DOI: 10.33917/mic-2.127.2026.73-83

The article examines Lean as a platform for supplier development, analyzing key tools — 5S, VSM, Kaizen, SMED, TPM, and Kanban — and their role in enhancing discipline, transparency, and a culture of continuous improvement. It describes a phased implementation of programs: diagnosis, training, execution, and standardization. Special attention is given to Lean as a mindset that fosters engagement, trust, and sustainable development of partnership relationships within the supply chain.

References:

1. Ohno T. Toyota Production System: Beyond Large-Scale Production New York: Productivity Press, 1988. pp. 16-27.

2. Monczka R.M., Handfield R.B., Giunipero L.C., Patterson J.L. Purchasing and Supply Chain Management (7th ed.). Boston: Cengage Learning, 2020.

3. Trent R.J. Strategic Supply Management: Creating the Next Source of Competitive Advantage. Florida: J. Ross Publishing, 2007.

4. Hirano H. 5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation Portland, OR: Productivity Press, 1995. pp. 8-23.

5. Bicheno J., Holweg M. The Lean Toolbox: The Essential Guide to Lean Transformation (4th ed.). Buckingham: PICSIE Books, 2009. pp. 112-117.

6. Lean Enterprise Institute & McKinsey & Company. Why 5S remains the first step in Lean transformation. Joint Study, 2018. pp. 3-4.

7. Rother M., Shook J. Learning to See: Value Stream Mapping to Add Value and Eliminate Muda. Lean Enterprise Institute, 2003.

8. Bhasin S. Lean management beyond manufacturing: A holistic approach. Springer, 2015.

9. Jüttner U., Peck H., Christopher M. Supply chain risk management: Outlining an agenda for future research. International Journal of Logistics Management. 2007;18(2):197-210.

10. Womack J.P., Jones, D.T. Lean Thinking: Banish Waste and Create Wealth in Your Corporation New York: Simon & Schuster. 1996. pp. 3-27.

11. Liker J.K. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill, 2004. p. 23.

12. Netland T.H., Ferdows K. The S-curve effect of lean implementation: A context perspective. International Journal of Operations & Production Management. 2016;36(11):1435-1457.

13. Imai M. Kaizen: The Key to Japan’s Competitive Success. New York: McGraw-Hill. 1986. pp. 1-12.

14. Shingo S. A Revolution in Manufacturing: The SMED System. Portland, OR: Productivity Press. 1985. pp. 9-14.

15. Nakajima S. Introduction to TPM: Total Productive Maintenance. Portland, OR: Productivity Press. 1988. pp. 17-30.

16. Krause D.R., Handfield R.B., Scannell T.V. An empirical investigation of supplier development: Reactive and strategic processes. Journal of Operations Management. 1998;17(1):39-58.

17. Bhamu J., Sangwan K.S. Lean manufacturing: Literature review and research issues. International Journal of Operations & Production Management. 2014;34(7):876-940.

18. Chesbrough H.W. Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business Press. 2003. pp. 1-25.

DOI: 10.33917/mic-2.127.2026.61-72

It has been established that Leonardo da Vinci’s competitive strategies have universal principles that can be adapted to modern business. His methods of creating unique products, such as the «sfumato» technique and an individual approach to customers, correspond to modern differentiation strategies. The approach to personal brand formation and artificial scarcity anticipates modern luxury marketing practices. Leonardo’s flexible pricing strategies contain elements relevant to the digital economy. And the combination of art, engineering, and science in his work serves as a model for modern multidisciplinary strategies.

As the conducted research has shown, the basic principles of Leonardo’s competitive strategies demonstrate amazing stability over time and can serve as a valuable guideline for modern companies. This is especially true for: companies in the creative industries (design, architecture, advertising); luxury segment enterprises; innovative start-ups; premium professional services.

