 and 2 dated October 1, 1994 and December 22, 1995, respectively);

* Federal law dated November 24, 1996 “On the fundamentals of tourism activities in the Russian Federation”;

* Code of Labor Laws of the Russian Federation dated September 15, 1992 No. 3543-1, with additions and amendments as of March 17, 1997;

* Resolution of the Ministry of Labor of the Russian Federation dated July 14, 1993 No. 135 “On approval of Recommendations for concluding an employment agreement (contract) in writing and a sample form of an employment agreement (contract).”

In the practice of trade in tourism services, tour operators are divided into directing (or proactive, organizing foreign tours) and receiving (or receptive). An proactive tour operator does not always contact service providers directly. He enters into an agreement with the host tour operator, who provides him with a full range of services at the reception.

Let's consider the features of concluding agreements between a receptive tour operator and service providers and an agreement between receptive and proactive tour operators.

Agreements with receptive care service providerstour operator

Agreements with service providers are drawn up on the basis of a standard agreement, including issues related to the service of tourists and the relationship of partners (supplier and tour operator).

All relationships with partners - service providers for tourist services along the tour route are formalized by concluding written agreements (contracts). They can have a standard form of a purchase and sale agreement, or a commission agreement, or an exchange agreement (for non-currency exchange by tourist groups).

The main provisions of contracts with service providers are similar to the provisions of a standard contract: the subject of the contract, basic conditions, rights and obligations of the service provider, rights and obligations of the tour operator, liability of the parties, force majeure, legal addresses and details of partners.

An agreement is considered concluded when an agreement is reached between the parties in the appropriate form on all its essential terms. Essential are the conditions regarding the subject of the contract that are recognized as essential by law or are necessary for contracts of this type, as well as those conditions regarding which, at the request of one of the parties, an agreement must be reached. Thus, the parties have the right to establish the terms of the contract at their own discretion, since each case has its own specifics, depending on the characteristics of the provision of services to tourists and the relationship of the contracting parties. The only exceptions are those cases when the content of the relevant condition is prescribed (or prohibited) by law.

1.Agreement with a hotel company

In international practice, agreements and documents regulating the relationship of hotel enterprises with travel agents and tour operators are known and widely used. One of them is the Hotel Convention of 1970, developed under the auspices of the International Hotel Association and the World Federation of Travel Agency Associations. The Convention defines the obligations of the contracting parties, the scope of its application, the types of hotel contracts, general and special rules for their preparation, the amount of commissions and the procedure for payments, as well as the conditions for the cancellation of contracts. In 1979, a number of amendments were made to the Hotel Convention and it was called the “International Hotel Convention”, which since 1993 has become the code of relations between hotels and travel agencies (tour operators) and is used when including hotel contracts.

The Code obliges the hotel enterprise to provide accurate information on the category and location of the hotel, as well as on the quality of the services provided. It determines that a travel agent does not have the right to set prices for its clients higher than those established under the commission agreement. This also applies to the tour operator working with the hotel on the same terms. In this case, neither the travel agent, nor the tour operator, nor the hotel should disclose the price specified in the contract.

The documents regulating the relationship between the tourism business and hotel enterprises are: International Hotel Rules, approved by the Council of the International Hotel Association (02.11.81), and Interregional harmonization of hotel classification criteria based on classification standards, approved by the regional commissions of the WTO in 1989.

Although these documents are advisory in nature and not mandatory, they contain many provisions that are firmly established in the international practice of relations between the hotel business and the agency and operator business in tourism.

When organizing tours on the territory of Russia and in relationships with Russian hotel enterprises, you should also be guided by the Rules for the provision of hotel services in the Russian Federation, approved by Decree of the Government of the Russian Federation of April 25, 1997 No. 490.

Relations with hotel enterprises are determined mainly by the following agreements:

*An agreement on a quota of places with a guarantee of occupancy of 10-80%. Under such an agreement, the travel company receives from the hotel a certain number of places, which it is obliged to fill with tourists during the period specified in the contract. At the same time, it guarantees payment of 30-80% of the allocated quota of places, even if they are not used. The company has the right to cancel the rest of the quota within the established time frame. Under this agreement, the company receives prices for hotel rooms lower than regular rates.

*An agreement on a quota of places without a guarantee of filling. Under this agreement, the company does not undertake any guarantee of filling the quota of places allocated to it. Therefore, the usual rule of cancellation of places not used within the established time limits comes into force. The company pays the hotel at regular rates.

* Agreement on firm purchase of seats with full payment. Under such an agreement, the company guarantees the hotel full payment for the allocated quota of places, regardless of their filling. Under such conditions, the company negotiates lower prices for hotel accommodation than usual* Current booking agreement. This is the most typical agreement for travel companies, especially those that organize individual tourism. According to the agreement, the company does not receive any quota of places from the hotel. When a client contacts her, she sends a reservation request to the hotel and only upon receiving confirmation from her does she sell hotel services. With such an agreement, the usual rates for hotel beds apply. In addition, it is important to pay attention to guarantees, which partner - service provider is present to you (for example, does the hotel guarantee the promised accommodation). In relationships with service providers, it is necessary to provide (fix in the contract) a condition about the impossibility of a reverse price increase(prices can be increased only for unsold services) and work out a mechanism for fulfilling this condition. 2.Agreement withcatering establishment

Such an agreement is concluded with a separate catering establishment if the catering is organized outside the tourist accommodation facility and is not included in the contract with the hotel establishment. This may take place on route, thematic tours (meals along the way), etc. 3. Agreement with a motor transport company

4. Agreement with the airline (three vida-dog-r for a quota of seats on regular flights (hard and soft); -agency agreement with the airline; -charter (aircraft rental, reservations for small companies according to the scheme - hard, soft and combined blocks of seats). 5. Doctors with museums, excursion company, railway, etc.