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Journal articles on the topic 'Hospitality development strategy'
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KYFYAK, Vasyl, and Oleksandr KYFYAK. "Hospitality development strategy: regional context." Scientia fructuosa 5, no. 157 (2024): 121–34. http://dx.doi.org/10.31617/1.2024(157)09.
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Having a strategy for the development of the hospitality sector for any region will not only contribute to the establishment of a structured dialogue between the authorities and business in the service sector, but will also ensure the effective use of resource potential, the creation of new jobs, an increase in revenues for budgets of all levels, stable development and realization of export potential region European integration processes and economic problems caused by Russiaʼs aggression actualize this issue, particularly in the context of determining its impact on the social and economic development of the region and the country in general. Within the framework of the research, the hypothesis was put forward that the development of the hotel-restaurant and tourism business in the region depends on the priorities of strategic development and the formation of the regional strategy for the development of the hospitality sector. The research was carried out on the basis of the study of foreign experience, diagnostics of the activities of hospitality enterprises of the Chernivtsi region, surveys of entrepreneurs in the field of hospitality, the use of comparison and modeling methods. According to the results of the survey, additional criteria to the basic guidelines defined by the Law of Ukraine "On the Basics of State Regional Policy" were revealed, which must be taken into account when forming the regional strategy for the development of the hospitality sector for a specific region. A structural model of the formation of the regional strategy for the development in Chernivtsi region has been developed. Based on the research of relevant European experience, it was established that the formation of regional strategy for the development should be aimed at creating conditions for the full realization of the regionʼs tourism potential, building infrastructure in accordance with international standards and creating new competitive advantages. The results of the research confirm the relevance of the formation of the hospitality development strategy, especially in those regions where there is adequate resource provision and development prospects. In practice, the results of the research can be used by local authorities, public organizations and businesses. Due to the fact that the regional strategy for the development of the hospitality sector has a three-part character, combining state, regional and interregional (cross-border) policies, the issue of determining its impact on the social and economic development of the region and the country in general requires further research
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Pirogova, Oksana, Mikhail Pirogov, and Nikolay Pogorelov. "Development strategy for the regional services market." E3S Web of Conferences 460 (2023): 03004. http://dx.doi.org/10.1051/e3sconf/202346003004.
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The hospitality industry is influenced by an increasing number of factors every year. For successful hotel business, it is necessary not only to know exactly the market, its potential guests and be able to prevent all unforeseen risks, but also to introduce new modern, including energy-saving technologies. In modern conditions of growth of the hospitality market, the introduction of energy-saving technologies can become not only a factor of saving, but also a factor of increasing attractiveness in the eyes of potential consumers of hospitality industry services. The purpose of the study is to identify key factors, including energy conservation, and to assess the growth rate of the hospitality industry market. The objectives of the study involve identifying and analyzing the relationship of factors with indicators of revenue and net profit in the hospitality market, conducting regression analysis, as well as determining the forecast values of the main economic indicators. Research methods: factor analysis, regression analysis, construction of own hypotheses. As a result of the study, forecast estimates of the growth rates of the hospitality market in the post-pandemic period were obtained. Keywords: hotel business, energy-saving technologies, tourist flow, regression analysis, room rate, forecasting
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Koryuhina, Catherine, and Oleksij Sorokin. "DEVELOPMENT MARKETING STRATEGY FOR RAMADA ENCORE KIEV." ЕКОНОМІКА І РЕГІОН Науковий вісник, no. 3(64) (June 7, 2017): 60–66. http://dx.doi.org/10.26906/eir.2017.3(64).877.
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UDC 339.138:640.41
 
 Koryuhina Catherine, Mg.oec., Mg.Phil. Assist.Prof. Oleksij Sorokin. ISMA University. Latvia. Developing Marketing Strategy for Ramada Encore Kiev. The article gives the analysis of marketing strategy of Ramada Encore Kiev Hotel, highlights the importance of marketing concept, and marketing strategy, and formulates the ways of improving the situation with the help of marketing activities.The hospitality marketing mix model is used as the theoretical basis. Besides, financial reports, international organisations statistics, SWOT analysis, PESTEL analysis and other methods are used. Nowadays hospitality is fast growing and developing industry. The aim of this work is to find suitable new advertising strategies that can make for hotel’s development.
 
 Keywords: marketing strategy, concept, improving, hospitality, theoretical issues, statistics, suggestions.
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Povorozniuk, Inna. "INNOVATIVE DEVELOPMENT OF HOSPITALITY ENTERPRISES." Economies' Horizons, no. 1(27) (March 31, 2024): 121–28. http://dx.doi.org/10.31499/2616-5236.1(27).2024.299099.
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The article studies the main directions and stages of development of the strategy of innovative development of hotel enterprises. It is substantiated that the development and implementation of innovations is the most important condition for the progressive development of both a separate enterprise, an entrepreneurial structure, and the entire economy as a whole. Innovative processes are now becoming increasingly important, their main task is to achieve competitive advantages for enterprises and more fully meet consumer demand for high-quality services. At present, this can only be achieved through innovations that need to be widely implemented and used in modern economic conditions.
 Innovation drives the emergence of in the market for new or improved products and services. Innovative activities can lead a hotel company to qualitative changes in all processes activities. They are aimed at achieving results - increasing the speed and quality of the visitor service process.
 Innovation process at the enterprise hotel industry consists of a list of actions to introduce services with new properties, new technological processes, the use of new methods and methods of logistics.
 Innovative development in the hotel business allows you to win as many visitors as possible and in the best way satisfy their needs while maintaining a market segment. This development strategy hotel determines its recognition on competitive service markets.
 The best way to achieve good results is to plan a hotel enterprise development strategy based on a systematic analysis of competitors, consumers, and the hotel's technological profile.
 It should not be forgotten that for any hotel, the most important role in the process of innovative development is played by the staff. After all, the human factor certainly affects the positioning of the service and can lead to its positive and negative position
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S. Karban, Abdullah, Mahmud B.M. Jusan, Abdul Halim. Hussein, and Naif S. Al-Aboud. "The Historical Development of Hospitality in Makkah." International Journal of Engineering & Technology 7, no. 3.30 (2018): 225. http://dx.doi.org/10.14419/ijet.v7i3.30.18246.
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Islamic hospitality is a reflection of religious and cultural values and principles that aim to enhance unity, equity, and social relationships. Despite its increase in demand by Muslims and even non-Muslims, the main principles of Islamic hospitality has been neglected due to the emergence of contemporary forms of hospitality. Therefore, the aim of this review paper is to establish a modern approach which will promote the concept of Islamic hospitality in Makkah. The Islamic hospitality in Makkah city was selected due to its recent transformation towards the contemporary concept of hospitality. To achieve the research aim, systematic literature review was conducted to evaluate the historical development of Islamic hospitality, and the challenges it has encountered recently. Afterwards, it was identified that Islamic hospitality in Makkah has witnessed significant changes such as: Ibrahimic Hospitality, Arabic Hospitality, Islamic Hospitality, and Contemporary Hospitality. Based on the aforementioned, this paper recommends modern strategy to redefining the concept of Islamic Hospitality. This will enable the Islamic hospitality in Makkah to retain its religious and cultural values and principles, rather than becoming a way of acquiring money and reflecting the commercial hospitality principles.
