The international exhibition forum of real estate, investments and development projects of territories of the Russian Federation (RUSREALEXPO) was held in the north of Moscow on the territory of the IT Technopark "FIZTEHPARK" with the direct participation of the Ministry of Construction and Housing and Communal Services of the Russian Federation. Despite the fact that this is not the first event of this kind, the round table, designed to unite the interests of the hotel business, investors and regional authorities, was held for the first time.
Moscow and the problem of room capacity
The leading region in terms of the development of tourism infrastructure is still Moscow. As Sergei Shpilko, First Deputy Head of the Department of National Policy, Interregional Relations and Tourism of the City of Moscow, said in his speech, the capital is ahead of other subjects of the Federation in almost all indicators, with the exception of the number of overnight stays. Unfortunately, there is no current statistical picture today; Rosstat data takes into account only 2014 indicators.
The capital is the leader in the number of people accommodated in collective accommodation facilities (CAF) - over 5.6 million people, including the number of foreign guests - more than 1.8 million people. Moscow is also in first place in terms of income from CSR services (excluding VAT) - 55.7 billion rubles. In second place is the Krasnodar Territory - more than 52 billion rubles, although the number of rooms in Kuban, according to official statistics, is more than 2 times higher than in the capital - 114.8 thousand versus 46 thousand. At the same time, the capital is actively developing the sanatorium and resort segments, which already number 2, 5 thousand numbers. Moscow accounted for 32% of taxes in the consolidated budget of the Russian Federation from the hotel industry.
Until recently, problems in statistics did not allow us to obtain a reliable picture of the hotel industry in the capital; only the process of classifying hotels made it possible to obtain more or less objective data. As Sergei Shpilko reported, 671 accommodation facilities have already been classified in the capital, including 156 hostels, but the process continues and by the end of the year 800-850 objects will receive categories. According to Booking.сom, the capital offers more than 2.2 thousand accommodation options, but most of them are short-term rentals, including serviced apartments.
The problem of room capacity in the capital is one of the most pressing problems in the hotel industry. The flow of business tourism to Moscow has noticeably decreased, but educational tourism from China, India, Vietnam, Iran and other countries is growing. Of particular importance in this regard is the development of small accommodation facilities that can flexibly adapt to fluctuations in seasonal demand.
By the end of the year, about 2,200 rooms should open in Moscow, mainly in high-quality chain hotels. However, taking into account the growing tourist flows, hotels in the capital can very quickly reach 70-75% occupancy rates, which will ultimately lead to higher prices and reduce the attractiveness of Moscow as a tourist center.
Tourism clusters and investments
President of the Association of Domestic and Inbound Tourism of Russia (AVVT) Vladimir Sharov for his part, he spoke about the main problem of the development of domestic tourism - the lack of a systematic approach to the development of the tourism product in the regions, which is why domestic tourism is still losing out to foreign tourism. Currently, AVVT is developing its project for the development of regional tourism infrastructure - "Open Fatherland", which includes, among other things, 12 extra-budgetary programs.
One example of this is the program for the construction and development of a network of lingua tourism centers (lingua hotels), aimed at foreign travelers studying the Russian language. By 2025, it is planned to build 56 lingua hotels of 3-4 star format.
Pilot projects are already being implemented in the Vladimir and Ryazan regions, as well as in the Dmitrovsky district of the Moscow region. New construction technologies have been developed that make it possible to build hotels with 48, 96 and 124 rooms from scratch. In addition to the linguistic component, hotels of this type also work with traditional tourist flows, including business tourism.
As noted Head of the hotel business department at JLL Tatyana Weller, most investors, when choosing which class of commercial real estate to work with, can choose offices, housing, and retail parks. At the same time, the choice in favor of hotels is quite difficult, which is associated with construction costs and the payback period of the facility.
If a class "A" office building in the center of Moscow pays for itself in 9-10 years, then hotels with a similar location pay for themselves in 15-17 years at best. Costs for the construction of offices with finishing are calculated based on $2 thousand per sq. m. m., then for a 4-star international hotel this figure is $5-6 thousand.
An investor evaluates a hotel project on a different principle. It is chosen by those who need “long-term money” and a business with low volatility. In the West, and now in Russia, pension funds are often invested in the hotel business. Typically, the goal of such investments is portfolio diversification and slow but steady operating income.
As for investments in tourism clusters, as Tatyana Weller noted, investors in general do not go there. There are high demands only in the Krasnodar Territory, while, for example, in Altai it is mainly local business that invests. To achieve a return on investment, it is necessary to understand why people will go to this region - the presence of a demand driver. It is for this reason that the construction of hotels as part of mixed-use complexes is now so popular - here the audience is created automatically.
The position of developers in relation to the investment attractiveness of tourism infrastructure was expressed by Managing partner of Urbane Group Evgeniy Bezel. In his opinion, it is state support that is a unique feature of our country in the context of the development of tourism infrastructure. Despite the fact that the Sochi Olympic project could have been implemented less expensively and more efficiently, in general, state support gave a powerful impetus to the development of the region.
Sochi is an established cluster that has found its audience, although its development potential is enormous. Another promising tourism cluster is Primorye, where the tourism and gambling component is developing with the participation of foreign business.
A word to hoteliers
During the round table, hoteliers also spoke about their experiences. So Director of Development of InterContinentalHotels Group in Russia, CIS, Baltics and Scandinavia Alexey Korobkin, presented the “Open Lobby” concept, which is being implemented in Holiday Inn hotels.
Guests of modern hotels prefer open spaces - this has already become a trend, and not only in the tourism sector; an example of the implementation of these preferences at the everyday level is studio apartments.
