Prospects for the development of small hotels using the example of a hotel. Problems and prospects for the development of small hotels

Annotation. The article analyzes the problems of the development of small hotels in modern conditions in Russia. The specific problems of creating and effectively operating small hotels are discussed here.

Key words: the main problem of the development of small hotels, hotel chains, access of small enterprises to financial resources, changes in market conditions, key tasks of the state, lack of funding, advanced training, various shapes partnerships, seasonality of small hotels, government procurement system, difficulties in obtaining permits, complexity of the taxation system for small businesses, effective dialogue.

The quantitative growth of hotel chains, their mergers and consolidations create the erroneous opinion that the variety of offers of middle-class hotels is decreasing. The spread of chains (due to some impersonality and standardization of service) cannot satisfy all the varied requirements of tourists, which prepares the ground for the further development of small independent hotels that rely on uniqueness and originality. It is these hotels that can be considered the prototypes of hotels of the 21st century: comfortable and offering services at a reasonable price, having everything necessary for work and leisure, without a restaurant (it is assumed that the restaurant is nearby), where clients can receive high-quality individual service. It is the uniqueness of a small hotel that is the main instrument of effective market policy in modern conditions.

To date, there are no strictly defined international or national standards classifying accommodation facilities by their volume. In practice, hotels are divided into four large categories: small hotels (up to 150 rooms), medium hotels (from 151 to 300 rooms), large hotels (from 301 to 600 rooms) and giant hotels (over 600 rooms). It should be noted that depending on the country, the numbers in brackets may vary significantly. Europe, with its tight borders and modest size, is a stark contrast to the megalomania of the United States, where no one will be surprised by the hotels with several thousand rooms crowded on the coast of Miami, Florida or Las Vegas.

A European small hotel, as a rule, has no more than 50 rooms, while its American counterpart with 150 rooms is also considered a very small establishment. In this regard, Russia is closer to Europe, although our country has also suffered from gigantomania in a pronounced form. Now in Russia a hotel with a capacity of 10 to 100 rooms is considered small (an accommodation facility that does not have 10 rooms is not considered a hotel in our country).

The main clients of small hotels are tourists and middle-class businessmen, whose stay in Moscow does not require the environment of prestigious international chains. Typically, these clients want moderate comfort, good food, cleanliness and safety, all of which they find in small hotels. Added to this reasonable prices and a special atmosphere of comfort that is difficult to create in hotel giants. Small hotels have another advantage over large hotels: they bring tourists as close as possible to the objects of display, since they are easier to integrate into the historical environment of the city.

However, having a small capacity, the hotel, accordingly, has low sales volumes. In addition, the share of variable costs in the turnover structure of such a hotel increases significantly, since with the existing volume of purchases it is difficult for it to achieve optimal prices for detergents, laundry services, etc. Small hotels face great difficulties in the personnel sector; the staff working here must be “multidisciplinary” for the hotel to remain profitable.

Foreign experience shows that small hotels, complementing large and medium-sized hotels, are economically less dependent on changes in market conditions hotel services and have the ability to quickly reorient prices. Uniting small hotels in chains with the establishment of uniform service standards and the centralized (through the hotel management company) provision of a number of services to hotels, including reservations, logistics, security, etc., significantly reduces management costs and increases profitability small hotel enterprises, especially taking into account the introduced administrative and economic mechanisms to support small businesses.

At the present stage of development of the domestic economy, the characteristics of which are determined by the transition to new forms of management and administration, the small hotel business, like all small businesses, continues to experience quite serious difficulties. Until now the situation is small hotel business in the overall structure of the country's hotel industry is somewhat contradictory. On the one hand, the role of small hotel businesses in the development of the economy of territories with a pronounced tourist specialization remains uncertain. In the absence of an effective measurement system, we can talk about the role of the small hotel business only as an important consumer, making significant purchases for its own production needs, a flexible manufacturer, promptly responding to changes in market conditions and giving the territory’s economy the necessary elasticity, a mass employer. These parameters characterize the on-farm aspect of the functioning of small hotels.

No less important is the problem of instability of small hotel business, generated by the uncertainty of the external environment. Internal problems in the functioning of small hotels can very often be solved by the enterprises themselves at the local level, but overcoming most external barriers requires action on the part of the state at the federal, regional and local levels. At the same time, insufficient attention to the problems of small enterprises on the part of the authorities can create a number of additional barriers to their development. Of course, it is difficult to share responsibility for implementing policies when the functions of the executive branch and the distribution of competence in the budgetary, tax, credit, financial and tariff spheres do not add up to a single policy to support small businesses. Therefore, the federal government must concentrate on eliminating contradictions between the various institutions related to small business.