References:

1. Anikieva V.A. Digital assets as a reputation formation tool. In the collection: Youth Science Week of the Institute of Industrial Management, Economics and Trade. Saint Petersburg, 2025. pp. 162-164.

2. Astratova G.V. Fundamentals of marketing: a textbook. Yekaterinburg: Ural Publishing House. University, 2024. 232 p.

3. Veretennikova O.V. Consumer value as the basis of sustainable enterprise development. Trade and the market. 2022;2(3-1 (63)):94-102.

4. Kondakova Yu.A. Application of price competition methods in the digital economy (using the randomized pricing method as an example). Bulletin of Economic and Sociological Research. 2024;2:19-26.

5. Kornienko N.N. Non-price competition in a market and mixed economy. In the collection: Fundamental foundations of science. Anapa, 2021. pp. 112-114.

6. Kuzmina E.S. Personal branding in the digital age of metamodernity. Scientific papers of the North-Western Institute of Management of the Russian Academy of Sciences. 2025;16(1(68)):168-170.

7. Kuzminova T.N., Makeeva E.Z. Determination of indicators of the functioning of intangible assets to be improved and the list of works that lead to the improvement of intangible assets. In the collection: Modern financial accounting and reporting: problems and prospects of development. Moscow, 2024. pp. 53-60.

8. Laryanovsky I.S. Axiological analysis of post-non-classical scientific and technical knowledge based on the integral concept of values. Gilea: scientific bulletin. 2016;108(5):151-155.

9. Mavlyutova D.F., Sakhbieva A.I. Non-price competition as a tool for influencing consumer behavior. In the collection: Fundamental and applied research: concepts, techniques, innovations. Rostov-on-Don, 2022. pp. 358-362.

10. Novikova E.N., Martynova O.V., Antonchenko N.G. Marketing. Lecture notes. Kazan: KGEU, 2014. 100 p.

11. Odinaev F.B., Yelshin L.A. Spheres of realization of price and non-price competition in an unstable conjunctural environment. In the collection: XI International Youth Symposium on Management, Economics and Finance. Kazan, 2022. pp. 620-623.

DOI: 10.33917/mic-2.127.2026.53-60

This scientific article systematizes the key characteristics of networked production systems through a complex set of technical, technological, organizational, information, and management components. Four vectors for implementing the network approach are identified: networked resource combination; networked delivery of finished parts; creating conditions for network participants through a rating system, crowdsourcing, and distributed project financing; and creating a favorable climate for the digital retirement of obsolete elements, ensuring dynamic updating of the network composition and the redistribution of resources in favor of the most effective participants. The author’s methodology and results for calculating the economic impact are also presented.

References:

1. Abdikeev N.M. The concept of competitive value chains in production systems as an institutional structure functioning on network principles / N.M. Abdikeev, A.A. Losev, A.I. Gaidamaka. Computational Nanotechnology. 2019;6(3):61-67. DOI 10.33693/2313-223X-2019-6-3-61-67.

2. Beletskaya S.Yu., Bokova N.V. Principles of algorithmization of problems of optimal design of complex production systems. Optimization and modeling in automated systems: interuniversity collection of scientific papers. Voronezh: Voronezh State Technical University, 2009. pp. 105-112.

3. Wang C. Approaches to the principles of operation of a network organization in an automobile cluster. Scientific aspect. 2023;10(12):1194-1206.

4. Dorogov Yu.V., Ionov B.P. Optimization of production processes of a shipbuilding design bureau based on the principles of functioning of an electronic information logistics system. Marine Bulletin. 2023;1(85):47-51. DOI 10.56192/18123694_2023_1_47.

5. Zhukovskaya I.V. Segmentation of the service market: problems and solutions. Microeconomics. 2021;2:32-37.

6. Losev A.A. System of models of an inter-industry digital platform for managing and optimizing the cooperation of high-tech networked production systems / A.A. Losev, N.M. Abdikeev, A.I. Gaidamaka. Managing the development of large-scale systems, October 1-3, 2019 / Under the general editorship of S.N. Vasiliev, A.D. Tsvirkun. Moscow: V.A. Trapeznikov Institute of Control Sciences of the Russian Academy of Sciences, 2019. pp. 390-392. DOI 10.25728/mlsd.2019.1.0390.

