Innovative strategies and triggers for the development of the tourism and hotel-restaurant business in crisis conditions

Размещено на http://www.allbest.ru/

INNOVATIVE STRATEGIES AND TRIGGERS FOR THE DEVELOPMENT OF THE TOURISM AND HOTEL-RESTAURANT BUSINESS IN CRISIS CONDITIONS

T. Marusei, V Yurovchyk, T. Zubekhina,

Стратегії та тригери розвитку туристичного та готельно-ресторанного бізнесу в умовах кризи

In the tourism and hotel-restaurant business, like many other industries, there has been a significant economic crisis, largely driven by the consequences of the Russian invasion of Ukraine. During this period, the crisis has manifested through a decrease in international tourism, a reluctance of domestic tourists to visit certain regions of the country, reduced investments, and development. Additionally, domestic hotels and restaurants located in these areas are facing a significant decrease in the number of customers. The new operating conditions for the tourism and hotel-restaurant business are challenging, but they can also create new opportunities that can be shaped through the implementation of innovative strategies and the incorporation of development triggers. Therefore, the aim of this article is to identify the diversity and characteristics of forming innovative strategies and development triggers for the tourism and hotel- restaurant business in crisis conditions. Based on the research results, it has been proven that the conditions of the current economic crisis require the implementation of protective innovative development strategies for the tourism and hotel-restaurant business. In this regard, an analysis of domestic experience has allowed us to identify a pool of 5 key protective innovation strategies currently used for the development of the tourism and hotel-restaurant business in crisis conditions. These strategies include retaining loyal customers, optimizing enterprise costs, attracting the local market, diversifying services, and collaborating with local partners. It has been demonstrated that each of the protective innovation strategies identified above is selected based on the needs of the tourism and hotel-restaurant business, its conditions, and its operation. Furthermore, considering the importance of continuous improvement and updates, it is crucial to incorporate innovative triggers into such strategies. Specifically, each trigger of protective innovation strategies for the development of the tourism and hotel- restaurant business operates according to the following scheme: observation and analysis; identification of opportunities; strategy development; initiative launch; monitoring and evaluation; and internal transformations. This outlined scheme is iterative and requires constant refinement and adaptation to environmental changes.

Keywords: cost optimization; development strategies; development triggers; economic crisis; local market.

У сфері туристичного та готельно-ресторанного бізнесу, подібно до багатьох інших галузей, спостерігається розгортання масштабної економічної кризи, спричиненої наслідками Російського вторгнення в Україну. Зокрема, проявами кризи в цей період є зменшення обсягів зовнішнього туризму та відмова внутрішніх туристів від відвідування певних регіонів країни, зменшення інвестицій і розвитку. Крім того, вітчизняні готелі та ресторани, розташовані в цих областях, стикаються зі значним зменшенням кількості клієнтів. Нові умови функціонування туристичного та готельно-ресторанного бізнесу є складними, але вони також можуть створити нові можливості, які можуть реалізовуватися за допомогою інноваційних стратегій та вбудованих у них розвивальних факторів. Отже, метою цієї статті є визначення різноманітності та особливостей формування інноваційних стратегій та факторів розвитку туристичного та готельно-ресторанного бізнесу в умовах кризи. За результатами дослідження доведено, що сучасні умови економічної кризи вимагають від туристичного та готельно-ресторанного бізнесу впровадження захисних інноваційних стратегій розвитку. При цьому аналіз вітчизняного досвіду дозволив виділити п'ять ключових захисних інноваційних стратегій, які в даний момент використовуються для розвитку туристичного та готельно-ресторанного бізнесу в умовах кризи. Серед них варто виділити збереження лояльних клієнтів, оптимізацію витрат підприємства, залучення місцевого ринку, диверсифікацію послуг та співпрацю з місцевими партнерами. Доведено, що кожна із раніше визначених захисних інноваційних стратегій вибирається відповідно до потреб туристичного та готельно-ресторанного бізнесу, а також умов і особливостей його функціонування. З огляду на важливість постійного вдосконалення та оновлення, ключовим є вбудовування в ці стратегії інноваційних тригерів. Специфічним є те, що кожний такий тригер захисних інноваційних стратегій розвитку туристичного та готельно-ресторанного бізнесу працює за наступною схемою: спостереження та аналіз, виявлення можливостей, розробка стратегії, запуск ініціатив, моніторинг і оцінка, внутрішні трансформації.

Зазначена схема є ітеративною і вимагає постійного вдосконалення та адаптації до змін у середовищі.

Ключові слова: оптимізація витрат; стратегії розвитку; тригери розвитку; економічна криза; місцевий ринок.