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Harris, Peter J. "A development strategy for the hospitality operations management curriculum." International Journal of Contemporary Hospitality Management 7, no. 5 (1995): 29–32. http://dx.doi.org/10.1108/09596119510090654.
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Zaher, Nagham. "FORMULATION OF DEVELOPMENT STRATEGY FOR TOURISM AND HOSPITALITY INDUSTRY." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 8/3, no. 128 (2022): 63–69. http://dx.doi.org/10.36871/ek.up.p.r.2022.08.03.007.
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The article is devoted to the problems of strategy development in the field of tourism and hospitality. In order to increase competitiveness in the tourism industry, it is necessary to develop existing opportunities and strategies in accordance with the nature of the tourism business in renewable markets. Tourist requests are changing. Industry experience has shown that development contributes to the growth of demand for entertainment offers, forms the infrastructure of tourism procurement and transport. Among other things, it helps to increase interest in border posts and hotels for tourists.
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Dr Shepherd Nyaruwata. "A Tourism Planning of Zimbabwe for 1980-2018: A Critical Assessment." Hospitality & Tourism Review 1, no. 2 (2020): 14–24. http://dx.doi.org/10.38157/hospitality-tourism-review.v1i2.213.
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Purpose: The purpose of the study was to assess how far the government of Zimbabwe’s tourism policies and strategies have affected the development of the tourism and hospitality sector.
 Methods: The study was based on a review of the literature on tourism development in Zimbabwe. A range of peer-reviewed papers, reports from the United Nations World Tourism Organization (UNWTO). reports from the Zimbabwe Tourism Authority (ZTA), and those of the Ministry of Environment, Tourism, and Hospitality Industry were consulted. The information offered a clear picture of how far the government had contributed to influencing the development of the tourism and hospitality industry during the period. 
 Results: The results of the study showed that for the period up to 2000 the government played only a facilitating role in the development of the sector. The results further showed that the government took a more proactive role in planning the development of the industry only when the persistent negative image of the country threatened the collapse of the sector.
 Implications: It is recommended that the country effectively implements the National Tourism Master Plan and the National Tourism Sector Strategy which were launched in 2016 and 2018 respectively. A constant review of the National Tourism Sector Strategy will ensure an effective response to the global and national macro-economic, social and political changes that will occur during the plan period.
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J. Harrington, Robert, Prakash K. Chathoth, Michael Ottenbacher, and Levent Altinay. "Strategic management research in hospitality and tourism: past, present and future." International Journal of Contemporary Hospitality Management 26, no. 5 (2014): 778–808. http://dx.doi.org/10.1108/ijchm-12-2013-0576.
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Purpose – The purpose of this study is to review the hospitality and tourism strategy literature to identify trends related to key topical areas of research. The study objectives include identifying hospitality and tourism strategy challenges; presenting a synthesis of frequent strategy topics; and identifying opportunities for future research. Design/methodology/approach – Earlier studies in the hospitality strategy literature were reviewed and synthesized to identify trends, gaps and opportunities. Findings – Hospitality strategy research continues to improve and extend the boundaries of strategic thought in the hospitality literature. In assessing the literature from 1980 to 2013, it was apparent that the literature was following the mainstream trend of combining theoretical perspectives to some degree as well as applying more process-based concepts to hospitality strategy research. There were several challenges for propelling hospitality strategy research forward; these included the educational infrastructure, theory development and the quantity and quality of researchers in the field. Research limitations/implications – Given the depth and breadth of the strategy topics and research, it was difficult to ensure sufficient coverage was provided in the limited space of one journal article. Originality/value – The study provides a good foundational understanding of where the hospitality strategy research had been and the trajectory of where it was headed. Further, it serves as a valuable resource for current researchers and those entering this area of research.
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Khatikova, Z. V., and O. L. Ryvkina. "HOTEL HR-BRAND STRATEGY DEVELOPMENT PECULIARITIES." Construction economic and environmental management 77, no. 4 (2021): 98–106. http://dx.doi.org/10.37279/2519-4453-2020-4-98-106.
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The article deals with a hotel HR-brand strategy development peculiarities. HR brand place in a hotel’s personnel management system has been determined. The HR brand platform elements as a system of values and goals that form the basis of personnel potential strategic planning have been specified. The set of hospitality industry enterprise external and internal environmental factors as the objects of strategic analysis within the second stage of HR-brand strategic development process has been clarified. Two main alternatives of this strategy have been highlighted, their essence, structural elements, implementation process peculiarities from the standpoint of external and internal branding have been specified. Hotel brand positioning principles through a key message to the target audience have been formulated.
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Litvinova, Yu. B., and E. N. Goncharova. "Innovative development of Mriya Resort in Crimea." Services in Russia and Abroad 17, no. 3 (2023): 140–47. https://doi.org/10.5281/zenodo.8152725.
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<em>The hospitality industry is improving because of emerging competitors in the hospitality market and customer expectations. The hospitality industry needs to innovate to thrive in a more diverse economy. Mriya Resort Hotel in the Crimea is an example of innovative hotels, which offered new services, implemented progressive management methods, and created several eco-innovations. Hotel Mriya Resort skillfully combines new technologies and experimental elements of hotel marketing. The study of identifying and exploring new forms of innovation is relevant to the rapidly changing demands of hospitality, tourism and travel. The hotel presented an innovative approach to construction, an amazing example of functional and useful development of the area with a deep ideological concept and year-round use for all categories of citizens. The hotel's innovative strategy combines both technological and non-technological areas of service activities, including methods of management, organization, strategy and of course marketing. The hotel created new values for hotel guests: changed products, services, processes and business models, which is certainly reflected in the financial results. Mriya Resort has demonstrated that innovative ideas have become a driving force not only for renovation, efficiency, but also a guarantee of long-term business value in this area of service. Going forward, innovation will drive performance and competitiveness among hotel companies in a rather complex hospitality industry that is unevenly distributed across geographic regions and ownership structures. It is important to note that innovation is not necessarily successful and will lead to economic growth, nevertheless innovative service areas can be a source of innovation opportunities.</em>
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Wynn, Martin, and Carmen Lam. "Digitalisation and IT Strategy in the Hospitality Industry." Systems 11, no. 10 (2023): 501. http://dx.doi.org/10.3390/systems11100501.
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This article explores how digitalisation is impacting the hospitality industry and assesses the evolving role of an Information Technology (IT) strategy in the digitalisation process. The research approach is qualitative and inductive, based on six in-depth interviews with senior IT professionals in the hospitality industry. Findings indicate significant differences in the role of an IT strategy in guiding digitalisation in the companies studied. The depth of information provided by the interviewees supports the development and application of a model that profiles the companies regarding their degree of digitalisation and technology integration. Analysis of interview material allows the identification of key properties for successful digitalization: process agility, workforce adaptability, and technology manageability, along with a clear data culture and ensured cybersecurity. However, disparate systems and technologies, and a lack of data integrity, are key issues that leave hospitality companies with difficult choices in progressing digitalisation initiatives. The applied model and identification of key properties for successful digitalisation contribute to the development of related theory and can also be used as a reference point for senior IT professionals working in the industry.