7. Myasnikova, Yu.V. Improving the efficiency of production systems for functional control of complex products based on the formation of information systems: specialty 05.02.22 — Organization of production (by industry): dissertation for the degree of candidate of technical sciences. Samara National Research University named after Academician S.P. Korolev, Samara, 2019. 177 p.

8. Maltseva M.N., Tsvirkunov D.I. Application of lean manufacturing principles in the design of management systems and production systems. Certification. 2017;2:9-13.

9. Development of models of production and business processes of network enterprises based on multi-agent systems / Yu.F. Telnov, V.A. Kazakov, A.V. Danilov, A.A. Bryzgalov. Software products and systems. 2023;4:632-643. DOI 10.15827/0236-235X.144.632-643.

DOI: 10.33917/mic-2.127.2026.44-52

The article is devoted to substantiating the importance of the concept of dynamic economic security of an enterprise in the context of digital transformation and high turbulence of the external environment. The limitations of traditional static models of «perimeter» protection, which lose their effectiveness due to information overload and non-linearity of economic processes, are analyzed. The hypothesis is substantiated that the level of security of modern business is determined by the quality and speed of management decisions. A dynamic security architecture based on a symbiosis of artificial intelligence (for 24/7 operational response) and collective intelligence (for strategic thinking) is proposed. The necessity of transition from extrapolation forecasting to scenario modeling and management of a multi-criteria choice is argued. The principles of business resilience are formulated as the ability to maintain a development trajectory through controlled changes and cognitive convergence of heterogeneous data.

References:

[1-21] See in no. 1/2026, p. 50-52.

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24. Taleb N.N. The Black Swan. Under the Sign of Unpredictability. Moscow: KoLibri, Azbuka-Atticus, 2012. 736 p.

25. Robinson J.B. Futures Under Glass: A Recipe for People Who Hate to Predict. Futures. 1990;22(9):820-842. DOI: 10.1016/0016-3287(90)90018-D

26. Gordeev V.V., Abramov V.I. Business Process Forecasting as a Decision-Making Tool within a Proactive Management Approach. Economics and Management. 2025;31(7):893-902. DOI 10.18334/evp.6.4.123876

27. Nikogosyan A.Z., Abramov V.I. Remote Dynamic Control in Transport Logistics: The Role and Benefits of the Internet of Things. Economics and Management: Problems, Solutions. 2025;5(4(157)):183-195. DOI 10.36871/ek.up.p.r.2025.04.05.022.

28. Godet M. Creating Futures: Scenario Planning as a Strategic Management Tool. London: Economica, 2001. 269 p.

29. Ageev A.I., Grabchak E.P., Loginov E.L. A New Model of Managing the Russian Economy in the Context of Hybrid Risks and Threats. Economic Strategies. 2025;5(203): 6-19. DOI: https://doi.org/10.33917/es-5.203.2025.6-19

30. McGrath R.G. The End of Competitive Advantage (translated from English by V.N. Egorova). Moscow: Binom. Lab. of Knowledge, 2013. 248 p.

31. Abramov V.I., Gordeev V.V., Stolyarov A.D. Digital Transformation of Industrial Enterprises into Digital Business Ecosystems: Structural Components and Practical Aspects of Implementation. Fundamental Research. 2024;9:78-85. DOI 10.17513/fr.43680

32. Abramov V.I., Stolyarov A.D. Digital Business Ecosystems: Typology and Design. Modern Economy Success. 2025;6:370-379. DOI 10.18334/vinec.15.4.124210

DOI: 10.33917/mic-1.126.2026.67-70

The present article substantiates the relevance of introducing a risk-oriented approach and industrial safety management systems in the context of increasing industrial and organizational risks. Particular attention is paid to forming a strategy for the development of an industrial safety system, assessing the level of its maturity and applying audit as an effective tool for professional risks management. It is shown that transition from a reactive model of occupational safety to proactive management system, based on risk prevention, contributes to reducing the level of injuries and developing a culture of industrial safety.