The key tasks of the state in the process of ensuring the development of small hotel business and its large-scale legalization include the elimination of obstacles at the federal, regional and local levels to the creation of enterprises, the creation of an environment conducive to the development of private enterprise initiatives and the promotion of the development of relevant market institutions. Such development of institutional policies to support small hotel businesses should be based on various forms of partnership between federal and regional authorities and private sector structures. The last thesis is based on the need to create not only mechanisms for effective dialogue between the state and representatives of the small hotel business, but also the formation of an adequate and effective organizational and legal environment for the implementation of the territorial organization of the small hotel business, mainly with instruments of an organizational and legal nature, as well as ensuring sustainability and legitimacy of this component of the hotel industry for the future.

The main problem in the development of small hotels in Russia is real estate. Often small hotels are located in old communal apartments and apartments in residential buildings that have been purchased and then rebuilt. To officially register the hotel, it is necessary to transfer the apartments to non-residential fund, which is not easy. The process is formalized and requires high costs, the registration procedure sometimes takes more than a year, plus unaffordable property and land taxes and doubling operating costs of the hotel business.

According to market participants, from 50 to 70% of small hotels in the city are still located in the housing stock and are registered to individuals, and their activities are legally limited daily rental apartments for rent on the terms of contracts with guests. True, in this case such enterprises do not have the formal right to be called a “hotel”. This means that it is difficult to advertise, clearly position your establishment, form network alliances, and receive stars.

Thus, as practice shows, one of the main reasons why most small entities in the hotel services market prefer to operate as “guest houses” (apartment houses) is the difficulty in obtaining permits for the intended use of land, as well as the disproportionate costs of preparing design and permitting documentation for hotel construction. For the construction of a hotel and a residential building, it is necessary to obtain approximately the same number of approvals, which include: approval of the preliminary design with the Chief Architect of the city or district, the Committee on Architecture and Urban Planning, the Land Committee, the Department of Bank Protection and Landslide Prevention, the Department of Forest Park Management, Sanitary and Epidemiological Supervision, Gospozhnadzor, conduct an examination of the project, etc. However, the cost of these approvals for hotel construction is on average no less than three times higher than for individual housing construction.

To commission a private residential building, it is necessary to provide title documents for land plot, design documentation agreed with the committee of architecture and urban planning of the city administration, an agreement on author's supervision over the construction of an individual residential building, an act and diagram of the removal of the building axes in situ, a permit for the construction of an individual residential building, a technical passport of the BTI, a control geodetic survey of buildings and laid engineering communications, expert opinion of the Federal State Institution "Center for Hygiene and Epidemiology" on the acceptance of a residential building for operation, sanitary and epidemiological conclusion of the territorial department of the territorial administration of the Federal Service for Supervision of Consumer Rights Protection and Human Welfare on the acceptance of a residential building for operation, protocol of radiation inspection of the facility , conclusion on the technical inspection of the structures of an individual residential building, agreement on technical supervision. The cost of this stage is about 5-7 thousand US dollars. For hotels, similar approvals cost 15-25 thousand US dollars.

For registration of real estate objects created for the purpose of providing hotel services in accordance with Town Planning Code Russian Federation and SNiP 12-01-2004 the Architectural Supervision Inspectorate requires:

Notice of the start of construction;
- a copy of the construction permit;
- a copy of the license for customer functions and technical supervision;
- design working documentation, agreed upon and approved in the prescribed manner and in a volume sufficient to assess the reliability and a certain stage of construction;
- safety solutions;
- a copy of the construction plan agreed in accordance with the established procedure;
- an order from the contractor to appoint a person responsible for the work for the construction of the facility;
- order of the customer to appoint a person carrying out technical supervision for the construction of the facility;
- order from the designer to appoint a responsible person for the construction of the facility, subject to designer’s supervision;
- a copy of the document on setting out the building control lines and the geodetic alignment base;
- general and special journals in which records of work performance are kept.