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Kostynets, Valeriia. "STRATEGIC MANAGEMENT OF TOURISM AND HOSPITALITY’S DEVELOPMENT." Actual Problems of Economics 1, no. 237 (2021): 6–12. http://dx.doi.org/10.32752/1993-6788-2021-1-237-6-12.
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The article develops the Strategy for Regulation of Economic Development of Tourism and Hospitality in Ukraine, which expresses long-term vision, guidelines, strategic elements and goals to promote sustainable development, safe and inclusive tourism in Ukraine and increase its attractiveness as a competitive world tourism. It is determined that this Strategy identifies key strategic elements of national importance.
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Nosyriev, Oleksandr, Tetyana Dedilova, and Inna Tokar. "Tourism and hospitality industry development in the Ukrainian economics strategy of post-conflict reconstruction." Socio-Economic Problems and the State 26, no. 1 (2022): 55–68. http://dx.doi.org/10.33108/sepd2022.01.055.
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The article is devoted to improving the vectors of strategic development of the tourism and hospitality industry in armed conflicts and post-conflict recovery and optimizing possible measures to coordinate the activities of major players in the tourism and hospitality industry to justify trends in further postwar recovery. The negative consequences of the armed conflicts in the sphere of tourism and hospitality are systematized, the main obstacles to the development of inbound tourism in modern realities are identified, the state and features of tourism in Ukraine in military and postwar realities are studied. It is noted that the development of tourism in Ukraine was negatively affected by the events of 2014, which in 2022 due to full-scale invasion had a very negative impact on the tourism business and hospitality industry, which requires the development and implementation of anti-crisis measures by Ukraine. Currently, domestic tourist flows in Ukraine are expected to decrease, and the reason for this is the decline in the purchasing power of citizens due to the military conflict and the impact on the economy and social sphere of the country. Emphasis is placed on the fact that there are many countries in the world when, after large-scale hostilities, the tourism industry was rapidly recovering and developing. The experience of post-war restoration of tourism in the countries affected by the wars: Croatia, Cyprus, Georgia, Israel is analyzed and the use of these countries experience in the restoration of tourism in Ukraine is proposed. It is noted that the tourism industry and the hospitality industry should be the locomotive of the postwar economic recovery of Ukraine. The fact is emphasized that a fundamental renewal of Ukraine’s tourism branding is needed, which will be based on the safety and protection of tourists, as well as the formation of the image of a safe country.
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KONOVALOVA, Elena Evgenievna, Elena Vladimirovna YUDINA, Irina Viktorovna BUSHUEVA, Tatiana Viktorovna UHINA, and Kostyantyn Anatol'evich LEBEDEV. "Forming Approaches to Strategic Management and Development of Tourism and Hospitality Industry in the Regions." Journal of Environmental Management and Tourism 9, no. 2 (2018): 241. http://dx.doi.org/10.14505//jemt.v9.2(26).03.
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The paper refers with the development of approaches to strategic management and development of the tourism and hospitality industry in the regions. The authors justified the creation of a strategy selection model that would take into account the possible strategic positions in organization of the tourism and hospitality industry, as well as unexpected strategic changes in the external business environment that might occur on its path. The model is based on the system of strategy selection and classification of unexpected strategic changes in the external business environment. It is proved that the application of the strategic management concept in tourism and hospitality industry is possible only taking into account the specifics of the organization’s activities, interests of service consumers, existing competitive conditions, and the sustainable development principles. It is revealed that there is a need in a holistic management system that would meet current and future requirements of the dynamic development of the tourism and hospitality industry, and can be implemented at different levels including regional level.
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KYRYLOV, Yurii Y., Viktoriia H. HRANOVSKA, Viktoriia M. KRYKUNOVA, Ivan V. SVYNOUS, and Kateryna S. NIKITENKO. "DEVELOPMENT OF THE SPHERE OF HOSPITALITY IN STRATEGY RECOVERYOF THE TOURIST INDUSTRY OF UKRAINE." GeoJournal of Tourism and Geosites 51, no. 4 supplement (2023): 1676–91. http://dx.doi.org/10.30892/gtg.514spl09-1164.
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By defining a strategy for the tourism industry's recovery in the Western region of Ukraine, the study aims to support a methodical approach to evaluating the sector's economic attractiveness from the perspectives of the government, investors, and consumers. This plan will ensure the growth of positive externalities and minimize negative dynamics within the ecosystem during the post-conflict phase. The method of analyzing hierarchies was used, with the help of which the index of the economic attractiveness of the hospitality sector was evaluated for the level of reproduction of the tourism industry. Regarding the relative coherence of indicators of the appeal of the hospitality sector of the Carpathian tourist destination, an interaction between the starting data and the vectors of the matrices of pairwise comparisons was correlated. Using average weight criteria, the integral index of the hospitality sector's attractiveness for the Carpathian region of Ukraine was computed.
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Ferdiansah, Rudi. "Impact of Training and Development Programs Employee to Productivity in Industry Hospitality." Hospitality Management and Operations Journal 1, no. 1 (2024): 19–27. https://doi.org/10.59261/hmoj.v1i1.3.
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Industry hospitality face increasingly fierce competition tight and change need fast , demanding customers? improvement quality and productivity employees . Training and development programs employee acknowledged as an important strategy in increase competence , efficiency and satisfaction work , which has an impact directly on performance and power competition company . However , the effectiveness from various training programs This Still need under review more in depth , especially in the sector Hospitality . Research This aiming For evaluate impact of training and development programs to productivity employees in the industry hospitality , with focus on improvement relevant skills? with work , efficiency in serve customers , and satisfaction work . Research This use method quantitative with approach survey . Data collected through questionnaire distributed? to 100 hotel employees who have following training and development programs . Data analysis was carried out use linear regression for determine the impact of training programs to productivity employees . Research results show that the training and development program own influence positive and significant to productivity employees . Employees who participate in this program tend show improvement ability work , efficiency and satisfaction in operate his/her task . Findings This underline importance training sustainable as an improvement strategy quality source Power human in industry hospitality .
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Hadi Saputro, Seno, Arninda Arninda, Ferdy Firmansyah, and Munawir Munawir. "Application of Smart Technology in Marketing Strategy Development: An Overview of the Hotel Industry in Bali." International Journal of Management Science and Information Technology 3, no. 2 (2023): 217–25. http://dx.doi.org/10.35870/ijmsit.v3i2.1491.
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This study aims to analyze the impact of smart technology implementation in the hospitality industry, focusing on issues of privacy and data security, economic and social impact of engagement. of human resources and the importance of transparency and accountability in smart technology design. The research methods used are inductive and qualitative methods with in-depth interpretation. Data is drawn from a variety of scholarly sources and up-to-date information from platforms such as SINTA, Science Direct, Google Scholar, Scopus, and Web of Science. Research results show that the application of smart technology in the hotel industry has a significant impact on many aspects. The first finding highlights the need to prioritize data security and privacy issues. The implications of replacing workers with smart technology have an impact on the local economy and employment structure. Furthermore, this study highlights the need for transparency and accountability in the design of smart technologies, so that customers have clear information and control over their personal data. This finding is consistent with previous research that has identified the risks and social impacts of smart technology adoption in the hospitality industry. Therefore, businesses in the hospitality industry need to develop policies and strategic measures to address negative impacts and ensure the ethical and responsible adoption of smart technology. This study provides insight into the impact of smart technology implementation in the hospitality industry and provides a basis for developing sustainable and ethical strategies for smart technology adoption in hospitality.
