Development of internal tourism and hospitality in Ukraine

Kostynets, Valeriia; Kostynets, Iuliia; Korneyev, Maxim; Nebaba, Natalia; Sopin, Y. O.

doi:10.21511/tt.3(1).2022.04

Cited by 8 publications

(4 citation statements)

References 9 publications

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“…Innovativeness, dynamism, and variability of digitalization of business processes of hotel business entities in the context of attracting consumers can become a determining factor in the stable growth of hotel business (Kostynets et al, 2020;Mazaraki et al, 2019). In 2023, 60% of brands invested in digital consumer engagement to improve their ability to meet their changing needs (Jann, 2023).…”

Section: Literature Reviewmentioning

confidence: 99%

Consumer engagement in the conditions of business digitization: A case study of the hotel industry in Ukraine

Boiko¹,

Kulyk²,

Bondar³

et al. 2023

Problems and Perspectives in Management

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Competition in the hotel industry makes it necessary to study innovative ways to preserve and increase customer base. Effective interaction with customers is evidence of hotels’ innovative activity determined by the active implementation of marketing concepts and the development of information technologies. Therefore, customer engagement involves digitalizing the “hotel-consumer” interaction process. This study aims to determine the components of digital customer engagement in the hotel industry using systematization, generalization, survey, and econometric models. The components of digital customer engagement include recognition, interest, communications, consumer experience, loyalty, and intentions of repatronage. Econometric models used the data of hotels in Kyiv (Ukraine) to prove the dependence of their income on the costs of digital consumer engagement. For financial indicators, the study surveyed hotel managers and stakeholders. The selected indicators have a significant influence on hotel income. In the case of a linear model (“Khreshchatyk” hotel), the parameters show how many units the effective feature will change when one-factor characteristic changes by one unit (assuming other factors are constant). In the case of power-law models (“Bratislava” and “Ukraine” hotels), the parameters are essentially elasticity coefficients that demonstrate the sensitivity of income changes to changes in factor characteristics. Accordingly, the coherence of implementation of all components in the digital engagement of hotel services’ consumers ensures an increase in service provision volume and hotel operations’ efficiency. AcknowledgmentThe paper shows the author’s results within the frameworks of the study, performed in 2021−2023 at Kyiv National University of Trade and Economics at the request of the Ministry of Education and Science of Ukraine, “Digital transformation of trade, economic and tourist systems in Ukraine” (state registration number 0121U112231) and “Forecasting the impact of the tourism system on the country’s economy” (state registration number 0122U001559).

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Section: Literature Reviewmentioning

confidence: 99%

Consumer engagement in the conditions of business digitization: A case study of the hotel industry in Ukraine

Boiko¹,

Kulyk²,

Bondar³

et al. 2023

Problems and Perspectives in Management

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“…V. Kostynets' research is devoted to the introduction of anticrisis management in the tourism industry as an effective counteraction to the epidemiological threat and economic crisis. The author highlights the pandemic trends in the tourism business and proposes mechanisms to overcome them [4].…”

Section: Analysis Of Recent Research and Publicationsmentioning

confidence: 99%

Creative Approaches to the Management of the Development of the Tourist Industry in the Conditions of a Pandemic Crisis

Svydruk

2020

The economic discourse

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Introduction. The success of the creative development of the tourism industry in a pandemic lockdown and in the post-quarantine period is closely related to the quality of a number of factors that shape the level of creative activity of its subjects and provide competitive advantages. Adequate choice and scientific substantiation of strategic alternatives for the development of the tourism industry highlights the need for a targeted study of the parameters of its creative renewal. Methods. Methods of scientific abstraction, analysis and synthesis are used, technologies of structuring and systematization are applied during construction of logical-structural decomposition of creativity of tourist destinations and structural model of management of tourist cluster. The SWOT analysis was used to evaluate strategic alternatives for the development of tourism entities. Results. The generalization of research on the peculiarities of the functioning of the tourism sector in the context of the socio-economic crisis caused by pandemic constraints, suggests that the restoration of effective business entities should be managed, targeted action of all participants. At the same time, ensuring the efficiency of the tourism industry requires the implementation of creative technologies in management algorithms at all stages of overcoming the crisis. Qualitative goals of post-pandemic recovery of the industry can be generalized in the form of two main directions: 1) creation of creative tourist offer (including tourist experience and offer of original tourist product) on the basis of high-quality entertainment industry, introduction of European market trends, with emphasis on authentic values ; 2) building a clear identity of domestic tourism enterprises, which would synergistically connect micro-destinations, emphasizing the creative benefits in the minds of potential tourists. Discussion. Further research on the possibilities of creative management to overcome the crisis in the tourism industry should cover the problems of creating unique tourism products based on authentic values, reducing the seasonality of domestic resorts, modernization of tourism infrastructure and integration of tourist inactive regions in creative projects. Keywords: tourism entities, Covid-19 pandemic, socio-economic crisis, creative management, destination, tourist offer, tourist cluster.