The total time for the legal approval of permitting documentation for the construction of a hotel, the construction of an object, and its commissioning is at least 1.5-2 years. Informal payments reduce the time required for obtaining permits to 3-5 months. For individual housing construction from 9-15 months to 2-3 months, respectively. Therefore, many entrepreneurs erect buildings of small hotel business enterprises initially as individual housing construction with violations of urban planning norms and rules - additional bathrooms, etc., and subsequently legitimize them through the court, but not as hotels, but as guest houses. Thus, from the point of view of entrepreneurs, the total cost of meeting the demands placed on business by the Russian bureaucratic machine is very significant. Small businesses are forced to pay exorbitant initial administrative fees to the government for the privilege of performing many of the routine tasks associated with setting up and running a business. Reducing bureaucratic barriers at the local level may be a more effective policy for local authorities than direct budget subsidies from the center, including benefits and discounts from local taxes.

Regarding the adjustability and excessive complexity of the taxation system for small hotel businesses, it should be noted that the current system simply encourages entrepreneurs to hide their real income, which reduces state income and instills a culture of shadow business. Moreover, in a situation where businesses often find it difficult to calculate their tax liabilities and future tax liabilities are even more uncertain, businesses find it difficult to plan and small businesses often incur unnecessary additional costs in the form of consulting fees in order to operate within the law. A tax system that promotes the development of entrepreneurship should be simple, fair, stable, and the procedure for its application transparent. The legal framework for taxation remains incomplete and insensitive to the needs of small hotel businesses.

Entrepreneurs themselves point out the injustice, inflexibility, excessive complexity and fragmentation of the system itself. The high cost of compliance generally falls disproportionately on legal small hospitality businesses. For example, among small hotels, the most common forms of taxation are income tax and a simplified taxation system at a rate of 6% of gross turnover. At the same time, entrepreneurs who essentially provide hotel services, but in the form of guest houses, are in more advantageous position, since they fall under the taxation system based on imputed tax, paying it for each rented bed. At the same time, as practice shows, the level of imputed tax does not correspond to the actual income received, which significantly reduces the budgetary efficiency of guest houses. For example, with the average cost of a bed-day in guest house 600-2500 rubles, the amount of imputed tax is 250-400 rubles. per bed per season. For guest house for 20 beds, valid from May to September, the volume of payments for imputed tax will thus amount to 15-24 thousand rubles. At the same time, a small hotel of similar capacity, operating legally, under a simplified tax system at a rate of 6% of turnover, will have to transfer to the budget for the same period from 76.4 to 191.2 thousand rubles. only for this tax.

At the same time, the need to use tools for financial support for small hotel businesses is determined by the fact that, unlike the segment of large corporations, small businesses experience market instability - seasonality of operation, lack of sufficient own resources to obtain loans from banks, etc. It is necessary to maximize the access of small hotels to sufficient financial resources. In this regard, lack of funding is one of the main difficulties faced by Russian entrepreneurs when trying to organize and develop their enterprises. Many small businesses suffer from a lack of capital, which mainly reflects deficiencies in the financial proceeds to which they have access through the market.

One factor contributing to the shortcomings in the flow of finance is that small hotel businesses are viewed by commercial banks as carrying a large credit risk, causing them to require levels of collateral that firms are often unable to provide. Lack of sufficient collateral results in promising projects being abandoned due to lack of adequate funding. Many commercially viable business proposals that would otherwise warrant financial support fail to attract adequate and sufficient financing because their originators cannot meet Russia's high collateral requirements.

In one study carried out by experts from the Organization for Economic Cooperation and Development, it was found that all higher value entrepreneurs pay attention to the issue of consulting support for business structures in the field of small hotel business - 51.6% of responses. According to the researchers, this is another area where the government must work closely with the private sector, acting as a catalyst and facilitator. At the same time, the provision of services should be provided by the private sector. There is also a need to create an effective and accessible information network, since information (about potential customers, suppliers and sources of financing) is a basic business need.