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Liça, Denada, Silvana Gashi, and Ermira Qosja. "Promoting environmental responsibility strategy and innovation in the hospitality industry: A green tourism approach." Corporate and Business Strategy Review 5, no. 4 (2024): 90–103. http://dx.doi.org/10.22495/cbsrv5i4art8.
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The hospitality industry plays an important role in global sustainability efforts, and Albania, with its rich natural resources, is ready to take advantage of the growing demand for eco-friendly tourism experiences. As global awareness of environmental issues continues to grow, the hospitality industry faces increasing pressure to adopt sustainable practices. This study aims to explore new approaches to tourist behavior and the development of eco-hotels, contributing to the country’s potential as a leading destination in green tourism. Moreover, it focuses on the promotion of environmental responsibility and innovation within Albania’s hospitality sector, focusing on eco-tourism and the development of the eco-hotel model. Additionally, this study aims to identify opportunities for sustainable growth, positioning Albania as a competitive destination in the emerging green tourism field. The findings show the tourists’ perceptions of eco-tourism and eco hotels. Recommendations for stakeholders, policymakers, and businesses are provided, aiming to influence the country’s transformation into a competitive green tourism destination. By combining insights from tourists with global green tourism trends, this study contributes to Albania’s effort towards a more sustainable and competitive future in the hospitality sector. This study not only advances academic understanding but also provides practical guidance for the implementation of sustainable practices in hospitality. Additionally, it offers a model for integrating environmental responsibility and innovation in tourism, which can be adapted by other countries seeking sustainable development.
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Blažević, Branko. "The strategy of destination development." Tourism and hospitality management 4, no. 2 (1998): 263–71. http://dx.doi.org/10.20867/thm.4.2.1.
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The author studies the approach to the conception, strategy and aim of the long-termed tourism destination development and concludes that this expectations are based on historical data. These are so called "adaptive expectations" which are not applicative in the development approach, but they are covered with mathematics - econometric models present in numerous studies about the development of the city and the County towards the national level (as tourism destination).
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Evgenievna Konovalova, Elena, Elena Vladimirovna Yudina, Tatiana Viktorovna Uhina, Yuri Mikhailovich Lagusev, and Olga Pavlovna Zvyagintseva. "Methodological Approaches to Development Strategies for the Tourism and Hospitality Industry Enterprises." International Journal of Engineering & Technology 7, no. 4.38 (2018): 277. http://dx.doi.org/10.14419/ijet.v7i4.38.24483.
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The article is concerned with methodological approaches to development strategies for tourism and hospitality industry enterprises. It has been found that most regions, local tourist destinations, tourism and hospitality industry businesses do not have any clear formalized strategy. It was determined that some tourism and hospitality industry businesses apply only individual elements of strategic management, i.e. do not have an integrated system of strategic management. Methodological tools have been proposed for elaborating development strategies for tourism and hospitality industry enterprises, which show that strategic management, which is methodological by nature, i.e. is characterized by the conceptual approach and panoramic vision, cannot give an exact and clear view of the tourism industry’s future. It was proved that strategic management cannot be limited to a set of universal and routine rules, procedures or schemes. It was defined that strategic management requires great efforts, time and resources to make the activity of tourism and hospitality industry businesses remarkable.
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Дуборкина, И. А., Е. В. Бокарева, Н. В. Дмитриева, И. Г. Чурилова, and Г. А. Болотова. "Theoretical aspects of personnel management in the hospitality industry." Экономика и предпринимательство, no. 6(131) (August 9, 2021): 1147–54. http://dx.doi.org/10.34925/eip.2021.131.6.222.
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Современные инновационные методы управления персоналом являются ведущими в стратегии развития гостиничных предприятий. Стратегия управления персоналом является частью стратегии управления предприятием. К разработке стратегии управления персоналом применимы те же принципы, что и к разработке стратегии управления предприятия в целом. Сущность управления персоналом заключается в установлении организационно-экономических, социально-психологических и правовых отношений субъекта и объекта управления. В основе этих отношений лежат принципы, методы и формы воздействия на интересы, поведение и деятельность работников в целях максимального их использования. Modern innovative methods of personnel management are leading in the development strategy of hotel enterprises. The personnel management strategy is part of the enterprise management strategy. The same principles apply to the development of a personnel management strategy as to the development of an enterprise management strategy as a whole. The essence of personnel management lies in the establishment of organizational-economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influencing the interests, behavior and activities of employees in order to maximize their use.
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SAIGAK, Elizaveta. "ASSESSMENT OF THE FINANCIAL POTENTIAL OF TOURISM AND HOSPITALITY ENTERPRISES IN THE CONTEXT OF STRATEGIC DEVELOPMENT." Herald of Khmelnytskyi National University. Economic sciences 320, no. 4 (2023): 170–75. http://dx.doi.org/10.31891/2307-5740-2023-320-4-25.
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Established the role and significance of the financial condition assessment in the strategic context of the enterprise’s development. Determined the nature of the occurrence is determined and the characteristics of the connection and interdependence of the strategic financial analysis and the strategy formation for the enterprise financial potential development determined. Summarized provisions on determining the content of the company’s financial strategy. Defined the main approaches to establishing the financial strategy essence are: the functional-management approach (the planned sequence of actions, i.e., the implementation of the function regarding the accumulation, distribution, use and reproduction of financial resources); the capital approach (proceeds from the imperative nature recognition of the economic entity market value priority in the strategic development of goal systems; assumes a corresponding increase in the financial strategy importance relative to other functional and operational strategies); behavioral approach (based on the assignment to the scope of the financial strategy implementation, first of all, of the principle guidelines for the enterprise’s financial relations implementation with other participants in the market interaction). Summarized the financial strategy characteristic properties composition in the mechanism of formation and implementation of other elements strategic set is: a long time of implementation orientation; purposefulness, which determines the orientation and subordination of a financial goals set to the company’s fulfilling imperative plans; the financial goals inclusion in the strategic development implementation mechanism priorities; the functional combination optimality and cost parameters implementation of strategic plan individual elements. Proposed a methodical approach to assessing the enterprise financial potential in the tourism industry and the hospitality field. The financial potential components of the enterprise assessment in the tourism industry and the field of hospitality have been established: the parameters of the enterprise’s financial condition; strategic competences in the field of financial management; weighted cost of raising capital.
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SKOBKIN, Sergey S., Konstantin A. MILORADOV, and Andrey P. KOVALTCHUK. "The Development of Hospitality and Tourism Industry in Africa." Journal of Environmental Management and Tourism 11, no. 2 (2020): 263. http://dx.doi.org/10.14505//jemt.v11.2(42).04.
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The article investigates the dynamics and factors affecting the development of the market of tourist services of the African continent. The authors analyze statistical data on the development of the hospitality and tourism industry, the influence of cultural, historical and modern political factors. African countries have not only rich cultural and historical traditions. Africa's hospitality and tourism industry has great potential for development. The results of the study allow us to build a statistically sound forecast of international arrivals in Africa and draw a conclusion about the prospects for the development of the hospitality industry and tourism in General. The growth of international arrivals is influenced by competition in the hotel market. The positive effect of hotel chains on Africa is obvious. The network strategy of hotel business development has shown itself positively in many countries of the world. The hospitality and tourism industry continues to develop rapidly – in the coming years, we can expect a significant increase in the number of international tourist arrivals, the growth of paid services, the growth of the number of rooms.
