This article includes problems and prospects of tourisms development and training of tourisms personnel of Ukrainian Pridunavia Also this article identifies priority areas for tourisms development in the region. Tourism personnel training in management of tourism expedience in State Humanities Institute of Ismail. Key words tourisms, Ukrainian Pridunavia, potential, tourism industry professionals, management of tourism.

Introduction. Strategic project management is a promising area of research. It has been proven that project management teams need to learn to work with business aspects, better maintain business strategy and stability. The purpose of the paper is to study the theoretical and methodological principles and scientific and methodological approaches to strategic project management. Results. It is stated that one of the concepts of strategic project management is project strategy. The project strategy should be a multifaceted structure that can help organizations and managers to initiate, plan and implement a project with the intention of achieving business results and long-term sustainability. Elements of the project strategy are not fixed. For many projects, they may appear and change during project development. The structure is stable enough to contain sufficient recommendations for project developers and provides sufficient flexibility that can be adjusted during the learning and project development process. The scheme of components of project strategy on the basis of model 5 "P" of Minzberg is constructed. The elements of the project strategy for the three "P" are analyzed: perspective, position, plan. Conclusion. To promote project management as a strategic activity with the clear goal of creating competitiveness for organizations, the concept of project strategy must be clear, defined, formulated, managed. It is also necessary to continue research on the perception of senior management in the implementation of the project strategy. This includes research into implementation problems, limitations and shortcomings of the project strategy. Another possible area of research is the study of the relationship between the sponsor's strategy and the project strategy, the study of whether it is always desirable to agree on a project strategy and business strategy. These studies should further improve the concept of project strategy in order to make it more applicable to the dynamics of modern organization.

In the process of the study, based on the generalization of the works of famous scientists, the interdependence of the idea, innovation and financial support was determined. This relationship is due to the following components: creativity of the inventor as a transcendence of the idea; uniqueness of innovation as a sign of rationality, consumption, science intensity, usefulness, alternativeness; patterns and rationality of the emergence of innovation as an immanent life; alternativeness of innovation in determining the optimality of financial, energy, time, emotional costs; the intentions of an economic person, which can be manifested in the forms of a traditional and unique way of introducing innovations; financial instruments for introducing innovations; science as a function of life, which is realized through movement towards integrity and causes creativity in innovative design; the need for innovation as a product that optimizes economic costs; growing investment interest in the demand for the latest technologies. The development of the innovation process is analyzed through cyclicity, modeling, consistency, stability, balance, inertia, institutionality, security. Moreover, each methodology contains categories. Thus, new entities, phenomena and forms of their manifestation are illuminated. All areas of the national economy that are contained in the budgetary principles and are based on economy, advertising, efficiency. The initiative of innovative entrepreneurs in choosing forms of presence in the innovation market suffers obstacles from the state authorities. During the recovery period, state regulation pursues a policy of restrictions, a symbolic monetary and foreign exchange policy.

The purpose of this study is to form a categorical apparatus of marketing communications, namely: to determine the nature, composition and classification criteria of the elements of marketing communications. Methods. In the course of this study, such methods of scientific cognition were used as comparative analysis (to compare the views of different scientists on determining the composition of elements of marketing communications) and abstract-logical generalization (to develop classification criteria for marketing communications). The results. It is determined that marketing communications should be understood as a concept according to which the company carefully considers and coordinates the work of its communication channels to create a clear, consistent and convincing view of the company and its products. The composition of the main and synthesized elements of marketing communications is specified. Nine main classification criteria for marketing communications have been identified. Scientific novelty. Based on the analysis and systematization of scientific views of domestic scientists, the classification of marketing communications in accordance with the requirements of the digital environment is formed. The practical significance is manifested in the possibility of applying the developed conceptual apparatus in the activities of domestic enterprises in the process of development, planning, implementation and evaluation of the effectiveness of marketing communications.

Introduction. The paper examines the prospects of management of consulting firms in Ukraine. In the 21st century, there is almost no area of business that cannot be linked to consulting. The purpose of the paper is to study the theoretical and methodological principles and scientific and methodological approaches to the management of consulting firms. Results. An empirical study was conducted in the form of a survey of Ukrainian companies on the use of consulting services. The study was conducted in the fall of 2020 throughout Ukraine. The developed questionnaire contained 21 questions. With a response rate of 24%, 194 valid, completed questionnaires were received, which were processed using descriptive statistics. Respondents are quite satisfied with the consulting services they have purchased, but there is a relatively high proportion (40%) of organizations that question the value for money, and 12% have failed to implement the consultant's offer. When choosing a consultant, the surveyed companies pay attention to three main criteria: the cost of services (34%), professional previous relationships (26%), the reputation of the consultant (18%). When asked why they plan to use consulting, 34% of respondents said that this is necessary due to the expectations of various institutions (banks, international grants, etc.), 36% of respondents plan to hire external consultants because the company is too small to have its own internal staff. each area, and 13% would use external consultants in exceptional cases (crisis, restructuring, large investments). Conclusion. According to the survey, the most common reason why Ukrainian companies turn to management consulting is to increase efficiency and finance (investment, project financing, liquidity, etc.). The challenges posed by the growing pressure of the digital revolution in Ukraine will soon give new impetus to the development of consulting services. Further research will focus on comparing trends in Ukraine with other Eastern European countries.