Strategic planning of hotel sector development in Ukraine
Tourist industry in Ukraine and its' hotel sector is still in its developing stage. The "Law on Tourism" was adopted only in autumn of 2003. It is very important to understand what forces are behind the development of hospitality industry since it affects the development of constructi...
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| Дата: | 2004 |
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Кримський науковий центр НАН України і МОН України
2004
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| Назва видання: | Культура народов Причерноморья |
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| Цитувати: | Strategic planning of hotel sector development in Ukraine / S. Semikolenova // Культура народов Причерноморья. — 2004. — № 54. — С. 336-337. — Бібліогр.: 20 назв. — англ. |
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nasplib_isofts_kiev_ua-123456789-357512025-02-10T00:29:45Z Strategic planning of hotel sector development in Ukraine Semikolenova, S. Научные дискуссии Tourist industry in Ukraine and its' hotel sector is still in its developing stage. The "Law on Tourism" was adopted only in autumn of 2003. It is very important to understand what forces are behind the development of hospitality industry since it affects the development of construction, service and communication sectors and thus has a potential of increasing GDP and government revenues. 2004 Article Strategic planning of hotel sector development in Ukraine / S. Semikolenova // Культура народов Причерноморья. — 2004. — № 54. — С. 336-337. — Бібліогр.: 20 назв. — англ. 1562-0808 https://nasplib.isofts.kiev.ua/handle/123456789/35751 en Культура народов Причерноморья application/pdf Кримський науковий центр НАН України і МОН України |
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Научные дискуссии Научные дискуссии |
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Научные дискуссии Научные дискуссии Semikolenova, S. Strategic planning of hotel sector development in Ukraine Культура народов Причерноморья |
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Tourist industry in Ukraine and its' hotel sector is still in its developing stage. The "Law on Tourism" was adopted only in autumn of 2003. It is very important to understand what forces are behind the development of hospitality industry since it affects the development of construction, service and communication sectors and thus has a potential of increasing GDP and government revenues. |
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Article |
| author |
Semikolenova, S. |
| author_facet |
Semikolenova, S. |
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Semikolenova, S. |
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Strategic planning of hotel sector development in Ukraine |
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Strategic planning of hotel sector development in Ukraine |
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Strategic planning of hotel sector development in Ukraine |
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Strategic planning of hotel sector development in Ukraine |
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Strategic planning of hotel sector development in Ukraine |
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strategic planning of hotel sector development in ukraine |
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Кримський науковий центр НАН України і МОН України |
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2004 |
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Научные дискуссии |
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https://nasplib.isofts.kiev.ua/handle/123456789/35751 |
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Strategic planning of hotel sector development in Ukraine / S. Semikolenova // Культура народов Причерноморья. — 2004. — № 54. — С. 336-337. — Бібліогр.: 20 назв. — англ. |
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336 Svetlana Semikolenova. STRATEGIC PLANNING OF HOTEL SECTOR DEVELOPMENT IN UKRAINE
STRATEGIC PLANNING OF HOTEL SECTOR DEVELOPMENT IN UKRAINE
Svetlana Semikolenova
Tourist industry in Ukraine and its’ hotel sector is still in its developing stage. The “Law on Tourism”
was adopted only in autumn of 2003. It is very important to understand what forces are behind the
development of hospitality industry since it affects the development of construction, service and
communication sectors and thus has a potential of increasing GDP and government revenues.
In particular, hotel sector of hospitality industry can be seen as a pivotal in Ukrainian hospitality
industry development. First, each new hotel creates more jobs that need different levels of qualifications (the
ones that pay minimum wage: waiters, maids; as well as highly-paid ones: managers, guides, interpreters).
Second, the expanding of this sector will improve competition among the hotels, which will lead to the
improvement in the services they provide. Third, the improvement of services provided by the hotels can
improve the position of Ukraine in the international tourism market and attract more international and
domestic tourists.
In particular, we are interested in how hotel managers try to improve the services provided by their
hotels in order to attract more tourists. Since Ukrainian hotel sector has more incentives now to become more
competitive (Crimea’s increased competition with Turkish and Bulgarian resorts; the next Eurovision contest
is going to be held in Kiev), it is interesting to investigate the strategy of existing hotels to provide a wider
range and better services compared to their competitors.