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Prud’homme, Brigitte, and Louis Raymond. "Implementation of sustainable development practices in the hospitality industry." International Journal of Contemporary Hospitality Management 28, no. 3 (2016): 609–39. http://dx.doi.org/10.1108/ijchm-12-2014-0629.
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Purpose This study aims to describe and understand how and to what extent hotel managers adopt sustainable development (SD) practices in their establishment, given the presence of barriers to the adoption of such practices by hotel establishments, and the lack of knowledge as to the ways and means by which an SD orientation is developed and implemented. Design/methodology/approach A qualitative research strategy was chosen to answer the research questions, that is, a multi-site case study of five Canadian hotels. Findings The study shows why and how hotel managers proceeded to develop and implement an SD orientation, as well as the contextual factors that affected the extent to which SD practices were adopted. Research limitations/implications The initial elaboration and validation of a process model of SD adoption in hotel establishments constitute a conceptual building block upon which this complex phenomenon can be further studied. Practical implications This study demonstrates that in the hospitality industry, implementing an SD orientation is a strategy that can be enabled through the provision of required knowledge and expertise as well as appropriate tools and techniques to hotel managers. Originality/value In describing and understanding the dynamics of implementing a SD orientation in five Canadian hotels, this study has provided a conceptually and practically fruitful answer to the question of “how” and “to what extent” hotels adopt SD practices.
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Makarova, Tatyana Aleksandrovna, Ekaterina Valeryevna Abakumova, and Olga Viktorovna Tkachenko. "Impact of marketing environment on development of hotel industry at present stage." Vestnik of Astrakhan State Technical University. Series: Economics 2020, no. 4 (2020): 113–22. http://dx.doi.org/10.24143/2073-5537-2020-4-113-122.
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The article considers the problem of studying the influence of the marketing environment on the development of the hotel industry at the present stage. An overview of the global hotel market is given, the main indicators of collective accommodation facilities in the Russian Federation over 2010–2019 are illustrated. The influence of the marketing environment on the development of the hotel industry at the present stage is revealed. The marketing environment of the tourism and hospitality industry has been studied, the most optimal methods for forecasting demand for hotel services have been identified, and recommendations for creating business planning algorithms in the hotel business have been developed. Attention is drawn to the fact that the business is currently experiencing a crisis caused by the pandemic. The statistical data are provided to compare the state of the market before the pandemic and at the end of the first half of 2020. There have been considered the legislative innovations aimed at stimulating the demand for tourist services. The analysis of the marketing environment of hotels in Astrakhan is carried out. There has been studied the impact on the development of the hospitality industry of such marketing strategies as cost reduction strategy, survival strategy, strategy of maximum and minimum prices, strategy of winning the market or part of it, and innovation strategy. The results of implementing these strategies in business have been analyzed. The most of the existing marketing strategies are designed to maximize income and increase sales; in modern conditions the leading principle of the development of the hospitality industry is keeping the company in the market. For the successful operation and profitability of the hotel business it is necessary to apply combined marketing strategies that are individual for each enterprise in the tourism sector.
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CHMIL, Hanna. "Strategic analysis of the hospitality industry: challenges Covid-19." Economics. Finances. Law, no. 8 (August 28, 2020): 14–17. http://dx.doi.org/10.37634/efp.2020.8.3.
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The paper considers the features of determining the development strategies and activities of the enterprise in the hospitality industry. A SWOT table for selecting the basic strategy of a restaurant enterprise is constructed. it consists of three basic strategies with corresponding measures: A – strategy for increasing production; B – strategy for stabilizing production; and C – strategy for reducing production. It is proved that under the conditions of adaptive quarantine, the restaurant should choose the strategy C6 (if there are opportunities) and C12 (if there are only threats). It is proposed to choose the following stabilization measures for strategy C6: ensuring the reduction of fixed costs, the use of reserves; C12-lease of current assets; optimization of personnel for qualification; removal of inefficient equipment. The factors influencing the efficiency of cost management of restaurant enterprises are determined. Recommended organizational and economic measures of strategic cost management of restaurant enterprises are designed to improve the result of their activities and achieve competitive advantages. The development of strategic cost management mechanisms is based on the concept of strategic cost chains. Appropriate methods of strategic cost management are proposed, taking into account the stages of the product life cycle: cost control in the process of creating products based on business process reengineering; optimization of the product range, cost management based on the composition of consumers according to the criteria of profitability; cost management based on improving relations with suppliers; cost management and establishment of discount cards by establishing effective relationships with customers based on product price regulations; cost management based on market segmentation and optimization of the sales channel. The prospects for further research are the creation of scenarios for the development of enterprises with the aim of gradually switching to a strategy of sustainable production.
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Humenyuk, A. "MANAGEMENT STRATEGY FOR THE DEVELOPMENT OF ENTERPRISES IN THE SPHERE OF HOSPITALITY." Ekonomika ta derzhava, no. 11 (November 30, 2021): 126. http://dx.doi.org/10.32702/2306-6806.2021.11.126.
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Kolesnyk, Victoria, Valentine Polupan, Natalia Penkina, Svetlana Sorokina, and Victoria Akmen. "FEATURES OF THE DEVELOPMENT STRATEGY OF THE HOSPITALITY INDUSTRY IN MODERN CONDITIONS." Scientific Journal of Polonia University 63, no. 2 (2024): 156–62. http://dx.doi.org/10.23856/6319.
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The hotel business is one of the key elements of modern entrepreneurship, especially significant in the context of expanding the territorial framework of business, political, and scientific communications; development of sports and tourism, as well as improving the quality of life of the population. The hotel business, both in domestic and international practice, is a promising and rapidly evolving field of entrepreneurial activity, which concentrates a significant potential for development both at the local and international level, capable of bringing stable income. It has been proven that the management strategy of hotel enterprises is designed to ensure economic growth in the conditions of uncertainty of the socio-economic development of the hotel industry, significant innovative changes, expand the horizons of prediction and thereby create the possibility of a timely response of the hotel industry enterprise to those changes that occur in the external environment. It has been established that each of the types of management of a hotel enterprise differs from each other not only in terms of the implementation of its main functions (planning, regulation, forecasting, organization, control, accounting and analysis), as well as in the detailing or consolidation of the implementation of economic, financial, organizational and social indicators, but also, being in a single management system, should be equally focused on achieving the main goal – obtaining the greatest result in the form of hotel and related services with rational use of labor, material, technical and financial resources.
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Харитонова, Татьяна, Tatyana Kharitonova, Татьяна Кривошеева, Tatiana Krivosheeva, Тигран Асоян, and Tigran Asoyan. "MONITORING TECHNOLOGIES CONTRIBUTION TO HOSPITALITY MARKET DEVELOPMENT STRATEGY (CASE-STUDY: MOSCOW REGION)." Services in Russia and abroad 7, no. 9 (2013): 52–64. http://dx.doi.org/10.12737/1848.