Business has become more flexible, so business tourists can eat in hotels around the clock. Moreover, staying outside of hotel rooms has become a trend - this is the so-called “Starbucks format”, which involves working on a laptop right at the coffee table.
A single lobby at Holiday Inn hotels combines reception, restaurant, bar, cafe, board games area, lounge area, etc. Measurements based on the implementation of an open lobby in some of the brand's hotels (in the UK, Germany and Turkey) showed that guests are beginning to spend more time in the lobby, leaving more money there. For example, the revenue of the F&B division grew by 11.8-16.2%, the operating profit of the division - from 13.5% to 38.3%. The return on investment for a complete renovation of the hotel lobby is about 3.5 years.
By 2020, according to Alexey Korobkin, the concept of an open lobby will be introduced in hotels of the Holiday Inn brand.
Other discussion participants developed the theme of a new hotel lobby format. So Development Director of Hilton Worldwide in Russia and the CIS Alexey Shatalov, noted that a similar concept has been implemented at Hampton by Hilton hotels. Similarly, the Smart standard, which is being adopted by Azimut hotels, is aimed at round-the-clock guest service - this was explained by Analyst of the development department of Azimut Hotels Anton Obukh.
According to Development Director of Marriott International in Russia and the CIS Ivan Kiseev, brand differentiation has become a trend for all major hotel operators. By introducing new services instead of outdated ones, the hotel business, if not becoming more profitable, at least does not lose profitability. New hotel formats, for example, in the economy segment, are also a trend. On the one hand, investment costs are reduced for them, and on the other hand, the demand for this format is more predictable.
As Ivan Kiseev emphasized, international operators are not always interested in tourist clusters like Belokurikha, where hotels play a secondary role compared to the sanatorium and resort infrastructure.
From my side, Director of Business Development Carlson Rezidor Hotel Group Maria Znova gave examples of her company’s successful work in the resort segment. These are not only hotels in Sochi, where Carlson Rezidor has 6 properties, but a complex of hotels and apartments in Zavidovo.
Hilton is also expanding into the resort segment. According to Alexey Shatalov, Hilton Garden Inn Moscow New Riga shows good results and reached the set targets 6-8 months after opening.
She spoke about an example of an international brand working with regional hotels Best Western sales manager in Russia Kristina Malkhazova. Despite the fact that Best Western does not own hotels, entering the regions always occurs after thorough business intelligence. Concepts Best Western occupies an intermediate position between a marketing chain and a classic hotel brand.
New opportunities
The crisis provides new opportunities for hoteliers. General Director of CJSC TGC "Izmailovo", Vice-President of the Russian State Administration Alexey Vorobyov, in his speech spoke about the possibilities of developing the MICE potential of a modern hotel using the examples of the Gamma-Delta hotel complex
The largest mega-complex in Europe is chosen annually by about 450 thousand people for leisure and work. There are 19 conference rooms available for business tourists. Events account for 15% of hotel occupancy, and another 10% comes from corporate tourism. TGC "Izmailovo" does not stop there; a large-scale project of the Izmailovo congress and exhibition center is in development, which will be located directly next to the Gamma-Delta hotel.
The possibilities for developing tourism on the basis of public-private partnership were presented by the director of the Center for Public-Private Partnership of the state autonomous institution of the Regional Development Agency of the Kaluga Region Anna Lukina and the project manager of the literary hotel "Goncharov" Anatoly Sekerin.
The essence of the project is to attract private investors for the reconstruction and development of historical estates, sometimes in a dilapidated state, as accommodation facilities. Thus, the park-hotel "Goncharov" is a satellite of the literary museum, based on the estate of the Goncharovs - the parents of the wife of Alexander Sergeevich Pushkin. Despite the specific audience and pronounced seasonality, the flow of guests to the hotel is growing, and investors are positive about the prospects for return on investment.
Another point that hoteliers should pay attention to is the introduction of an accessible environment for the disabled. As told publisher and producer Ivo Peterson (Guide-Map Book Media company) The introduction of multimedia technologies into a modern hotel for the needs of blind and visually impaired guests not only makes it possible to attract this category of guests to the hotel, but also to improve service for other tourists.
Media tips allow you to provide audio information in different languages in various directions - from hotel orientation, to subway maps and a list of local attractions. Moreover, the Code of Rules SP 59.13330.2012 quite strictly obliges hoteliers to create an accessible environment for people with disabilities in hotels. Compliance with these requirements is monitored by supervisory authorities.
