Specific types of travel agency crisis

The new edition of Travel Agency Regulations, which came into effect on May 1 2009, imposes strict regulations on the operation of travel agencies, especially allowing foreign capital to enter the industry, which has brought great impact to small and medium-sized travel agencies with operational difficulties. Under the new situation, the destructive operation mode of competing for tourists by reducing prices in the past has not adapted to the new environment, and small and medium-sized travel agencies must change their operation mode if they want to survive and develop. In addition, the new labor law, which came into effect on June 5438+ 10/2008, clearly stipulates the rights of workers, and the operating cost of human resources of small and medium-sized travel agencies will definitely increase greatly in the future. The change of policy environment in these countries has brought great difficulties to the operation of small and medium-sized travel agencies, and the survival and development of many small and medium-sized travel agencies are facing policy crisis.

2.2 Managing the crisis

Crisis analysis of small and medium-sized travel agencies

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Most of the small and medium-sized travel agencies on the west side of the Taiwan Strait are family businesses. The core personnel of small and medium-sized travel agencies are mainly family relatives, and the managers are the owners themselves. This kind of management team members themselves lack modern enterprise management knowledge, and their daily management adopts closed experience management. Small and medium-sized travel agencies are usually decided by the owners themselves on major daily matters, lacking scientific and forward-looking decision-making, and often acting arbitrarily, resulting in frequent decision-making mistakes. Managers of small and medium-sized travel agencies generally only pay attention to immediate interests, fail to integrate the development of their own enterprises into the development of the whole tourism industry in the region, and lack long-term corporate strategic planning. In addition, at present, the whole travel agency industry in China lacks mature travel agency management theory, and the business backbone of small and medium-sized travel agencies lacks professional knowledge. Marketing is basically maintained by experience and feeling, and the traditional "mentoring" system is adopted, which objectively causes the lack of scientific management of small and medium-sized travel agencies.

Small and medium-sized travel agencies have flat organizational structure, few decision-making levels and overlapping departmental settings. The lack of scientific and normative work distribution, the phenomenon that one person holds multiple jobs or several people take on multiple jobs can be seen everywhere in the actual operation process of small and medium-sized travel agencies, which leads to irregular behavior, poor information circulation and service defects in the management process of small and medium-sized travel agencies. Finally, the management of the whole small and medium-sized travel agency industry lacks standardization and poor competitiveness. Operators of small and medium-sized travel agencies lack professional knowledge of financial accounting, and do not pay attention to the accounting of operating costs, marketing and management expenses, but only pay attention to the price and profit of the products they sell. The lack of specific service standards and perfect customer service rules and regulations leads to insufficient enthusiasm and initiative of employees, poor service awareness and skills, poor cohesion of employees in the whole small and medium-sized travel agency industry and low production efficiency, which makes the management cost of small and medium-sized travel agencies too high.

2.3 Financial crisis

Small and medium-sized travel agencies have little registered capital and no fixed assets with high value, which will inevitably lead to weak financial risks, low bank credit rating, complicated financing procedures from commercial banks, small financing scale and frequent cash flow shortage; The business operation process of small and medium-sized travel agencies is not standardized, which leads to the team accounts receivable can not be recovered in time or in time due to customer complaints, and the operating cost increases; Public relations expenses have become a large part of all expenses of small and medium-sized travel agencies, resulting in high operating costs; Small and medium-sized travel agencies can't get the ticket agency right from a wide range of airlines because of their small fixed assets. Even if a few small and medium-sized travel agencies have some ticket agency business, airlines will not give them lower discounts because of their small ticket sales. In order to save operating costs and increase corporate profits, most small and medium-sized travel agencies have not set up special institutions to solve various disputes, nor have they hired relevant legal consultants and lawyers. In addition, the ability of small and medium-sized travel agencies to purchase insurance and claim insurance is not strong. In the event of a dispute, small and medium-sized travel agencies

Crisis analysis of small and medium-sized travel agencies

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It will fall into a huge property compensation dispute and increase the financial burden of small and medium-sized travel agencies. Once one or more of the above problems occur at the same time, small and medium-sized travel agencies not only lack the expansion funds needed for further development, but also have certain risks in maintaining daily production and business activities.

2.4 Credit crisis

The scale of operation of small and medium-sized travel agencies determines that they will not become the dominant market, but either fill the gap in the tourism market or carve up the market that big travel agencies have no time to take care of or despise, so as to survive in the crack of fierce competition in the tourism market. Small and medium-sized travel agencies generally have no special marketing channels and strong centralized purchasing ability, which leads to the cost of tourist routes designed by small and medium-sized travel agencies generally higher than other big travel agencies. Facing the competition of the whole tourism industry, the only and best way for small and medium-sized travel agencies to obtain the right to live is to try their best to attract tourists by lowering the price of the group market, which in turn will further reduce the price to the local agencies, while local small and medium-sized travel agencies are facing the competitive pressure of the industry. Some local institutions directly reduce the price of local services, and some even promise to advance some funds. However, in order to ensure a certain profit in operation, we should not lower the service standard, or arbitrarily modify the star standard and dining grade of the reception hotel, or even increase the shopping itinerary of tourists without authorization, and collude with the tourist commodity dealers in scenic spots to defraud tourists of money, which eventually leads to great complaints and even disputes between returning tourists and tour groups. When tourist groups receive complaints and complaints from tourists, they put pressure on local services and even threatened to collect money without settlement. As a result, it is impossible to establish a good credit relationship between travel agencies and land agencies. After the travel agency team arrived, they had doubts about the quality of the team, while the land agency was worried about whether the travel agency could successfully pay the travel expenses in full. This vicious circle leads to mutual complaints and distrust among tourists, travel agencies and land agencies. This vicious circle is bound to seriously affect the healthy development of small and medium-sized travel agencies.