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The necessity for continuous market condition monitoring, which is called forth by the intensive external environment dynamics, makes monitoring technologies a priority in terms of industry research. Unlike conventional marketing analysis, monitoring affords the opportunity to collect and store information over a relatively extended period of time, which provides a solid ground for and benefits the quality of managerial decision making.
 The article aims at identifying the special aspects of pre- and in-monitoring with the hotel industry targeted, and presents the monitoring procedure worked out and applied by the authors (case study: the Moscow region hotel service sector).
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Bondarenko, Liudmyla, and Viktoriia Smiesova. "Implementation of social responsibility principles into the strategy of hospitality companies." Ukrainian Journal of Applied Economics and Technology 8, no. 4 (2023): 49–52. http://dx.doi.org/10.36887/2415-8453-2023-4-7.
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The article researches the impact of sustainable development principles on the service sector, analyses the features and benefits of tourism sector development in sustainable development, and reveals the specifics of corporate ethics as an integral part of business ethics. Tourism is considered the most influential industry in the world, covering a wide range of economic activities, and therefore causes severe damage to natural systems and generates social tension. This has led to numerous attempts to adapt the main provisions and principles of sustainable development to the context of tourism. Criteria have been identified that aim to establish a form of corporate responsibility. Quality tools have been identified, aimed not only at compliance with the rules and principles but also at introducing charters, codes, and other rules of proper behaviors contained in these declarations. The necessity of introducing effective criteria, which can be defined as a tool designed to evaluate and compare potential actions from a certain point of view and which can be identified, measured, accepted, and accepted by many people, is substantiated. A comparison is made to understand the performance and efforts made by the tourism enterprise in the quality field. The specifics of building a tourism product primarily based on environmental, cultural, and social quality are determined. The algorithm for creating a sustainable tourism product as a process that requires time and investment, which are much greater than traditional activities, is investigated. The goals that should be considered, such as customer satisfaction and purchase decisions, are identified because "every choice is a rejection", and in this case, it is about finding ways to encourage demand for tourism products to those that respect the principles of sustainable development and reject those that do not meet specific standards. Keywords: tourism industry, social responsibility, quality, sustainable development, business processes, quality assessment, tourism product.
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Clydesdale, Greg. "Ski Development and Strategy." Tourism and Hospitality Planning & Development 4, no. 1 (2007): 1–23. http://dx.doi.org/10.1080/14790530701275654.
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Lokhman, N. V., T. V. Korenitsyna, and O. A. Hryshchuk. "INNOVATION AND INVESTMENT STRATEGIES FOR THE DEVELOPMENT OF TOURIST ENTERPRISES AS HOSPITALITY INDUSTRY SUBJECTS." Visnyk of Donetsk National University of Economics and Trade named after Mykhailo Tugan-Baranovsky, no. 1 (74) 2021 (2021): 100–107. http://dx.doi.org/10.33274/2079-4819-2021-74-1-100-107.
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Objective. Based on the integrated indicator of the intensity of the innovation strategy and the integrated indicator of the intensity of the investment strategy the objective of the article is to determine the innovation and investment strategy for the development of tourism enterprises as hospitality industry subjects. Methods. In the course of the research, the following methods are used: methods of theoretical generalization and comparison, analysis and synthesis (to determine the notion of the concept of “innovation and investment strategy”), index (to calculate the intensity of innovative and investment strategies using integrated indicators), matrix (to form a modi-fied GE / matrix McKinsey on the definition of innovative investment strategy of tourism enterprises). Results. Based on the study, a procedure for the integration of innovative and investment strategies of tourism enterprises, which involves comparing a separate type of innovative strategy (traditional, opportunistic, imitative, defense, offensive) with a separate type of investment strategy (preservation, accumulation, moderate growth, aggressive growth) is proposed. Based on these data, innovative investment strategies for tourism enterprises using the modified GE / McKinsey matrix (investment plateau, innovation breakthrough, innovation pole, innovation circuit, innovation springboard, innovation pit, innovation plateau) are offered. Using the index method, the intensity of the innovation and investment strategy is calculated as integral indicators, which consist of individual indicators of innovation (growth index of financial potential, growth index of material and technical potential, growth index of staff potential, growth index of marketing potential, growth index of information potential) and investment (index of growth of own investments, index of growth of attracted investments, index of growth of profit on own investments, index of growth of profit on attracted investments, index of sufficiency of investments) potentials. To determine the innovation and investment strategy for the development of tourism enterprises, a rating scale is developed for assessing the integral indicator of the intensity of the innovation strategy and the integrated indicator of the intensity of the investment strategy. Accordingly, innovation-investment strategies for the development of the tourism enterprises under study are identified. The positions of tourism enterprises in the modified GE / McKinsey matrix on the definition of an innovative investment strategy for the development of tourism enterprises are presented.
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Borchgrevink, Carl P., and Franklin J. Boster. "Leader-member exchange development: a hospitality antecedent investigation." International Journal of Hospitality Management 16, no. 3 (1997): 241–59. http://dx.doi.org/10.1016/s0278-4319(97)00013-3.
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Kumar, Uma, Vinod Kumar, and Danuta de Grosbois. "Development of technological capability by Cuban hospitality organizations." International Journal of Hospitality Management 27, no. 1 (2008): 12–22. http://dx.doi.org/10.1016/j.ijhm.2007.06.002.
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Andri Gunawan, Dhea Ananda Chantika Rahman, I Made Ngurah Satria Wibawa Oktaviadi, I Made Andika Pramudya Utama Winada, Ketut Surata, and Putu Utama. "Marketing Mix Strategy in Attracting Customer Interest at Hotel Aston INN Mataram." Indonesian Journal of Interdisciplinary Research in Science and Technology 3, no. 2 (2025): 307–20. https://doi.org/10.55927/marcopolo.v3i2.25.
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This report discusses the development of the tourism and hospitality industry in West Nusa Tenggara (NTB) Province, focusing on the Aston INN Mataram Hotel. Globalization has increased economic growth in Indonesia, especially the tourism sector which contributes significantly to GDP. This study uses a descriptive qualitative method with data collection techniques through interviews and literature studies. The results show that promotion, service innovation, and adaptation to digital culture greatly influence the development of the hospitality industry in NTB. The implementation of the Marketing Mix at the Aston INN Mataram Hotel shows that rooms are the main product that is the main focus in the hotel's marketing strategy. The hotel is located in a strategic location in the city center, which makes it easy to access and increases interest for guests.
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Hari, Wibisono, Arkeman Yandra, Djohar Setiadi, and Maulida Mira. "Sustainable Development as a Strategy for Enhancing Competitiveness in Tourism Business in Indonesia." International Journal of Social Science And Human Research 06, no. 08 (2023): 5111–19. https://doi.org/10.5281/zenodo.8276230.
