Marketing activities in tourist agency Kompas d.d.

V teoretičnem delu smo ugotovili, da so aktivnosti marketinga interdisciplinarne in da je za uspešno in učinkovito udejanjanje marketinške usmeritve potrebna njena vpetost in povezanost tudi z drugimi aktivnostmi znotraj organizacije, z družbenim razvojem ter potrebami zunanjega okolja organizacije. Pri podrobnejšem pregledu razvoja marketinga smo opazili, da turistična agencija Kompas udejanja tako imenovano reaktivno marketinško naravnanost, včasih tudi osnovno prodajno usmeritev, predvsem takrat, ko se ugotovi, da kapacitete niso prodane v zadovoljivi meri. Organizacija sicer razume izražene potrebe in hotenja ciljnih skupin, vendar ne zaznava odjemalčevih latentnih (skritih) potreb, ki bi turistično agencijo Kompas pripeljala do proaktivne celostne marketinške naravnanosti. V empiričnem delu smo ugotovili, da je padanje prodaje v turistični agenciji Kompas posledica več dejavnikov. Prvi padec leta 2009 je posledica slabšega prilagajanja na spremenjene potrošnikove navade, ki so nastale kot posledica gospodarske recesije. Nadaljnje upadanje prodaje pa je posledica načina spopadanja z nastalo situacijo ter pozicijo turistične agencije Kompas v očeh potrošnikov. Zniževanje stroškov na račun kakovosti, zmanjšanje marketinških aktivnosti, pomanjkanje interesa po globljem razumevanju kupca, segmentiranju in močnejši diferenciaciji v odnosu do kupcev in najožjih konkurentov na eni strani ter ohranjanjem imidža, ki mu organizacija operativno in na nekaterih segmentih tudi produktno ne sledi, je pripeljalo turistično agencijo Kompas na segmentu lastne produkcije do tako velikega padca prodaje.In theory we confirmed that marketing activities are interdisciplinary and therefore must be closely connected with other processes inside organisation in order to follow and meet the expectations of the external environment. After more detailed research we established that Kompas tourist agency performs so called reactive marketing policy, sometimes even also pure sales, only to meet their short-term business plan. Organisation has established processes to recognize costumers’ habits and needs, however it fails to comprehend the need to segment them and proactively approach them through adjusted tourist offer. What is missing is overall organisational awareness that performance can be improved only through employees (in sales) in the organisation who must comply with external marketing market goals which are synchronized with the decision making structure in the company. Empirically we confirmed that decrease in sales at Kompas is consequence of more than one factors. First decrease was recorded in 2009 when costumers’ habits drastically changed due to economic crisis and recession. Further on organisation failed to adjust to its position in costumers’ perception. It continued to decrease its marketing activities, reduce cost on account of quality of offered service, stopped market segmentation and competition benchmarking. In the eyes of costumers such approach turned out as non-productive since no of their latent expectations were met