Strategic priorities of development of tourism and exhibition and fair activities in Kuzbass

Pyatovskiy, A. A.; Sadovnichaya, A. V.; Chkhotua, Ilona; Yumatov, Konstantin V.

doi:10.17073/2072-1633-2020-3-339-347

Cited by 8 publications

(1 citation statement)

References 5 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Состоятельность подхода доказана в сфере национального стратегирования [26,27], в сфере разработки и реализации стратегий на региональном уровне [24,28], при стратегировании отдельных направлений промышленности и минерально-сырьевого сектора [18,29], а также в узконаправленных, но не менее важных областях экономической деятельности [30][31][32][33][34][35][36][37][38].…”

Section: формирование новой культуры стратегированияunclassified

Fundamental basis for the formation of a new strategizing culture

Сасаев

2021

RJIE

View full text Add to dashboard Cite

The drastic changes taking place in the global economy are largely not accidental. They are dictated by the manifestation of many strategic factors that form certain trends of different duration, level and scale. A variety of global trends are translated to regional and national levels, creating new challenges for society and the economy, the consequences of which are becoming more and more unpredictable. The appearance of destabilizing factors in conditions when the resource base is simultaneously exhausted and the required time for searching, justifying and making long-term strategic decisions is reduced, leads to the fact that the price of an erroneous choice becomes the highest price already at the early stages of formulating long-term guidelines. This emphasizes the urgent need to choose a proven methodology for the development and implementation of strategies that can not only determine long-term guidelines for the development of the strategized object, but also absorb and take into account a whole range of strategic factors, build on their basis a system of interrelated elements that will ensure consistent and effective implementation of the intended doctrine. The surge in demand in strategy at the end of the XX century, and due to the low level of the culture of strategizing, including the use of a whole set of methodologically incorrect and unjustified strategizing tools, led to the confusion of such concepts as “strategy”, “forecast”, “tactics”, “plan”, “program”, “project”, which spontaneously gave rise to a lot of strategic documents basing on the methodology, which is based on structural errors. The article considers one of them, which is still evident at the zero stage of strategizing, but already leads to a critical failure, and which is the choice of an approach to scanning the external and internal environment. It is shown that SWOT analysis, which is often used to develop strategic documents, is untenable, and documents based on its results are not strategic. In turn, OTSW analysis is justified as a method of scanning the external and internal environment, corresponding to strategic thinking and leading to the construction of practical and effective strategies for innovative development. The conclusion is made about the formation of a new strategizing culture, due to the transition to a proven methodological approach to the development and implementation of qualitative strategies based on the results of OTSW analysis.

show abstract

Section: формирование новой культуры стратегированияunclassified

Fundamental basis for the formation of a new strategizing culture

Сасаев

2021

RJIE

View full text Add to dashboard Cite

show abstract

Strategic priorities of development of tourism in the industrial region of Kuzbass

Azhischeva,

Yumatov,

Chkhotua

2024

RJIE

Self Cite

View full text Add to dashboard Cite

The study is aimed at identification and justification of priorities for the development of tourism on the territory of the North Kuzbass agglomeration on the basis of Russian and international experience in strategizing. The authors have created their own algorithm for expert assessment of the implementation of the regional strategic program on the basis of Professor Kvint’s concept of strategizing. The main types of tourism have been identified (snowmobile, event, cultural and educational, industrial tourism), and their development will contribute to the increase of competitive advantages of the local authorities of Kuzbass municipalities in the development and implementation of tourism strategies and achievement of the goals of national project “Tourism and Hospitality Industry”.

show abstract

Strategic Analysis of the Region's Competitive Advantages in the Context of Industrial Tourism Development

Chotua

Vlasyuk

2021

Strategizing: Theory and Practice

View full text Add to dashboard Cite

Introduction. Industrial tourism is a niche tourism area that combines a unique emotional experience, educational functionality, and cultural and historical component in a single tourist product. Government and business have realized the strategic importance of industrial tourism. Together with the Agency for Strategic Initiatives (ASI), they are implementing comprehensive programs for the development of industrial tourism in regions with significant industrial heritage. Study objects and methods. The present research was based on the theory of strategy and methodology of strategizing developed by Professor V.L. Kvint. The authors performed an in-depth analysis of the competitive advantages and resource provision of the regions that signed an agreement with the ASI. Various economic, social, and other reasons force regional authorities to develop industrial tourism. However, unjustified development of industrial tourism may diffuse the limited regional, municipal, or company budgets. Results and discussion. Statistical indicators and strategic documents showed that the regions under discussion have certain industrial potential for the development of this type of tourism. However, poor transport infrastructure, transport accessibility, and tourist infrastructure reduce the chances to diversify the local economy through industrial tourism. Conclusion. Not all regions that have the ASI agreement have sufficient competitive advantages and resources for this strategic opportunity. New members must undergo a strategic analysis of the competitive advantages and priority directions. Regions with good competitive advantages should develop a special program or a strategy for the development of industrial tourism.

show abstract

Strategic priorities of development of tourism and exhibition and fair activities in Kuzbass

Cited by 8 publications

References 5 publications

Fundamental basis for the formation of a new strategizing culture

Fundamental basis for the formation of a new strategizing culture

Strategic priorities of development of tourism in the industrial region of Kuzbass

Strategic Analysis of the Region's Competitive Advantages in the Context of Industrial Tourism Development

Contact Info

Product

Resources

About