Given the steady global development of tourism, the need for strategic planning in this area is indisputable. Only a balanced development strategy can guarantee effectiveness in achieving the set goals and ensure the sustainable functioning of a particular destination.
One of the main advantages of strategic planning in tourism is the constant monitoring of the effectiveness of all involved entities. Through continuous monitoring, it is possible to track how productive the various organizational processes are performed, and how effective the interaction between existing businesses is [1].
It should be noted that strategic planning is inherently multilevel: it can be applied at different organizational levels. Thus, the process of projecting a tourism development strategy involves numerous stakeholders: local municipalities, small and medium-sized businesses, city and regional authorities. Finally, national interests are considered as well [2].
The author identifies two main stages of strategic planning in tourism:
● investigation of the internal environment (or internal analysis). Its purpose is a careful analysis of internal processes and business structures to determine the strengths and weaknesses of a tourist destination.
● investigation of the external environment (or external analysis), e.g. the study of the external environment at the micro- and macro-levels. The macroenvironment includes five main areas: socio-demographic, political, economic, environmental and technological. Thus, they affect not only the destination but also the tourism industry in the country, as a whole.
It follows that a single tourist destination is usually unable to influence changes in the macro-environment. However, if a successful strategy is chosen, it can be quickly adapted to changes in the industry [3].
The micro-environment includes those factors that the region / destination may be affected by: infrastructure, available tourism resources, human capital and investments. As a result, sustainable development of the tourism sector in the long run can be achieved through reasonable strategic planning. The team of strategic managers must first understand the mentality of the local population; take into account available tourist resources; study tourist demand, competition etc.
Territorial branding is another important tool of strategic management of the territory, which aims to form a positive image of a certain area in order to attract investment, tourists, human capital and to promote local goods. With the help of the developed brand, the territory positions itself in relation to other territories and demonstrates its competitive advantages. The formation of a territorial brand is directly related to the challenges of socio-economic development of the region.
Let us highlight the positive image of Vinnytsia, Ukraine. The main components are the high level of quality of municipal services, freedom of speech and opinion. The cultural events of Vinnytsia and the presence of several unique tourist sites with accompanying infrastructure play an important role in the formation of positive perceptions of the city. Modern Vinnytsia emerges as a Ukrainian European city-leader, which combines not only the dynamics and capabilities of a modern metropolis, but also the coziness inherent in the towns of old Europe.
The most successful and world-famous success stories of urban brands are the stories of development, identity establishment, search for unique values and their reflection through the complex of territorial brand. Given the enormous tourist potential and the available base of tourist resources, the brand of the city of Kyiv must "broadcast" the history of the city, which was able to survive the oppression of the past "system" and be reborn. Kyiv should be a space that would emphasize the guest's personality, his search for truth and the freedom to choose his own life path.
With the abolition of quarantine restrictions in many countries, the rapid growth of the vaccinated population and approaching of the tourist season, the importance of strategic management in tourism is only growing.
Ukraine has numerous natural resources and unique historical and cultural heritage for the sustainable development of tourist destinations. Furthermore, the sudden change of internal and external factors in 2022 caused the need for development of long-term, scientifically based recommendations for the management of Ukrainian regions as tourist destinations for future generations.
List of sources used:
1. «Strategic Management: An Integrated Approach» Charles W. L. Hill, Gareth R. Jones – 2012. – p. 950.
2. Bauer M. "Strategy, leadership, creation of management consulting". – 2014. – p. 420.
3. Peter F. Drucker "The Practice of Management". – 2009. - p. 400.
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