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The growth of tourism in Indonesia has demonstrated significant progress; however, Indonesia's competitive position in the tourism sector remains below that of Singapore, Malaysia, and Thailand. Empirical studies have revealed a crucial fact: the existence of shifting demands in tourism and the emergence of green tourism. The objective of this research is to formulate a strategy for the development of the tourism industry in Indonesia, aimed at achieving competitive advantage. This study adopts a quantitative approach. Primary data were gathered through the use of questionnaires and interviews, and data analysis was conducted using the Analytical Hierarchy Process (AHP). The research findings indicate that the strategy deemed most essential and viable for achieving Green Competitive Advantage (GCA) within the Hospitality Industry is fostering, enhancing literacy/understanding, and raising GCA awareness among all hotel management personnel. This strategy aims to bolster the commitment and involvement of hotel management in implementing environmentally friendly and sustainable business practices. The most pivotal factors in attaining GCA within the hospitality industry companies are Dynamic Managerial Capabilities, followed by government policies, innovation capabilities, and environmental capabilities. The primary actors contributing to the realization of GCA are the government, community, company leader, and associations.
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Dulčić, Ante. "Croatia's tourism development strategy - past and future." Tourism and hospitality management 1, no. 2 (1995): 301–23. http://dx.doi.org/10.20867/thm.1.2.7.
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The paper analyses domestic and foreign factors which mold the national development tourism policy. Paths and elements of the development strategy of Croatia’s tourism as a process in which the legality of development with the goal of choosing optimal development solutions are examined and explained. Based on the analysis of factors which influence tourism development, a critique of the existing situation is presented which forms a basic theses for the optimal development of Croatia’s tourism.
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Herman, Daniel Apdianto. "ANALISIS PENINGKATAN KEMAMPUAN STRATEGI PEMASARAN DENGAN MENGGUNAKAN TEKNOLOGI INFORMASI PADA BISNIS PERHOTELAN DI KOTA BATAM." METHOMIKA Jurnal Manajemen Informatika dan Komputerisasi Akuntansi 5, no. 2 (2021): 104–9. http://dx.doi.org/10.46880/jmika.vol5no2.pp104-109.
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The development of the hospitality business in Batam is increasingly making competition and competition between hotels tighter. Competition and competition make the management of hotels must have good marketing strategy skills so that they can increase the sales volume and room occupancy rate of their hospitality business. The reason of this observe is to discover how information technology can improve the ability of marketing strategies in terms of sales volume and room occupancy rates in the hospitality business. The sampling method of this research was performed through the usage of purposive sampling with the wide variety of respondents as many as 50 people who were taken intentionally. The conclusion tool used is SWOT analysis to take benefit of possibilities and maximize strengths, lessen weaknesses and additionally avoid threats. The Strengths-Opportunities (SO) strategy is implemented using brand positioning through the development of hotel websites, maximizing cooperation with travel agents by providing easy booking using online technology applications. In the ST strategy, it is applied by conducting a comparative analysis of room quality and room prices with star-class hotels through information technology, using promotional media supported by technological advances. In the WO strategy by minimizing weaknesses by analyzing cost components, renovating rooms with the help of using information technology. Then the WT strategy that is carried out is to improve the quality of service by using mobile check-in).
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Zulfiqar Ahmed Janjua, Dr. Saiqa Saddiqa Qureshi, and Syed Muhammad Abbas Shah. "Human Resource Strategies For Improving Leadership Skills Among Hospitality Graduates." Annual Methodological Archive Research Review 3, no. 1 (2025): 13–29. https://doi.org/10.63075/j6tm7112.
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The hospitality industry requires a workforce with proper leadership skills to run all operations while delivering excellent service. Therefore, such skills should include the ability of hospitality graduates to adapt to every emerging situation, especially within customer-oriented environments. This research tries to examine human resources strategies to enhance the leadership skills of hospitality graduates through current practices and further opportunities for improvement. This is, thus, an interpretive qualitative research design. The strategy uses in-depth interviews with HR, managers, and fresh graduates to collect data for the purpose of identifying effective HR strategies for developing leadership competencies. Mentorship programs, continuous training, and work-based learning are among the major strategies to enhance leadership skills. Development programs that are direction-matched to personal and organizational goals are also very important for effective leadership development. Here, research highlights effective HR strategies aimed at developing leadership skills in hospitality graduates. It is of use to HR professionals and educators in preparing future leaders in the industry. Keywords Hospitality Leadership Training, Skill Development Programs, Workforce Empowerment, Cultural Adaptability, Youth Employability.
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Bedyaeva, T. V., V. E. Sandrina, and A. A. Zelenskaya. "DEVELOPMENT OF INNOVATIVE PROCESSES IN THE HOTEL BUSINESS." ECONOMIC VECTOR 2, no. 25 (2021): 60–62. http://dx.doi.org/10.36807/2411-7269-2021-2-25-60-62.
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The article presents the features of innovation in the hotel industry as an integral component of the development of tourism services, maintaining competitiveness in the hospitality sector, as well as the impact of innovation as a factor in building the potential of the hotel industry and entering a new market. The specificity and problems of the innovation strategy of the hotel enterprise are considered.
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Christou, Evangelos, and Marianna Sigala. "Professional development in hospitality and tourism education: a strategy for the 21st century." International Journal of Tourism Research 3, no. 4 (2001): 328–30. http://dx.doi.org/10.1002/jtr.317.
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Rustandi, Dedi. "BLUE OCEAN STRATEGIES AT XYZ SAFARI RESORT'S HOTEL." Dinasti International Journal of Economics, Finance & Accounting 1, no. 3 (2020): 431–43. http://dx.doi.org/10.38035/dijefa.v1i3.422.
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In the third quarter of 2018, growth in the hospitality sector by 4, 31% suffered a decline compared to growth in the third quarter of 2017 by 5, 58%. This is due to the increasingly intense competition in the digital era. Reported by the economics of Warta, economist from the Institute for Economic and Financial development, Bhima Yudhistira argues that the competition of hospitality business is becoming increasingly tight due to the increasing small hotels and Airbnb. Due to the increasingly competitive price, the hospitality business is hard to get too high profit. In the face of fairly tight competition, XYZ Safari Resort performs strategy analysis using the SWOT, TOWS, and Blue Ocean analysis methods, so that the appropriate strategy recommendation is achieved within the next period of time
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Rodríguez-Antón and Alonso-Almeida. "The Circular Economy Strategy in Hospitality: A Multicase Approach." Sustainability 11, no. 20 (2019): 5665. http://dx.doi.org/10.3390/su11205665.
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The circular economy (CE) is considered a possible solution to problems, such as the increasing global demand for resources, climate change and worldwide pollution. CE can help to transform the hospitality industry from its current linear model of production to a circular one. However, there is a lack of research on circular tourism, therefore, this paper’s main purpose is to shed light on CE strategies—reduction, reuse, recycle, redesign, replace and rethink—developed in the tourism sector, as well as the tourism sector’s CE initiatives by means of a business case analysis method. This qualitative multicase analysis allows us to comprehend the CE practices deployed by large hotel chains, thus identifying the CE strategies and best practices. The results show that the main strategies adopted are the reduction, recycle and reuse, in this order. Nevertheless, the remaining strategies have yet to be adopted in the mainstream. This research emphasises the need to promote the CE in the hospitality industry, especially among independent hotels.
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Kvasha, Ekaterina Sergeevna, and Elena Yuryevna Nikolskaya. "Development trends in the hospitality industry and tourism." Gostinichnoe delo (Hotel Business), no. 12 (December 15, 2021): 4–14. http://dx.doi.org/10.33920/igt-2-2112-01.
