The development of Ukrainian trade organizations in ordinary conditions is characterized by a high degree of inertia. Therefore, when situations that need to change arise, business strategies of market participants also change dramatically. Most often, such transformations are connected with external factors, such as the overall economic crisis, a sharp change in the state “rules of the game” in a particular sector of economic relations, as well as another external factor bond to the occurrence of new serious competitors. The development of organizational and economic mechanism to ensure the innovative development of retail trade, requires comprehensive consideration of internal and external factors of the studied system, the formation of strategies and programs to increase the innovation potential of its participants, their active interaction, increasing the use of innovative technologies, generating ideas and transformations. The article considers the issues related to the impact of business globalization processes on the transformation of business models of trade organizations and their operation strategy, as the degree of trade development indicates the standard of living and the state of the economy and society. The authors of the article suggest that retail organizations adapt to the changes in the macro and micro environment, using innovative components in economic and financial activities, which will ensure their competitiveness and prevent crises. The proposed model of an innovative trade organization allows to identify the goals components of innovation activities, which combine the strategic guidelines of the state regulation and help to improve the economic condition of trade organizations
The aim of the study is to identify and systematize innovations in the restaurant business in the context of digitalization of business process management. The article proves that the globalization of crisis phenomena in the national and world economy, in particular complicated by the COVID19 pandemic, the variability of the market environment necessitates an innovative orientation of the restaurant business. The definition of “innovation in the restaurant business” as a creative entrepreneurial process of creating and/or improving and commercializing a new product, service or technology with the appropriate transformation of management methods, which increase the efficiency of business processes while bifurcating quality management parameters and form the basis for further development. The classification of the combination of innovations in the restaurant business according to the criteria on the basis of the results of the transformation of the combinatorial clustering of innovations is given. It is proved that digitalization creates a basis for innovative business process management formats of restaurants, which allow to form their own ecosystem of information and communication interaction with consumers and other stakeholders, based on customer orientation, innovation, partnership and synergy. Factors of gradual and rapid digitalization of the restaurant business are highlighted, the combined effect of which necessitates the introduction of adaptive models of innovative digital management by restaurant business owners.
The necessity to determine the theoretical foundations of the effective management system organization for the creation and implementation of high technologies into the economic activity of domestic enterprises has been substantiated in the paper. The study objective is to formulate the theoretical foundations for the organization of an effective industrial property management system in the economic sector. The comparative characteristics of the industrial property items by their names, the form of legal protection and the classification features defined by the current legislation of Ukraine has been provided. The use of Structured Analysis and Design Technique (SADT) has been proposed in the paper to ensure the organization of the industrial property management process. As a practical implementation of the mechanism of organizational support for the process of industrial property management in the economic sector, the authors of the article have developed a business model for the organization of industrial property management in the economic sector with an in-depth structuring of business processes. The systematization of the industrial property management functions within the developed business model will help to identify the ways to improve the process of creation and sale of industrial property items in the mining industry.
Recently, the world has been in a state of global crisis because of the COVID-19 pandemic. A significant number of spheres of activity, including such a global sphere of activity as tourism, are at risk of extinction. It’s understandable, that until the end of the pandemic, the resumption of tourism activities is almost impossible, since the safety of millions of people depends on it. However, the issue of maintaining and preserving the tourist interest of people – potential tourists – is more relevant than ever. The article emphasizes that in isolation to preserve tourist interest, it is advisable to use information technology. At this, according to the authors, among all means of information technology it is necessary to focus on virtual tours and excursions. Justifying this statement is a significant list of advantages provided by virtual tours and excursions in case of their creation and consistent implementation both on a paid and free basis for a wide range of potential consumers of tourist services. Also highlighted are advantages for objects and subjects of tourist activity. The authors allocate a variety of approaches to creating virtual tours and excursions in terms of attracting performers to create them. Among the performers, different categories of specialists with different levels of qualification and education are specified. In addition, the need for the mandatory involvement of professional guides is defined, specific knowledge and experience of which will allow to provide at least a minimum guarantee of the quality of virtual tours and excursions. Thus, the creation of virtual tours and excursions will not only preserve interest in tourist sites and destinations, but also provide work for a wide range of specialists even in crisis conditions. In addition, virtual tours and excursions can act as an independent tourist product, which in any case will bring financial and image profit to all the tourism sphere entities involved in its production.
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