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“…It serves as a driver of the inflow of direct and portfolio investments (Vasylieva & Kasyanenko, 2013), the creation of new jobs (Kuzior et al, 2020;Bhandari, 2023;Ali et al, 2023), the development of the internal market of goods and http://dx.doi.org/10.21511/im.19 (4).2023. 24 services (Melnyk et al, 2021;Kostynets et al, 2020;Shubita, 2023;Kuzior et al, 2023;Verbivska et al, 2023), financing of state programs and activities (Vasilyeva et al, 2022), opening branches of international companies, increasing the level of business activity (Kobiyh & El Amri, 2023;Chornous et al, 2023;Piluso & Heron, 2022), increasing the amount of tax revenues, which allows to reduce the amount of the budget deficit and increase the level of material well-being of the population (Vostrykov & Jura, 2022;Reshetniak & Grifo, 2022;Danylyshyn et al, 2022;Kotina et al, 2023;Razinkova et al, 2023), and a satisfaction of the needs of underprivileged sections of society (Gajdosova, 2023;Lyeonov et al, 2021a).…”

Section: Introductionmentioning

confidence: 99%

International tax competition as an element of the country’s marketing strategy

Tiutiunyk,

Taranenko,

Mazurenko

et al. 2023

Innovative Marketing

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In the conditions of permanent capital outflow and business registration by residents in other jurisdictions, the issue of developing a country’s marketing strategies for doing business and identifying the most effective mechanisms for increasing international tax attractiveness is urgent. The prerequisite of these processes should be the determination of the level of international tax competitiveness followed by identifying the most significant factors of its growth. The purpose of the study is to assess the level of international tax competitiveness as an element of marketing strategies of Ukraine and some EU countries during 2011–2021. The methodological tools are correlation-regression analysis, the Fisher method, and the multiplicative convolution method. The paper assessed the level of international tax competitiveness as a comprehensive indicator that considers procedural, institutional, moral-ethical, and economic components. The calculations showed that the most competitive are the tax systems of Estonia, Latvia, Lithuania, Croatia, Finland, the Czech Republic, and Hungary. Based on hierarchical and non-hierarchical (k-means method) clustering, 3 clusters of regions were identified. For each of them, based on an analysis of the features of the tax system construction and the comparison of marginal and average values, the criteria for the identification of competing countries and those with common development trends were formed. This makes it possible to determine the most effective mechanisms for the implementation of marketing strategies reforming tax policy from the point of view of increasing its international tax attractiveness. AcknowledgmentThe study is funded by the EU NextGenerationEU through the Recovery and Resilience Plan for Slovakia under the project No. 09I03-03-V01-00042.The authors are grateful to the participants of projects “National security of Ukraine through the prevention of financial fraud and money laundering: war and post-war challenges” (2023–2025, state registration number: 0123U101945) and “De-shadowing and regulatory efficiency of environmental taxation: optimization modelling to ensure national security and rational use of nature” (2022–2024, registration number 0122U000777) for numerous discussions and comments.

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Development of internal tourism and hospitality in Ukraine

Cited by 8 publications

References 9 publications

Consumer engagement in the conditions of business digitization: A case study of the hotel industry in Ukraine

Consumer engagement in the conditions of business digitization: A case study of the hotel industry in Ukraine

Creative Approaches to the Management of the Development of the Tourist Industry in the Conditions of a Pandemic Crisis

International tax competition as an element of the country’s marketing strategy

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