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Currently, the hospitality and tourism industry is undergoing various changes. In particular, she is experiencing difficulties due to the COVID-19 pandemic that emerged in 2020. The market of tourist services has ceased to function systematically, which is why it has lost many small and medium-sized businesses. In this case, government intervention is simply necessary to solve a number of problems and help in the restoration of this industry and achieve the previous level of its development. Moreover, the epidemic has affected the consumption habits of the population, to which the tourism sector also needs to adapt. This factor served as a catalyst for the development of a national project aimed at developing domestic and inbound tourism in the Russian Federation. The article identifies the key shortcomings of the sphere of domestic hospitality and tourism, identifies trends in consumer behavior and trends in industry management, and analyzes the state national project as a tool for improving the quality of services provided in the Russian tourism market. The results of the study provide information on what trends should be paid attention to during the implementation of the tourism sector strategy, as well as several recommendations were formed for a more successful implementation of the national plan and achievement of targets. Conclusion: the fourteenth national project seems to be an effective tool for the development of domestic tourism and attracting investment in this sector of the economy
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Al Yousuf, Mariam, Eunice Taylor, and Joanne Taylor. "Developing a government strategy to meet international standards of food safety across the hospitality industry." Worldwide Hospitality and Tourism Themes 7, no. 1 (2015): 4–16. http://dx.doi.org/10.1108/whatt-12-2014-0037.
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Purpose – The purpose of this paper is to identify international best practice regarding food safety management across the food chain, with particular reference to hospitality businesses. It looks at the role of government strategy in the pursuit of a flexible approach that can be adapted and adopted by a diverse range of businesses. It is the first article in a Worldwide Hospitality and Tourism Themes theme issue, presenting a comprehensive government strategy for improving food safety management standards across the hospitality industry. Design/methodology/approach – A summary of key literature is presented alongside an in-depth analysis of international guidance for governments attempting to promote the uptake of hazard analysis critical control point-based food safety management systems. It is set within the context of recent Abu Dhabi Food Control Authority initiatives. Findings – The management of food safety across all sectors of the food industry and prevention of food-borne diseases represent a major challenge worldwide. International guidance for governments has been produced by the Food and Agriculture Organization (FAO), but few governments have the resources to implement this effectively. Within Abu Dhabi, a four-year project was launched to support the hospitality sector in meeting international best practice standards, following guidance from FAO and extensive international benchmarking. Originality/value – This article brings together a theoretical and practical discussion of how the government can facilitate international food safety standards within the hospitality industry, with a unique insight into a practical application of strategy development and implementation at government level. It will be of value to practitioners, researchers, policymakers and other stakeholders involved in the food industry.
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Iryna, Petrovska, Safronova Olha, Mital Оlena, et al. "Improving the organizational and economic support for the development of enterprises in the hospitality industry in the use of information and communication technologies." Eastern-European Journal of Enterprise Technologies 6, no. 13 (114) (2021): 29–38. https://doi.org/10.15587/1729-4061.2021.247943.
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Conceptual foundations of organizational and economic support for the development of enterprises in the hospitality industry have been developed, taking into account the level of use of information and communication technologies. It has been determined that the main results of the influence of information technologies on the hospitality industry are the optimization of business processes, as well as the transformation of the target consumer of hospitality services. The types of information and communication technologies are systematized depending on the direction of the business processes of the cycle of providing hospitality services. It has been substantiated that through the active use of information and communication technologies, hospitality industry enterprises satisfy the needs of customers in full in accordance with modern requirements. The relationship was established between the results of assessing the level of organizational and economic support for the development of information and communication technologies and the strategic choice of enterprises in the hospitality industry. Three types of strategies are identified – information expansion, improvement, retention and further development – depending on the low, medium and high level of development of information and communication technologies, respectively. The directions of increasing the level of development of information and communication technologies of the hospitality industry at different levels are proposed. The developed theoretical and methodological provisions can be useful in the formation of the concept of strategic development of the hospitality industry. The use of the proposed toolkit reflects the results, both quantitatively (increasing demand for hospitality services, improving financial performance, etc.) and in a qualitative form (improving the quality of service, creating a positive image, etc.).
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Rozanova, L. N., A. A. Svirina, N. G. Kuljagina, and Ya. Yu. Rozanova. "Tourism and hospitality in the Republic of Tatarstan: Success strategy." Service and Tourism: Current Challenges 16, no. 4 (2022): 82–95. https://doi.org/10.5281/zenodo.7452930.
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<em>The article is devoted to the analysis of the tourism and hospitality development in the Republic of Tatarstan. The holding of mega–events in Kazan - the 1000th anniversary of Kazan and the Universiade 2013, led to a radical transformation of the city, its improvement, the creation of significant cultural, sports, transport, hotel, etc. facilities. The tourism industry got experience of successfully holding major international events. All the above has allowed the republic and its capital to become the leaders of the Russian and world rankings of the fastest growing and most attractive tourist destinations. The Republic develops cultural and historical tourism, educational, event, pilgrimage, cruise, health and wellness, recreation with children, sports, gastronomic, ecological and other types of tourism based on the systematic use of own cultural, historical and natural tourist resources.</em>
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Liang, Tonglin Chelsea, and Elena Suen Fei Wong. "Sustainable development: an adaptive re-use solution for the hospitality industry." Worldwide Hospitality and Tourism Themes 12, no. 5 (2020): 623–37. http://dx.doi.org/10.1108/whatt-06-2020-0047.
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Purpose This paper aims to explore how adaptive re-use (AR) could be used more frequently and extensively in the hospitality industry as a viable strategy to help achieve the United Nations sustainable development goals (UN SDGs) agenda for 2030. In particular, the paper discusses the benefits and drawbacks of AR and further investigates the appeal of AR over rebuilding, in both a general sense and specific to hospitality settings. Design/methodology/approach The study provides a literature review and thematic analysis based on semi-structured interviews about AR projects and its application in hospitality settings. In so doing, the article draws on knowledge and insights from experts and practitioners involved in AR projects globally. The professional interviewees’ expertize ranges from urban planning, sustainable development, architecture to sustainable hospitality solutions. Findings The results illustrate how AR is a mindset not only applicable to specific buildings or environments but also how it is a vital solution to sustainable development in hospitality. The social, environmental and economic benefits of AR outweigh the challenges and extend to being of regional and even national importance. Practical implications AR projects have the ability to stimulate improvement in the use of space and to transform entire communities – especially if there is more and improved support from local government and the relevant authorities. With sufficient incentives to make the projects economically viable, the outcome would be increased presence of cultural and historic preservation, more conservation of construction materials, energy and other resources relevant to the demolition and construction process. The application of AR contributes to attaining UN SDGs’ targets and the future will see more culturally rich, inclusive, sustainable cities and architecture. Originality/value There seems to be a lack of research in the field of AR in the hospitality context, particularly in relation to achieving the UN SDGs 2030. This paper aims to bridge this gap in knowledge, as well as to provide a starting point for a greater vision and coordination between governments, architects, hospitality professionals and all other involved stakeholders to boost sustainable development through AR.
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Harris, Peter J., and Jackie Brander Brown. "Research and development in hospitality accounting and financial management." International Journal of Hospitality Management 17, no. 2 (1998): 161–82. http://dx.doi.org/10.1016/s0278-4319(98)00013-9.
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