Target setting. In the field of tourism and hotel-restaurant business, like many other industries, there is currently an unfolding of a large-scale economic crisis. This crisis is a result of the Russian invasion of Ukraine. Specifically, manifestations of the crisis during this period include a reduction in international tourism volumes and domestic tourists refraining from visiting certain regions within the country, decreased investments, and development. Additionally, domestic hotels and restaurants located in these areas are facing a significant decrease in the number of customers. The new operating conditions for the tourism and hospitality business are challenging, but they can also create new opportunities that may be shaped through the application of innovative strategies and embedded development triggers.

Analysis of research and publications

The research on contemporary issues in the development of the tourism and hotel-restaurant business is being conducted by leading scholars such as Tserklevych V., Dil A., Dil M., Maslyhan, O., Todierishko, E., Zhukov, S. and Kashka, M., and others. However, as of today, there is a lack of a systematic approach towards further investigating the issues related to the formation of innovative strategies and development triggers for these businesses in the defined context.

The wording of the purposes of article (problem). The purpose of the article is to identify the diversity and characteristics of forming innovative strategies and development triggers for the tourism and hotel-restaurant business in the context of a crisis.

The paper main body with full reasoning of academic results. It should be noted that the conditions of the contemporary economic crisis (which have been shaped by the consequences of Russian aggression, and uncertainties surrounding ongoing reforms in various sectors, including the budget, pension, and tax systems) require the tourism and hotel-restaurant businesses to implement defensive innovative development strategies.

These strategies are employed by business entities to protect their competitive advantages and market positions by implementing new innovative solutions or improving existing ones to adapt to new conditions and maintain their viability. Analysis of domestic experience has allowed us to identify a pool of 5 key defensive innovative strategies currently being employed for the development of the tourism and hotel-restaurant business in times of crisis (Table 1), including retaining loyal customers, optimizing enterprise costs, engaging the local market, diversifying services, and collaborating with local partners.

Table 1. The experience of applying defensive innovative strategies for the development of the tourism and hotel-restaurant business as of 2023

* (1) Mobile applications or online platforms that provide local residents with a convenient way to browse and book services in your business; (2) Organizing unique local events and gatherings that attract the attention of local residents; (3) Loyalty programs for locals; (4) Engaging local residents in nature conservation and sustainable development programs; (5) Digital marketing and social media targeting the local market for advertising campaigns; (6) Studying local culture and traditions, integrating them into services and programs to create an authentic experience for local customers.

Source: formed based on [1; 5]

Figure 4. Triggers of the business protective innovation strategy for service diversification

Note

* (1) Developing an online tour or virtual travel program where customers can participate in remote journeys and tours through video conferencing (using virtual reality or 360-degree video to create extraordinary experiences); (2) Creating remote workplaces for employees and freelancers seeking comfortable and functional working environment outside of their homes; (3) Implementing virtual platforms for hosting online conferences, webinars, virtual exhibitions, and events to meet communication and learning needs in an online environment; (4) Expanding delivery services for meals, groceries, or other products, increasing accessibility and convenience for customers; (5) Organizing adventure trips and nature getaways; (6) Providing entertainment services such as a private cinema, bowling, billiards, or organizing family-friendly entertainment programs.

Source: formed based on [1; 3-4]

By applying the content of the highlighted innovative triggers above, businesses in the tourism and hotel-restaurant industry can quickly adapt to changes in demand and provide greater flexibility in service delivery during an economic crisis.

The protective innovation strategy of a company collaborating with local partners should focus on service triggers, such as (Figure 5):

Figure 5. Triggers of the protective innovation strategy for a business collaborating with local partners

Note

* (1) Joint advertising campaigns and marketing initiatives that encompass multiple local businesses (allowing them to capture a larger audience's attention and raise awareness of their services); (2) Creating joint service packages with local partners (making offers more attractive to customers seeking a comprehensive experience); (3) Collaborating with partners (can increase the number of positive online reviews and recommendations help attract new customers); (4) Partnering with local transportation services or other businesses (can facilitate access to the business for customers); (5) Special terms and discounts for local partners (the opportunity to use the business's services and recommend them to others); (6) Organizing joint events, festivals, or sports competitions with local partners.

Source: formed based on [1; 5]

1) Joint marketing initiatives (formed as a strategic collaboration between two or more companies for jointly promoting their products or services [1]),

2) Combined service packages (formed as a marketing and sales strategy where two or more products or services are bundled into a comprehensive package offered to customers as a single unified product at a special price or with a discount),

3) Feedback and recommendations, increased service accessibility, exclusive offers for partners (formed as a set of special conditions or services offered by a company to its partners or participants in a partnership program [5]),

4) Joint events and activities (formed as a series of events organized or conducted jointly by two or more companies, organizations, or other groups to achieve common goals, exchange ideas, attract public attention, or foster partnership development [3]).