There are two strategies that management can use in order to improve its’ hotel’s competitiveness:
innovation and mimicking. Innovation (i.e., developing a new service that is not offered by the competitors)
will help to separate the hotel from the others and thus contribute to differentiation of the hotel sector.
Mimicking (i.e., offering the same service that the competitors have introduced), on the other hand, can be
used to achieve two goals. First, it can help to eliminate competitive advantage of the others; second, if a
hotel mimics the decision of the hotel with the best reputation in town, then it can improve its reputation as
well. In both cases, mimicking contributes to the homogenization of the hotel sector.
It is interesting to analyze whether Ukrainian hotels mimic decision of each other and if yes, then
whether they do it because they want to eliminate competitive advantage of the others in their region or
because they want to improve their reputation.
In investigating possible mimicking behavior of the hotel managers, can de used the literature on social
learning, which was introduced by Scharfstein and Stein (1990), Bikhchandani, Hirshleifer and Welch (1992)
and Banerjee (1992) and further developed by Smith L. and P. Sorensen (2000), Çelen and Kariv (2004) and
Kariv (2004). Bikhchandani et al. and Banerjee emphasized in their model, that when the agents have to
decide sequentially, the state of the world is unknown, but each agent gets a private signal about the state of
the world, each agent’s decision reveals a little bit about her private signal and this “little bit” is used by other
agents to update their beliefs about the state of the world. The main conclusion of the model is that even
eventually every individual mimics her predecessor, even though she would have acted differently if she had
decided on her own information alone.
Scharfstein and Stein chose a different way of explaining mimicking the decision of the predecessors.
They suggest that in the world, where reputation is important, the signals about the state of the world can be
noisy and the signals of agents with good reputation are correlated, then in order to maximize the reputation,
the agents will mimic the decision of their predecessor.
The model of Scharftein and Stein was tested empirically by Graham (1998). Graham investigates the
mimicking behavior of investment advice newsletters. In his paper, the author uses the newsletter that is
perceived as the best among the investors (The Value Line Investment Servey). Then he compares the
recommendations of this newsletter on how to allocate investments between equities and cash with the
recommendations of other newsletters in the next period. He finds that the newsletters with better reputation
tend to mimic the decisions of Value Line.
The theoretical base of the strategic planning and strategic management problem are the subject of
scientific researches of many authors in the field of economy and management. Among them are I.Ansoff,
D.Macdonnel, I.Hentce, A.Alimov, N.Goncharova, M.Drazhan, D.Chervanev, M.Mescon, N.Trenev and
other scientists. They made a valuable contribution to development the strategic management science given
the definitions on this problematic, described the main components of the strategic management and the
necessity of strategic planning at the enterprises. But there are not so many works on strategic planning of
hotel sector so the statements of the theory need oncoming development and using on practice.
So we plan to run two reduced form regressions. In the first, the dependent variable is the timing of
services offered by the hotels and the independent variable is the lagged timing of the services offered by the
hotels with the best reputation. In the second, the dependent variable is the timing of services offered by the
РАЗДЕЛ 7. НАУЧНЫЕ ДИСКУССИИ
337
hotels in the sample and the independent variable is the lagged timing of the services offered by other hotels.
We need to think how to construct our dependent and independent variables in each case. May be we will
need to divide sample not by the hotels but by the services.
I think it will be possible to investigate what strategy is followed by the hotels in Ukrainian hotel sector
if we compare when different services were introduced in different hotels. If a new service is introduced by a
hotel with the best reputation in the region and the other hotels introduce the same service later, then the
mimicking occurs because of reputation. If services are introduced by a hotel without great reputation, and
then this service is introduced by other hotels, including the hotel with the best reputation, then mimicking
occurs because of elimination of the competitive advantage.
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20. http://www.tourism.gov.ua
Поступила 29.09.2004 г.
http://www.management.com.ua/strategy/index.php
http://www.hotelbiz.com.ua/content/about.html
http://www.tourism.gov.ua
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