References:

1. Labor Code of the Republic of Kazakhstan. Astana: IS Adilet. URL: https://adilet.zan.kz/rus/docs/K1500000414

2. ISO 45001:2018. Occupational health and safety management systems – Requirements with guidance for use. URL: https://rkapital.by/data/uploads/doc/iso-45001-2018.pdf

3. International Labour Organization. Guidelines on occupational safety and health management systems (ILO-OSH 2001). Geneva: ILO, 2001. URL:

4. Kibanov A.Ya. Occupational safety and health management in the organization. Moscow: INFRA-M, 2021. 512 p.

5. Smirnov S.A. Professional Risk Management at the Enterprise. Occupational Safety and Social Insurance. 2022;4:15-20.

6. Reason J. Managing the Risks of Organizational Accidents. Aldershot: Ashgate, 2016.

7. Cooper M.D. Towards a Model of Safety Culture. Safety Science. 2000;36:111-136.

8. Zakharov P., Peresypkin S. Occupational Safety Culture. The Human Factor in the Perspective of International Practices. Publisher: Alpina PRO, 2019. 147 p.

9. Ignatovich I.A. Industrial Safety: Textbook / I.A. Ignatovich, E.V. Bakiko, E.E. Meleshchenko. Ministry of Education and Science of the Russian Federation, Omsk State Technical University – Omsk: Omsk State Technical University Publishing House, 2018.

10. Vision Zero: From Origins to the Present. Available at: https://journal.ecostandard.ru/ot/opinion/vision-zero-ot-istokov-k-sovremennosti/

11. Konyukhov I.Yu., Silenko A.N. Key Directions for Improving the Quality Management System at MEPhI in 2011. In: 2012 Scientific Session of MEPhI. Abstracts of Papers, 2012. P. 96.

DOI: 10.33917/mic-1.126.2026.53-66

This article examines the effectiveness of investments in an innovative digital model for processing customer preference data for enterprises in the tourism industry in China and Russia, based on an innovative modification of the Cobb-Douglas production function. The hypotheses were empirically confirmed during the validation of the obtained data. The study’s results are presented in conclusions and recommendations for various groups of large, small, and medium-sized enterprises, for government policy on digitalization of the industry, and for international cooperation.

References:

1. Zavyalova E.B. The 4th industrial revolution and digital transformation: changes and challenges / E.B. Zavyalova, M.V. Safronchuk, A.E. Burzhinkaya. International Journal of Economic Policy in Emerging Economies. 2022;16(2/3/4):417.

2. Hong Yunmiao, Shi Jiuling. Data Elements and the Data Economy. Economic Theory and Economic Management. 2024;44(8):1-16.

3. Ghasemaghaei M., Calic G. Does Big Data Enhance Firm Innovation Competency? The Mediating Role of Data-Driven Insights. Journal of Business Research. 2019;104:69-84.

4. Badmus O., Rajput S.A., Arogundade J.B., Williams M. AI-driven business analytics and decision making. World Journal of Advanced Research and Reviews. 2024;24(01):616-633. URL: https://wjarr.com/sites/default/files/WJARR-2024-3093.pdf

5. Luca G., Rosciano M. Google Trends Data and Transfer Function Models to Predict Tourism Demand in Italy. Journal of Tourism Futures. 2013. URL: (PDF) Google Trends data and transfer function models to predict tourism demand in Italy

6. Mankiw N.G. Macroeconomics. 7th edition, USA: Harvard University, Worth Publishers, Macmillan Learning, 2010. 641 p.

7. Pranevich A., Khatskevich G. Technological Progress and Neutrality by Hicks, Harrod, and Solow: Genesis, Construction, and Generalizations. Belarusian Economic Journal. 2020;3:87-105.

