Crisis Management In The Tourism Industry

Abstract

The article shows the theoretical foundations for managing the activities of organizations and enterprises in the tourism sector in the post-COVID period. Attention is focused on the fact that the most vulnerable area is mass urban tourism, which has been experiencing increasingly more damage and losses since 2020 through events aimed at combating COVID-19, including those of an international nature. The study confirmed the need to create and introduce the most effective management system, which is the main and important issue for organizations and enterprises in the tourism sector. It was found that the development of a specific and precise plan for diversifying the activities of organizations and enterprises in the tourism sector, which implies the cooperation of various methods and regulatory instruments, ensures clear interaction, interconnection, and consistency in order to achieve minimal damage. The main means of managing the financial component of an enterprise activity have been determined: business planning, leasing, franchising, budget planning and development, strategic maps, modern sales models, and controlling. The importance and significance of applying these management practices are due to the new realities caused by COVID-19. The global trend of economic instability as well as the danger and new prospects caused by COVID-19 require changes in the nature of management and the means of developing and implementing business strategies. The main advantage in the current practice of crisis management is often given to systems and means of rapid response that prevent and mitigate the adverse effects of COVID-19, but do not provide the necessary conditions for development. The peculiarities of crisis processes require the use of modern business strategies to implement an anti-crisis control and management strategy that not only can prevent and mitigate the negative consequences of COVID-19, but also apply their capabilities to the functioning of organizations and enterprises in the tourism sector in the post-COVID period. It is determined that the rationale for choosing an anti-crisis strategy for diversifying the activities of organizations and enterprises in the tourism sector and its development provides for a range of various circumstances and moments of the periods of an organization’s functioning. An algorithm for developing an anti-crisis marketing strategy is proposed.