Alexey Musakin, round table moderator, vice-president of the Russian Hotel Association, managing partner of Cronwell Hotels & Resorts: We have tourism clusters that attract a certain group of investors under certain conditions, but there are a huge number of investors who either know nothing about these clusters or do not understand how all this will develop, so they go where everything is already clear . It doesn’t matter to them whether there is some kind of cluster, they care about the client group, some kind of tourist flow, and therefore they approach it with a project that corresponds to this group. I can give more striking examples. On the one hand, in Crimea there are points where they are planning to bring the gambling business and there are even investors who are starting to invest in it. On the other hand, I know one large investor who bought land in Crimea and is going to build a five-star hotel there, but is completely unaware that five more similar hotels will be built there. That is why we need more events of this kind – investment ones, and not those that gather only developers. Investors need more information about what will happen and assurances about how the surrounding infrastructure will develop. Again, it should not be so that each of the leaders of the region has his own vision of tourism development; some kind of interdepartmental interaction is necessary. Forums of this kind are just beginning, and it would be good if they became a platform where government authorities and developers would meet with potential investors. Hoteliers today said quite correctly that they are ready to come where there is already something that can be developed, but not to where there is nothing. To always stay up to date with news and events in the hotel industry, as well as follow updates on - subscribe to the weekly newsletter. It's free. Today, attracting investment in the real sector of the economy, which includes tourism and its supporting infrastructure, is a matter of survival. Investments are necessary primarily to ensure expanded reproduction, production of new services with improved quantitative and qualitative indicators, which will make them highly attractive and competitive. There will be investments, there will be development of the real sector and, therefore, there will be economic growth; It will not be possible to attract them due to the inevitable aging of fixed assets, the lack of opportunities to pay for the introduction of innovations, the relative increase in the costs of producing tourist services with a decrease in their quality (for example, the moral and physical aging of tourist vehicles, the lack of modern amenities in them leads to the refusal of tourists from such services) . There is a curtailment of tourism, a deterioration in the state of the regional economy, impoverishment and an increased outflow of labor resources from the region, social explosions and other related phenomena. Any, even the most insignificant, increase in the investment attractiveness of tourist attractors is additional means allowing one to take a step towards the development of the region’s economy. But a step is just a step, after it the investment attractiveness remains a static value, although somewhat higher. The state of affairs can only be improved by dynamic sustainable movement, systematic and proportional development of tourism infrastructure, including objects of attraction, and not individual steps. Only in this case can individual portions of investment turn into a flow, into a system. The development of attractive places will entail an increase in tourist flows and, as a consequence, the development of regional tourism infrastructure. This can only be achieved by managing the process of increasing investment attractiveness. That is why the issue of managing the investment attractiveness of the region (including the tourism industry) is a key issue in solving the problem of sustainable economic development. Usefully used time is the most valuable resource, but nothing except decay comes naturally. It is necessary to clearly understand the fact that only active, coordinated and large-scale actions of all interested parties (tourists, tourism organizations, local and state bodies, the public, the population of the region) can improve the situation, and for this it is necessary to find or create a common management technology and incentives for investment attractiveness. The investment attractiveness of individual objects and the investments of individual investors take place, but do not save the situation today. The flow of tourists will not increase if attractive places fall into disrepair, while hotels improve the quality of service. The traditional concept of “investment attractiveness” means the presence of investment conditions that influence the investor’s preferences in choosing a particular investment object. The investment object can be a separate project, an enterprise as a whole, a corporation, a destination, a city, a region, or a country. It is not difficult to highlight what they have in common that puts them on a par: having their own budget and their own management system. An object of each level (and, accordingly, its investment attractiveness) has its own set of significant properties, but the region in this series occupies a special place: due to its characteristics, it has its own specificity and at the same time (due to the integrity of the structure) is not unique. It is this feature that allows regions to be compared with each other. Summarizing the accumulated experience, involving experts and using common sense, we can identify a number of factors that have the greatest impact on investor preferences. Thus, the following factors turned out to be the most significant for assessing the investment potential of a region in which there are tourist attractiveness potentials: Resources and raw materials (the provision of enterprises with reserves of the main types of natural resources, including tourist, recreational and sanatorium-resort); The logic of reasoning also leads to the need to identify and assess the following investment risks: Economic (trends, rates and prospects of economic development of the region); The fundamental drawback of this traditional approach is that the investment attractiveness of the region is considered as a given, practically not implying the possibility of active change; An analysis of the identified factors and risks shows that these opportunities are very limited. This is confirmed by the conclusions of our research, according to which the greatest contribution to the formation of investment potential is primarily made by factors accumulated in the process of many years of economic activity: infrastructural development of the territory, innovative and intellectual potential of the population. The only parameter that can be changed quickly enough and without significant costs is legislation. The only problem is that, firstly, this is again a one-time change (it would be pointless to change it constantly); secondly, it is ineffective, since a legal culture has not been formed in our society, that is, the laws are simply not implemented. Thus, within the framework of the traditional approach, we can only talk about limited individual opportunities to increase investment attractiveness, but not about mass technology for managing this process. What, then, does managing investment attractiveness mean? In practice this means the following. Monitoring the effectiveness of investments is only possible if the main activities of the object are transparent. That is why the investor, before investing large amounts of money in the restructuring of the object, first invests small funds in creating the property of “strategic activity,” thereby establishing control over the creation and implementation of the strategy. By creating and debugging control mechanisms to ensure that financial policy is subordinated to the adopted operating strategy, the investor forms another key property - targeted resource allocation, ensuring transparency of financial activities and thereby establishing the necessary control over the reliability of investments. Finally, by purposefully ensuring that the organizational structure corresponds to the adopted business strategy