BUSINESS STRATEGIES OF TOURISM ENTERPRISES IN THE CONTEXT OF GLOBAL COMPETITION

Abstract

The article explores modern approaches to the formation of business strategies for tourism enterprises in the context of global competition and an increasingly unstable external environment. In particular, it examines the applicability of Michael Porter’s typology of competitive strategies – cost leadership, differentiation, and focus – tailored to the specific characteristics and dynamics of the tourism industry. The analysis highlights how global tourism market leaders such as Booking.com, Ryanair, and TUI Group implement these strategies successfully, providing practical illustrations of their key features, adaptability, and sources of competitive advantage. A comprehensive SWOT analysis is conducted to assess the strategic management landscape in tourism, identifying internal strengths and weaknesses of enterprises and mapping external opportunities and threats, particularly those caused by post-pandemic recovery, geopolitical uncertainty, climate change, and digital transformation. The study further examines regional strategic priorities in the tourism sectors of the European Union, the United States, and leading Asian economies, emphasizing trends such as sustainable tourism development, environmental regulation compliance, investment in innovation, and the formation of cross-sector partnerships. Drawing on national and international research, strategic policy documents, and business case studies, the article formulates recommendations for Ukrainian tourism enterprises. It stresses the urgency of digital transformation, human capital development, alignment with environmental standards, and the expansion of international partnerships as critical conditions for increasing competitiveness in the global tourism market. These directions are considered essential not only for overcoming current challenges but also for securing long-term strategic positioning in a highly dynamic and competitive global environment.