The importance of this task is also due to the fact that the main problem for many hotels is the problem of occupancy in the low season. High occupancy in the summer does not guarantee the financial well-being of a small hotel during the off-season. Only those hotels that are already well-known and have long established themselves in terms of quality of service and level of management can successfully cope with the latter problem. Also, the vast majority of small hotels do not have their own departments and sales services. The traditional way to promote services is to conclude an agency agreement or verbal agreement with city travel agencies, brokers at train stations (according to the most conservative estimates, there are more than 400 of them in Sochi), and taxi drivers to supply clients. This turns out to be sufficient in the summer, given the small number of rooms. To ensure sufficient level during the low season, small hotel businesses individually do not have sufficient funds to conduct an active marketing policy. And in this case, the main least expensive tools for promoting the services of small hotels are Internet technologies (own websites of varying degrees of information content, design and ease of use), as well as the consolidation of efforts with similar structures within the framework of unions and associations of hotel enterprises capable of providing not only marketing services , but also the entire additional range of services to ensure the effective functioning of a small hotel business facility. The information technologies used by tourism corporations and their active presence in the virtual space are a huge advantage in the formation of a loyal client audience. Technologies make it possible to individually address each regular customer. There is a wide range of consulting services for new and growing small hospitality businesses and many ways to provide these services. At the same time, the need of small hotels for such services may vary depending on their degree of development, sector and location. In this regard, an important distinction can be made between the support needs of firms during the formation of the enterprise and the stages preceding it, and the support needs experienced by existing small hotels, in this case their needs are more specific.

The specific needs of individual clients vary greatly depending on their education, level of management training (if any) and previous business experience in the private sector. As a result, the provision of these services must be flexible enough to meet the wide range of needs of different small businesses.

A possible tool for solving this problem could be the creation of horizontal associations of small hotels - associations with incorporated members - consulting firms of various profiles. In particular, interregional economic cooperation associations should play a role in maintaining effective interaction between federal, regional and municipal authorities in relation to providing effective support for small hotel enterprises.

It must be added that general instability at the political level, combined with the lack of a stable legal structure, hinders the development of small hotel businesses in Russia. There is also some resistance to economic reforms in this area at both the federal and regional levels. There is a significant gap between the goals formulated at different levels of government for the development and regulation of small hotel businesses and the real resources available to achieve them.

It should be noted that in terms of priority for the majority of economic entities, the most important were and remain problems of a mainly economic nature. But even today, some experts identify organizational tasks as the most significant, holding the opinion that it is impossible to carry out an effective economic policy due to the limited joint participation of business entities and local government in the lawmaking process and determining the goals of the small hotel business segment. However, all experts agree that solutions to the problems identified as priorities must, in reasonable proportions, combine the possibility of using restrictions on the ability to realize some interests of subjects and stimulate others.

The small hotel business will develop at an ever-increasing pace in the coming years, which will require state and municipal authorities to use adequate measures and tools for its organization and regulation, since the existing problems of the functioning of small hotels and small hotel business, their interaction with each other and with the authorities authorities and the end consumer, with an increase in the scale of activity of small hotels, can lead to negative consequences. It is necessary to identify tools, measures and goals for regulation of this sector of the economy.

Another problem - the lack of a system of training and advanced training for managers and employees of small accommodation facilities - is no less acute than the problem of imperfect legislation. Firstly, because the quality of hotel services primarily depends on the staff, and secondly, because the creation and management of a small hotel requires special skill, since every ruble spent ineffectively, as well as every (I emphasize - every ) an unoccupied night, even in one room, significantly affects the profitability of the hotel.

Particular attention in the problem of the development of small hotels should be given to the problem of targeted training and advanced training of personnel. In this matter, the state should work more closely with the private sector, providing a methodological framework, as well as a basis for training specialists for the effective rotation of middle and junior service personnel, engineers and technical workers, and workers.

Conclusion. Consequently, we can conclude that the difficulties faced by small businesses, both in the hotel industry and in general, are associated with the imperfection of the legislative framework, methodological framework, inflexible and imperfect taxation system, as well as with the very size of the enterprise, which affects internal problems. First of all, these are financial difficulties, that is, high credit risk, high costs, long payback, the need for an authorized capital. Also, small hotels suffer from the problems inherent in the industry as a whole, that is, market imperfections and seasonality, and it is obvious that these problems are much more difficult for small businesses to cope with.

But, as the analysis showed, many of the above problems have solutions.

Entrepreneurs have the opportunity to use innovative technologies in their activities, as well as unite in associations.

The main role in this issue will lie with the state and its policies towards the development of small businesses. Active government assistance will consist of simplifying the taxation and registration system, as well as improving the legislative framework. It is necessary to take into account characteristic features small businesses in any industry, including the hospitality industry.

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In the context of the transition to a market economy, much attention has been paid to the tourism sector. One of the conditions for the development of this area is a well-functioning hotel system. Modern economists consider the hotel business one of the most promising sectors of the economy. Therefore, many investors are trying to invest financial resources specifically in the development of the hotel industry.

Today, many experts note the continuity of the hotel industry system in Russia, inconsistencies with international standards, multiple shortcomings in service, including the high cost and low quality of services, and poor professional training of hotel industry workers.