and the placement of managers is carried out in accordance with their management abilities, the investor increases the reliability of the management system, thereby establishing sufficient control over the reliability of investments. Thus, by making targeted investments to create strategic activity, targeted resource allocation and reliability of the management system, the investor takes the fate of his investments into his hands, thereby increasing the investment attractiveness of the object not only for himself, but also for other investors. Using minor funds to change local properties, he has the opportunity to invest himself or attract significant funds for the global restructuring of the object. We can talk about managing investment attractiveness when the same key properties of an object are created on the initiative of the manager. At the stage of forming mechanisms that ensure transparency of activities, managing investment attractiveness comes down to regulating investor access both to the creation of these mechanisms and to participation in monitoring the operation. The wider the access, the higher the investment attractiveness of the object for the investor. When the mechanisms are formed and debugged, managing investment attractiveness comes down to regulating the investor’s involvement in strategic decision-making and the formation of financial policy. A quick reading may give the impression that everything comes down to what has long been known. To avoid this impression, it should be noted that transparency of activities and transparency of information are not the same thing. Transparency of activities presupposes the ability to verify the accuracy of the information provided at any time, which is why transparent activities are an order of magnitude more attractive than transparent information. This is especially true when the legal culture is low. On the one hand, in this state of affairs, it depends only on the investor and his abilities whether he will be able to track the emergence of negative factors in time in order to intervene or leave in time. On the other hand, the need to ensure transparency of activities (otherwise the investor simply will not come: the risk of losses is too great) will actually shape the legal culture. Regional management is, first of all, trend management. We are talking about creating a regulatory framework, forming structural mechanisms and launching processes, the functioning of which gives a sustainable result of such a scale that allows us to talk about the presence of a certain trend. The region will become attractive to mass investors only when it makes it a priority to change such key properties of the real sector of the economy as strategic activity, targeted resource allocation and reliability of the management system, and through its own actions ensures that the spread of these properties across real sector objects becomes a sustainable trend . All this relates to the necessary system conditions for the formation of the resource base and external environment for the development of tourism as a sector of the economy in the region. The targeted influence of regional authorities on conditions that increase the reliability and efficiency of investments, ensuring transparency of activities at all levels, protectionism in relation to effective investors - all this will thereby control the investment attractiveness of the real sector of the regional economy, and tourism, characterized by a high rate of capital turnover, can to become the leading sector of the region's economy. At least all the necessary conditions will be created along this path. It is important to note that, instead of considering the preferences of investors, the concept reveals the nature of their objective interests, i.e., it allows them to influence the main thing rather than deal with the secondary. Preferences are a purely subjective category, depending on the investor’s degree of sophistication. For example, it turned out that the most significant factors in the investment attractiveness of regions for foreign investors are the transport and geographical location of the region and the position of regional authorities, while Russian investors rely on the resource and economic potential of the region. In the context of our consideration, this means that based on preferences it is impossible to create a unified technology for managing investment attractiveness; what some investors prefer will not seem attractive to others. Objective interests stem from the essence of the investment process: any investor, without any doubt, is interested in the reliability and efficiency of his own investments. Consequently, the technology for managing investment attractiveness, built on taking into account these objective interests, will work at any level and in any place. And the point is not just to please investors: managing investment attractiveness is identical to managing the development of the region, i.e. In addition to the objective interest of investors, there is clearly an objective interest of society. Thus, the coincidence of the interests of society with the interests of investors takes the task of managing investment attractiveness from the category of private to the category of socially significant A common type of active investment is investing in dynamically developing sectors of the economy. One of the promising areas for such investment is investment in tourism. According to experts, tourism currently provides up to 12% of gross domestic product, 11% of consumer spending and 30% of services in the global economy. At the same time, the dynamics of development of this industry continues to increase and maintain investment attractiveness. Including in Russia. A feature of the development of tourism and related activities at present is the intensive development of new market segments. “Classic” services and routes compete with newly opened destinations and activities for tourists. However, the creation of a competitive and attractive tourism business for consumers is possible subject to the creation of infrastructures that guarantee the provision of services of the declared level and are supported by relevant legislative and organizational standards. The main elements of tourism infrastructure include: The creation of a new tourism zone is a large program, often at the state level, but the creation of its individual elements is also possible for a small company or even a private entrepreneur. Investments in tourism in Russia can be made both in the form of participation in mutual funds and in the form of individual investments in a certain private business related to tourism. The first direction guarantees a stable, but low income; in the second case, there are much more risks, but the probability of discovering a “gold mine” and significantly increasing your investment is very high. The specificity of risks in the tourism sector lies in the fact that the inability to provide the declared services, and, accordingly, to receive income from them, is often associated with unforeseen circumstances and the inability to manage them, especially in Russia. Such circumstances include: Another group of risks of reducing the profitability of tourism activities is the increased level of threats for people who are far from their homes (diseases and food poisoning, accidents, loss of property, conflicts with local legislation due to lack of awareness about it, etc.). Payment of compensation in such cases can affect the results of a travel company’s activities both directly and indirectly, however, the risks of this group can be minimized through an appropriate insurance system and the drafting of contracts with diversification of liability. According to world experts, the tourism services market in Russia and post-Soviet countries has enormous potential, but requires a targeted development program. The main directions of such a program are: Effective investments in tourism, regardless of their size and object of investment, are not only about increasing the income of investors and entrepreneurs. The growth of this industry contributes to filling the budget of all levels, increases employment and income of the population, and is one of the most effective solutions for the revival of depressed regions.