By applying the content of the highlighted innovative triggers, businesses in the tourism and hotel-restaurant industry can stimulate partnership relations and maintain a steady flow of customers. Collaborating with other local businesses can have a significant impact on the success of the business, especially when joint support and resources are crucial.

Conclusions from this study and prospects for further exploration in this area

Based on the obtained results, it can be noted that the conditions of the modern economic crisis require the implementation of protective innovative development strategies in the tourism and hotel-restaurant business. In this regard, the following conclusions have been made:

1. Analysis of domestic experience has allowed us to identify a pool of 5 key protective innovative development strategies currently being applied in the tourism and hotel-restaurant business in times of crisis. These strategies include customer loyalty retention, cost optimization of the enterprise, local market engagement, service diversification, and collaboration with local partners.

2. Each of the identified protective innovative development strategies is chosen according to the needs of the tourism and hotel-restaurant business, as well as the conditions under which it operates. Considering the importance of continuous improvement and updates, it is crucial to embed innovative triggers (or mechanisms that timely initiate or deactivate internal transformations) into such strategies.

3. What makes these triggers specific is that each of them follows the following scheme within protective innovative development strategies for the tourism and hotel-restaurant business: observation and analysis, identifying opportunities, strategy development, initiative launch, monitoring and evaluation (constant monitoring of their results and effectiveness), internal transformations. This outlined scheme is iterative and requires continuous refinement and adaptation to changes in the environment.

The obtained results emphasize the importance of protective innovative strategies for the tourism and hotel-restaurant businesses in times of economic crisis. Further research in this direction may involve a more in-depth study of the identified types of protective innovative strategies, their advantages and disadvantages in specific crisis conditions, and specific market segments.

Література

1. Bannikov V., Lobunets T., Buriak I., Maslyhan O., Shevchuk L. On the question of the role of project management in the digital transformation of small and medium-sized businesses: essence and innovative potential. Amazonia Investiga, 2022, vol. 11 (55), pp. 334-343.

2. Maslyhan O., Todierishko E., Zhukov S., Kashka M. Routing for tourist and excursion bureaus based at parametric network models, Economic Annals-XXI, 2021, Vol. 191(7-8(1)), pp. 100-113.

3. Services sphere cluster management: virtualization and methodological aspects: монографія / [Authors team: Mashika Hanna, Zelic Victoria, Kiziun Alla, Maslyhan Roman et al.]. Odesa: KUPRIENKO SV, 2023 - 131 с.

4. Церклевич, В.С., Діль, А.В., Діль, М.В. Нові гастрономічні спеціалітети як продукт ресторану "Local Food" у розвитку туристичних дестинацій, Індустрія туризму і гостинності в Центральній та Східній Європі, 2022, Вип. 6, с. 41-51.

5. Церклевич, В., Онищук, М., Шпаковський, С. Культурні детермінанти

еволюції гастрономічних спеціалітетів: до питання формування

гастрономічного бренду Поділля. Трансформаційна економіка, 2023, Вип. 1 (01), с. 67-75.

6. Tserklevych V.S. Modern possibilities of using the visual method in teaching history of economics. Vyshcha shkola, Naukovo-praktychne vydannia MON Ukrainy, 2017, Vol. 9, С. 116-129.

References

1. Bannikov, V., Lobunets, T., Buriak, I., Maslyhan, O., and Shevchuk, L. (2022), “On the question of the role of project management in the digital transformation of small and medium-sized businesses: essence and innovative potential”,Amazonia Investiga, vol. 11(55), pp. 334-343.

2. Maslyhan, O., Todierishko, E., Zhukov, S. and Kashka, M. (2021), “Routing for tourist and excursion bureaus based at parametric network models”, Economic Annals-XXI, vol. 191(7-8(1)), pp. 100-113.

3. Mashika, H., Zelic, V., Kiziun, A. and Maslyhan, R. (2023), Services sphere cluster management: virtualization and methodological aspects, KUPRIENKO SV., Odesa, Ukraine.

4. Tserklevych, V.S., Diehl, A.V. and Diehl, M.V. (2022), “New gastronomic specialties as a product of the "Local Food" restaurant in the development of tourist destinations”, Industriya turyzmu i hostynnosti v Tsentral'niy ta Skhidniy Yevropi, vol. 6, pp. 41-51.

5. Tserklevych, V., Onyshchuk, M. and Shpakovsky, S. (2023), “Cultural determinants of the evolution of gastronomic specialties: to the question of the formation of the gastronomic brand of Podillia”, Transformatsiyna ekonomika, vol. 1 (01), pp. 67-75/

6. Tserklevych, V.S. (2017), Modern possibilities of using the visual method in teaching history of economics. Vyshcha shkola, Naukovo-praktychne vydannia MON Ukrainy, Vol. 9, рр. 116-129.

Размещено на Allbest.ru