In the current situation, there is a need to create a hotel business mechanism that would flexibly respond to changes in the market environment. To do this, it is necessary for managers of the hotel industry to be able to analyze their capabilities and prospects; develop an action program; use marketing knowledge to study the situation; be able to plan your activities in the short, medium and long term.

Small hotels occupy an important place in the tourism infrastructure. Depending on the needs of tourists and other types of guests, new types of mini-hotels arise and develop. Small hotels, as enterprises designed to satisfy the needs of the guest, have very different levels of comfort and should be designed for consumers of different income levels who come to the hotel for different purposes. The need for round-the-clock service and the functions of hotels determine the composition of services that provide reception, accommodation, food, service and security in hotels.

A modern small hotel is not just a place to stay; Quite often, part of the room stock is used for offices, temporary representative offices of companies and institutions. Mini-hotels today accommodate a wide variety of clientele:

Participants of all kinds of meetings, congresses, fairs;

Participants of competitions, competitions;

Individual citizens who arrived on official business, for medical conferences, or on vacation;

Tourists following certain routes within the state, from abroad, etc.

The development of modern tourism has led to a strong diversification of demand for hotel services: the number of people who prefer accommodation in small hotels is increasing, where they can receive personalized service, the essence of which is a combination of a kind of family comfort, services high quality And individual approach to every guest.

Currently, for all small hotels in the Russian Federation, including the city of Prokopyevsk, there are a number of problems in the field of running the hotel business, using advanced management and marketing methods, resolving issues of automation, reservations, staff training, supply and maintenance, and improving class . All this speaks to the relevance of this work. Independent resolution of these issues for small hotels is limited by modest financial resources and, as a result, they do not have the opportunity to fully market their product. In this regard, one of the most important tasks facing small hotels is the search for organizational solutions to meet existing and growing demand.

Today, the hotel business in Russia remains not yet fully formed. In the work of Morozova E.Ya. “The shortage of hotels is holding back the flow of tourists” (magazine “Tourism: Practice, Problems, Prospects”) describes the current situation in the hotel business. This suggests that not only in Moscow and St. Petersburg, but also in any other city or region, there is a shortage of small hotels, which does not make it possible to receive tourists with limited financial resources. All other infrastructure (food outlets, transport, museums) is ready for this.

The article by E. Shadursky “On problems and trends in the hotel business” (magazine “Tourism: Practice, Problems, Prospects”) presents the factors hindering the development of small hotels - the need to invest in the repair of utility networks and communications, difficulties in working with housing and communal services , limited support from city authorities. The development of small inexpensive hotels will increase the flow of people wishing to get acquainted with the rich historical past of any region, its shrines, ancient monuments and other tourist attractions.

During the research, theoretical and methodological studies in the field of hotel business by such authors as Brymer R.A. were studied. (3), Zubkov A.A. and Chibisov S.I. (12), Soloviev B.L. (29), Walker J. (30), Chudnovsky A.D. (33) and others.

The subject of the study is a small hotel. The object of the study is the Snezhinka Sports and Concert Complex.

Achieving this goal involves solving the following tasks:

1. Determination of criteria for assessing the classification of hotels as small.

2. Study of the development features of small hotels.

3. Determination of factors and conditions affecting the activities of small hotels.

4. Analysis of the state of services of the Snezhinka Hotel.

5. Identification of factors constraining the development of the hotel.

6. Determining the prospects for hotel development.

7. Development of proposals to improve the hotel’s activities.

The identified problem of the thesis research made it possible to determine the structure thesis, which consists of an introduction, three chapters, a conclusion, a list of references and appendices.

The introduction reveals the relevance of this study, defines the purpose, object, subject, and objectives of the study.

The first chapter, consisting of four paragraphs, defines the criteria for assessing the classification of hotels as small, reveals the problems facing the hotel in a market economy, determines the factors and conditions influencing the activities of small hotels, examines the history of the hotel business, reveals domestic and foreign experience, and reveals the problems and prospects for the development of small hotels in Russia.

In the second chapter it is given brief description of the Snezhinka Hotel, an analysis of the range of services provided by the hotel, an analysis of the composition and structure of the company’s personnel, and an analysis of personnel recruitment are presented. The load factor and intensity of use of the room stock were calculated.

The third chapter identifies problems and prospects for the development of the Snezhinka Hotel. The calculated data presented in the second chapter allowed us to develop recommendations for further development hotels.

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