The federal target program "Development of Domestic and Inbound Tourism" will be extended until 2025. Deputy Prime Minister of the Russian Federation Vitaly Mutko instructed the departments to form a working group and develop a draft program, which will start in 2019. Representatives of the Russian Ministry of the Caucasus, the Ministry of Eastern Development, as well as the Ministry of Communications and the Ministry of Natural Resources must submit their proposals to Rostourism. Time has passed - Vitaly Mutko will receive a report on the progress of work on the program quarterly. The current federal target program started seven years ago and has now reached the finish line. It will be completed in 2018. Taking into account the accumulated experience, Rostourism should ensure the preparation of the concept of a new target program. Its main tasks are the same: creating tourism clusters, priority projects in the field of tourism in the Russian Federation, promoting tourism products in the domestic and international tourism markets, improving the quality of tourism services. However, the concept of the program may change. Nikolai Korolev, deputy head of Rostourism, told about this to the magazine “Rest in Russia” and the business portal “Investments in Tourism”. Nikolai Korolev is part of the working group developing a new target program. In mid-March, the Federal Tourism Agency intends to present the document for discussion. “For every allocated budget ruble, approximately 2.6 rubles of private investment were attracted for the construction of tourism clusters.” Nikolai Vadimovich, the new concept of the Federal Target Program for tourism is already preparing to start. Experts have repeatedly emphasized that the tourism development program is the most complex of all federal target programs that are being implemented in Russia. How do regions and investors feel at the end of the current program? Every year, competencies are growing, and project teams are appearing in administrations. Experience in interacting with investors has been accumulated. The task of the Federal Target Program for tourism development is to create favorable conditions for attracting private investment in the industry. It is based on the principles of public and private partnership. This involves not only federal funding and investment from regional budgets, but also, most importantly, extra-budgetary funding. For every 1 ruble of federal budget funds, about 2.3 rubles of investment from outside are attracted. By the way, when the program was launched, this coefficient was even lower. - Did you manage to make the program an effective tool in working with investors? Here are the preliminary numbers. During 2011-2016, more than 87 billion rubles were received under the program by participating regions. Is it a lot or a little? If we break down these 87 billion “on the shelves”, we get the following picture: more than 17.8 billion rubles were allocated from the federal budget, more than 5.2 billion from the budgets of the constituent entities. The amount of investment received into the industry from extra-budgetary sources is more than 64 billion rubles . That is, for every allocated budget ruble, approximately 2.6 rubles of private investment were attracted for the construction of tourist clusters. This is more than was originally planned for the program! “A quality investor will not enter the region without a strategy.” - How many regions have already been able to take advantage of the benefits of the Federal Target Program? 34 subjects participate in the program, in whose territories 44 investment projects are being implemented - large tourist, recreational and autotourist clusters. The “Golden Ring” in the Yaroslavl region, “Tunkinskaya Valley” and “Kyakhta” in Buryatia were put into operation. “Nason-gorod” was built in the Vologda region. “Elets”, “Treasury of Kostroma Land”, “Ethnic Chuvashia”, “Yaroslavl Seaside”, “Belokurikha”, “Sheregesh”, “Gem Ring of the Urals”, “Plyos”, “Verkhnevolzhsky”, which is in the Tver region, are already accepting tourists. "Kezenoy-Am" in the Chechen Republic... The term “put into operation”, from the point of view of the development of any tourist destination, is probably not entirely accurate. Rather, the construction of cluster facilities that were planned under the Federal Target Program has been completed. Next we need to talk about development, and this is the next important stage for the regions. The competitiveness of the territories participating in the Federal Target Program has noticeably increased. Under the program, federal funds were allocated for the construction of 171 tourist infrastructure facilities. Using extra-budgetary sources, 500 facilities are being built in the regions, 200 of which have been put into operation. More than 20 thousand jobs have been created. The amount of federal funds initially allocated by the state to the program in 2011 was subsequently sharply reduced. This was a bad signal for investors. After all, you see, participation in the program is a good help and incentive for investors. I agree that the current level of funding for program activities is critically low in relation to the initially established limits and the real needs of the industry. You correctly noted that when the program was launched, it was planned to allocate about 96 billion rubles from the federal budget alone to support it. And currently five times less has been allocated... However, 17.8 billion is a considerable amount, but, in our opinion, it should be more significant. The level of co-financing from the federal budget to support infrastructure projects in the tourism sector is still insufficient. What difficulties did you encounter during the implementation of the Federal Target Program? Was it necessary to change the attitude and mentality of regional officials, first of all, governors? Of course, many problems arose related to the regions’ inability to work with investors. Perhaps this was the key problem. The regions are accustomed to asking - give us investors. And investors need to be attracted by ready-made investment platforms, and not by spells... We need a strategy, a comprehensive development program. When an investor enters the site, he calculates all the risks in advance. A quality investor will not enter the region without a strategy. How is the tourism cluster formed and the obligations of the subjects? Should the burden of a startup be on the region, not the investor? The subject prepares all the necessary documentation, the so-called master plan. Conducts marketing of the region, determines the territories most promising for the development of tourism, their boundaries - this is the tourism cluster. All aspects are painstakingly worked out, down to the number of display objects, catering facilities, entertainment, accommodation, and tourist flow. Are you deciding what needs to be done to, for example, double the tourist flow? The creation of a certain engineering infrastructure in a given territory is calculated, for example, the installation of a power line or gas pipeline, the development of an embankment, beach areas, the construction of roads, and access roads. Investors are welcome. The state is ready, in accordance with the program, to assist in the construction of engineering infrastructure. Commercial projects are offered to investors. Such a large serious stage of preparation from the idea to the start of implementation takes 2-3 years. The success of the Federal Target Program probably largely depends on the coordinated professional actions of the team in the region? If there were more such teams, more subjects would participate in the program. Yes, I completely agree with you. Now the situation is changing. Leaders are becoming more progressive. Everything, naturally, depends on the political will, depends on the governor, depends on the team. If the team is active, as a rule, the region is a participant in the Federal Target Program. I often cite the Altai Territory as an example. Here the governor long ago decided on tourism as a priority industry, and all branches of government work in the same way. In the Pskov region, which has been part of the federal target program since 2011, the leadership correctly assessed the importance of tourism development for the region and built a technology for managing the industry. We have trained specialists who have extensive experience. But in the Pskov region there is a special case - the cluster is developing on the territory of cultural heritage, where certain restrictions apply. The same difficulties are being overcome in Buryatia and the Krasnodar Territory - here environmental assessments have significantly complicated the progress of the program. Another example is the Stavropol region, the territory of the famous Caucasus Mining Waters. Representatives of the executive branch underestimated the importance of the Federal Target Program. Of the 380 million rubles that were planned to be allocated to the region, the subject was able to select only 187 million... “If the team is active, as a rule, the region is a participant in the Federal Target Program.” The use of public-private partnership mechanisms is one of the priority areas, one of the criteria for the effectiveness of local leaders. The regions have already gained invaluable experience and felt their responsibility for the implementation of the Federal Target Program. We are constantly working on competitive selection of the most promising investment projects. Of course, when preparing a new program, the positive experience in the construction of existing clusters and the prospects for their development within the framework of the current Federal Target Program will be taken into account. - How many applications are already in your “portfolio”? To date, 66 projects of new clusters from 30 regions have been selected. Their implementation will require at least 30 billion rubles from the federal budget. - What new will the federal targeted program program, the concept of which you are currently preparing, include? New opportunities of the program will be addressed to promising types of tourism: beach, cultural and educational, active, health, environmental, cruise, rural and business... Active tourism includes skiing, hiking, water, mountain, cycling, sailing, equestrian tourism. In accordance with these types of tourism, cluster specializations will be determined. It is logical to develop such clusters in promising regions, taking into account existing tourist destinations. For example, the Krasnodar Territory and Crimea will specialize in beach holidays. The North Caucasus is on health tourism. In the Altai Territory, Kemerovo Region and Khakassia, sports and recreational facilities will receive support. In the Amur Region and Khabarovsk Territory, on the Volga - cruise ships. It is important for us to understand the financing possibilities, the so-called ceilings. Work with investors will include agreements not for one, as now, but for three years. And, of course, the program must provide for the implementation of tasks to improve the quality of tourism services and to promote the national tourism product in the global and domestic tourism markets. Interviewed by Oleg ZLOBIN Expert opinion. The Investments in Tourism portal conducts a survey and publishes comments from participants in the Federal Target Program for Tourism. Sergey BACHIN, investor Our portfolio includes two large tourism clusters. All of them are included in the Federal Target Program “Development of Domestic and Inbound Tourism in the Russian Federation (2011-2018)”. One of the main positive roles of the Federal Targeted Program “Development of Domestic and Inbound Tourism in the Russian Federation (2011-2018)” is providing investors with the opportunity to significantly reduce the payback period of their projects by multiplying the tourist flow within 2-3 years instead of 5-6. That is, public-private partnership in tourism is the key to increasing the competitiveness of the Russian tourism market. The investor creates new high-quality resorts, and the state provides the infrastructure they need. From the editorial dossier: Zavidovo is the largest investment project in the tourism industry. As part of the Verkhnevolzhsky tourist and recreational cluster. Since 2014, it has been included in the list of activities of the Federal Target Program. The volume of extra-budgetary funds invested in the project exceeded 10 billion rubles. In 2015, as part of the federal targeted program, a road to the hotel complex “RadissonRezort, Zavidovo” (2 km; 99.7 million rubles) was built. In 2016 - the 1st stage of the road to the village of Shosha (0.6 km; 88.3 million rubles). The implementation of the 2nd stage of the road to the village of Shosha is planned for 2017. As part of it, a 100-meter bridge over Doibitsa will be built, which will connect the new section of the route with the right bank of the river, where the Radisson complex is located. The estimated amount of federal budget funds according to the Decree of the Government of the Russian Federation is 217 million rubles. “Yaroslavl Seaside” is a large-scale project to create a resort area in the European part of Russia. The project provides for the comprehensive development of the territory of the Rybinsk region with an area of 8,600 hectares. Since 2013, Yaroslavl Seaside has been a participant in the Federal Target Program “Development of Domestic and Inbound Tourism in the Russian Federation (2011-2018).” The total investment in the project is more than 3.4 billion rubles. Using budget funds, the supporting infrastructure facility “Bank protection and dredging in the area of the village of Petrakovo in order to create a public beach with the possibility of mooring tourist ships for a “green parking”” has already been built and put into operation (total cost - 207 million rubles). Thanks to the construction of this facility, 65 ships and 15,000 tourists have already been received during the 2016 season. In 2016, the “Gas pipeline for connecting 6 hotels and other tourist sites in the village” was also put into operation. Glebovo - Larionovo village (with a branch to Yasenevo village).” The cost of the object is 170 million rubles. Length - 24.26 km. In addition, construction of a domestic sewerage route (pressure and non-pressure) with local treatment facilities is underway. Commissioning - at the end of 2017. Length: 8203 m. The planned cost of the object is 139.9 million rubles. In 2017, the construction of the highway from the village of Yasenevo - the beach and a green parking lot in the area of \u200b\u200bthe village of Petrakovo and the reconstruction of the access road to the resort on the section of the highway from Rybinsk - the village will be completed. Glebovo. Vadim VOLKOV, Head of the Department of Culture and Tourism of the Lipetsk Region Thanks to the federal program, tourism has proven itself not only as a promising, but also an already functioning sector of the economy. The best proof of this is the clusters that host tourists, including “Elets” and the “Zadonshchina” auto cluster, which has reached the finish line. The main thing is that thanks to the Federal Target Program, the foundation has been laid - supporting infrastructure facilities. This will allow the regions of the region to develop for many more years. Modernization of the program is necessary - it is necessary to take into account the accumulated experience of the federal and regional levels and select the most promising projects. From the editorial dossier: The Lipetsk region is already ready today to enter the updated program with the tourist clusters “Oranienburg”, “Dobry”, “Shukhovsky”, “Lipetsk Resorts”, which fully meet the directions of environmental, educational, active and health tourism. Arkady AMELIN, Vice-President of the All-Russian public organization "Investment Russia", Head of the working group on investing in tourist sites. The extension of the Federal Target Program “Development of Domestic and Inbound Tourism” until 2025 is good news. Recently, I have heard a lot of criticism about the insufficient effectiveness of its implementation. Perhaps some shortcomings were made, but I am sure that no one will question the necessity and importance programs for the development of the Russian tourism industry, given that the Federal Target Program creates favorable conditions for attracting private investment in the industry. It is known that in addition to high profits, investors are concerned about the issue of investment security. In this sense, a project that has received state support and funding from the federal budget has a very high degree of reliability in the eyes of any businessman. Private investors often contact our organization with a request to select just such projects. The fact that Russia is on the right path is also evidenced by the international experience of my professional activities in terms of tourism development, attracting investment and resort development. We have to work a lot with ASEAN countries. The part of the journey our country has covered arouses the keenest interest among our foreign partners. Of course, the experience gained by Russia in interacting with investors on the principles of public and private partnership will be extremely useful and in demand. Keywords: investments, tourism, tourism business. The modern tourism industry is one of the largest highly profitable and most dynamically developing sectors of the world economy. It accounts for from 6 to 11% (according to various sources) of the world's gross product, 7% of global investment, every 16th job, 11% of global consumer spending, 5% of all tax revenues. Depending on the tourism region, every 20-30 tourists visiting a country contribute to the creation of one direct and two indirect jobs.
If we talk about the North-West of the Russian Federation, then St. Petersburg is perhaps the most attractive and promising tourist center of this region and the country as a whole. Unique architectural ensembles, canals and rivers, numerous cultural monuments doom St. Petersburg to constant interest from tourists not only from all over Russia, but also from all over the world. Here, more than two thousand companies operate in the tourist market, organizing receptions for city guests. In 2004 alone, hotels with a capacity of about 35,000 beds received and accommodated more than 1 million visitors, of which about 500 thousand were foreign guests. The average annual hotel occupancy in 2004 was 64.7% (41.3% in 2000). An analysis of statistical data presented by the North-Western Border District showed that in 2004, about 3.5 million citizens visited St. Petersburg, who, in accordance with the federal law on tourism, can be classified as tourists. In 2004, the positive trend of increasing flows of sea cruise tourists continued. Thus, during this period, 287 foreign cruise ships visited St. Petersburg, carrying 172 thousand tourists on board, which exceeded the same figure in 2003 by 10%. In addition, we must take into account that in St. Petersburg there are 74 sanatorium and health institutions with 14 thousand beds. The annual stable growth of incoming tourism is 8-10%, which, according to the city administration, is “not bad, but not enough.” At the same time, in the context of the continued positive dynamics of economic development in 2005, a decrease in the volume of incoming tourist flows by 11% was noted. This trend cannot but be alarming, since it is the costs of our foreign guests that still make up the largest share of tourist expenses, which give a subsequent impetus to the development of the entire tourism infrastructure. According to surveys of foreign guests, this is primarily due to the growing high cost of the services provided. There are other reasons for the low growth rate of inbound tourism, in particular, the underdevelopment of the federal and local regulatory and legislative framework, including the lack of a flexible system of incentives for tourism enterprises and tax incentives, a lack of middle-class hotels, weak infrastructure, and the pronounced seasonality of tourism associated with climatic features. All this is due to the lack of investment to expand existing businesses and renew deteriorating fixed assets. To attract investment in the region’s tourism infrastructure, taking into account the specifics of this industry, it is necessary to put in place organizational and economic mechanisms stimulating investment activity in tourism industry facilities. Actively attracting investment in business practices could make a significant contribution to the development of the infrastructure of the tourism industry of the federal subjects of North-West Russia. The conditions for creating an effectively functioning system for managing investment processes in the tourism industry are increasing the scientific validity of management decisions in the field of investment, ensuring the interaction of such basic elements of the management system as principles, methods, management functions, tools that orient the implementation of investment projects to achieve the required results and level of efficiency. These circumstances predetermine the need to form a mechanism for managing the process of investing funds in the tourism business of economic entities of the national economy, which would ensure the achievement of the set goals of investment design both in the strategic aspect and in the near future. In addition, the effectiveness of the investment management system in the tourism sector can be significantly increased through government investment instruments for supporting tourism programs, preferential lending to business entities, ensuring a high level of investment attractiveness of national economic facilities for foreign and domestic investors, facilitating the accumulation of funds from small financial investors. credit institutions, institutional investors. The success of tourism development directly depends on the level of government support for this industry. The experience of the largest Russian tour operators has shown that the right strategy and effective marketing program make it possible to identify target markets, select permanent reliable partners, and significantly increase sales volume. In general, to attract investment in tourism, additional mechanisms are required to stimulate this activity. The most effective of them include: 1. Creation of special zones (territories) for priority development of tourism and recreation with most favored economic status for business and investment. Currently, one of such zones has already been created in Greater St. Petersburg. It was named “Tsarskoye Selo” and included the territories of the cities of Pushkin and Pavlovsk. The mechanism for stimulating investment activity in the tourism industry is presented in Fig. 1. Rice. 1. Mechanism for additional stimulation of investment activity The investment management process is a conscious and purposeful regulation of all types of financial, property and intellectual values invested in business objects and other types of activities in order to generate profit (income) or achieve a social effect. Activation of investment activity depends on the presence of three main factors: A) investment opportunities; The latter, in turn, must be capable of developing management ties between organizations, consolidating interests and capabilities that contribute to the effective implementation of investment projects. First of all, developed tourism (thanks to the large flow of visitors) provides the region with monetary income coming from outside and additional trade turnover. Effective development of tourism potential is possible if there are two essential prerequisites: 1) the presence of a special “magnet” for visitors. It could be a special landmark, a monastery, a museum, a one-of-a-kind architectural structure, or exceptional nature and sports opportunities; However, in many regions that have the necessary potential, it is still not used effectively enough. Often, even with a significant number of visitors, due to the underdevelopment of tourism infrastructure and the lack of a comprehensive tourism offer, tourism does not bring any significant income to the region. Tourists are often forced to bring food and everything they need for their vacation with them; as a result, they leave only garbage, but not money, in their places of stay. The comprehensive development of the existing tourism potential is complicated by the fact that in order to comprehensively resolve the issue, all the numerous participants in the tourism business and interested parties must unite their efforts in order to create and implement a common concept, which is ultimately intended to benefit everyone. Generalized recipes for the successful development of tourism in many regions that have the necessary tourism potential can be formulated as follows: 1. Pragmatic start with small investment projects that can be quickly implemented and do not require attracting large capital. When embarking on systematic measures aimed at the comprehensive development of tourism, one should keep in mind: tourism contributes to the development of enterprises, the creation of new jobs, the growth of the tax potential of the territory, and creates new economic impulses in regions and municipalities. In addition, tourism improves the image of the region as an economically developed territory. The work carried out in this direction will quickly pay off. In many regions and cities, as well as constituent entities of the Federation, if efforts are concentrated on the development of tourism, success for local governments is ensured, and this means the successful development of the local economy. Tourism is only one segment of economic development, but given certain prerequisites and conditions, it can become the main and most profitable direction of the economy of a country or region. By examining the indicative role of tourism as an indicator of coordination between government bodies and business, it can be assumed that tourism, tourism business, its infrastructure and the degree of their development in the region can serve as a good indicator of the potential for radically improving the relationship between local governments and small and medium-sized businesses. To solve the general problem of improving tourism infrastructure, tourism requires, first of all, the involvement of all interested organizations and private entrepreneurs. In addition, significant coordination efforts are required on the part of local governments, as well as clear coordination of actions between the municipal and regional levels of government. In this regard, it is tourism that provides an effective impetus for the development of the economy of territorial entities and active support for small and medium-sized businesses in general. The development (formulation) of a tourism investment development strategy from the very beginning should be concentrated on three main areas: Delimitation of functions and determination of the roles of the parties involved in the process of coordinated work on the development of tourism infrastructure in the region or municipality; Many regions have a number of tourist attractions that are already acting as magnets for visitors. However, there is a significant deficit in related areas, as a result of which the use of tourism potential is still very weak and does not bring tangible economic results. Russian regions, thanks to their attractions and historical monuments, can be competitive in the medium and long term in international tourism. The creation of appropriate prerequisites, expansion of infrastructure and the formation of a comprehensive package of tourist services are a necessary condition for the formation of tourism as one of the budget-forming sectors of the domestic economy. All this is possible only with comprehensively justified targeted investment in the tourism sector of specific regions.
- production (the cumulative result of the economic activity of the population in the region), expressed not only in the formation of a system of economic entities (and corresponding facilities of industrial enterprises, agricultural enterprises, etc.), but also in the creation of a system of social, everyday, cultural services for the population and guests of the region, convenient transport network, tourist infrastructure facilities);
- consumer (growth in the total purchasing power of the region’s population, which leads to an increase in tourism costs);
- infrastructural (economic and geographical position of the region and its infrastructure, including the region’s transport network and developed connections between settlements);
- intellectual (educational and cultural level of the population, preservation and development of local customs, local culture);
"institutional (the degree of development of leading institutions of a market economy, the quality of regulatory activities of regional and local authorities);
innovative level of implementation and effectiveness of dos
developments of scientific and technical (even broader than public
gress) in the region.
- political (polarization of the political sympathies of the population based on the results of the last parliamentary elections and destructiveness in the possible manifestation of this polarization);
- social (the level of social tension associated with the degree of social protection of the population, quality of life);
environmental (level of environmental pollution, including radiation);
criminal (crime level in the region, taking into account the severity of crimes).
The traditional approach does not (and cannot) answer this question; It is known that expert assessment (i.e., the opinion of specialist practitioners) is resorted to in the absence of theory. The fact is that we can talk about managing investment attractiveness only when there are clear ideas about the essence of the investment process. Only in this case it is possible to identify those components of the process, the targeted influence on which will give the desired result. Investment management and investment attractiveness management are two sides of the same coin; the only difference is who is the initiator, an investor or a manager. To understand one, you need to have a good understanding of the other, so let's first look at the basic aspects of investment management. The main idea of the concept is investment management in the real sector; it lies in the fact that the investor’s targeted, targeted influence on the key properties of the investment object allows him to gain global control over the reliability and efficiency of his own investments.Tourism development trends
Risks of investing in tourism
Tourism Investment Strategies
2. Formation of specialized development companies in the city (region)(development agencies) that would be involved in the implementation of investment projects (construction of facilities) in the field of tourism infrastructure: organizing the investment process; attracting financial resources; obtaining land plots for development, as well as the necessary permits and approvals; organizing design and construction with the subsequent transfer of land plots or finished facilities equipped with all the necessary engineering infrastructure to investors and entrepreneurs.
b) investment intentions;
c) relevant organizational structures.
2) the presence in the immediate vicinity of a sufficiently high customer potential, which, in principle, can lead to large flows of visitors.
2. Involvement of all participants, primarily small businesses, in the development of a joint concept of investment development and coordination of the process by the local administration.
3. The focus of the tourist offer on residents of large nearby cities, primarily on tourists coming for one day or for a short vacation.
4. Cooperation in advertising and cooperation with travel agencies.
- formulation of projects to be implemented, especially activities that guarantee quick payback;
- creation of professional marketing.