DOI: 10.33917/mic-1.126.2026.42-52

The article is devoted to substantiating the importance of the concept of dynamic economic security of an enterprise in the context of digital transformation and high turbulence of the external environment. The limitations of traditional static models of «perimeter» protection, which lose their effectiveness due to information overload and non-linearity of economic processes, are analyzed. The hypothesis is substantiated that the level of security of modern business is determined by the quality and speed of management decisions. A dynamic security architecture based on a symbiosis of artificial intelligence (for 24/7 operational response) and collective intelligence (for strategic thinking) is proposed. The necessity of transition from extrapolation forecasting to scenario modeling and management of a multi-criteria choice is argued. The principles of business resilience are formulated as the ability to maintain a development trajectory through controlled changes and cognitive convergence of heterogeneous data.

References:

1. Glazyev S.Yu. State and Prospects of the Sixth Technological Wave in the Russian Economy. Economics of Science. 2024;10(2):11-29. DOI 10.22394/2410-132X-2024-10-2-11-29

2. Schwab K. The Fourth Industrial Revolution. Moscow: Eksmo, 2021. 208 p.

3. Cascio J. Facing the Age of Chaos. Medium. 2020. URL: https://medium.com/@cascio/facing-the-age-of-chaos-b00687b1f51d

4. Gantz J., Reinsel D. The Digital Universe in 2020: Big Data, Bigger Digital Shadows, and Biggest Growth in the Far East. IDC Analyze the Future. 2012. pp. 1-16. URL: https://www.cs.princeton.edu/courses/archive/spring13/cos598C/idc-the-digital-universe-in-2020.pdf

5. Simon H.A. Designing Organizations for an Information-Rich World. Computers, Communications, and the Public Interest (ed. by M. Greenberger) Baltimore: The Johns Hopkins Press, 1971. pp. 37-72.

6. Abramov V.I., Arefyev D.V. Ecosystem Development of Enterprises: Opportunities, Risks, and Features of Assessing Their Digital Maturity. New in Economic Cybernetics. 2025;1:70-84. DOI 10.5281/zenodo.15165454

7. Teece D.J. Business models and dynamic capabilities. Long Range Planning. 2018;51:1. DOI: 10.1016/j.lrp.2017.06.007

8. Knight F.H. Risk, Uncertainty, and Profit. Moscow: DELO Publishing House, 2003. 360 p.

9. Ackoff R.L. Management Misinformation Systems. Management Science. 1967;14(4). URL: http://dx.doi.org/10.1287/mnsc.14.4.B147

10. Kahneman D. Thinking, Fast and Slow. Moscow: AST, 2011. 656 p.

11. McAfee A., Brynjolfsson E. The Second Machine Age. Work, Progress, and Prosperity in the Age of New Technologies. Moscow: AST, 2017. 384 p.

12. Senge P. The Fifth Discipline: The Art and Practice of the Learning Organization. Moscow: MIF. Business, 2018. 496 p.

13. Tett D. The Curse of Efficiency: The Mine Shaft Syndrome. How to Overcome Disunity in Life and Business. Moscow: Olimp-Business, 2017. 336 p.

14. Page S.E. The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton: Princeton University Press, 2007. 456 p.

DOI: 10.33917/mic-6.125.2025.78-87

During the period under review (2000–2025), the Russian education system underwent significant changes that reflected the socio-economic transformations of the state. The general trends included an increase in the population’s desire for both secondary specialized and higher education, the emergence of new educational trends, the personalization of education, and the reduction of gender barriers. This period was characterized by the development of new, flexible forms of employment in the youth labor market.

References:

1. Resolution of the Government of the Russian Federation of December 23, 2005 No. 803 «On the Federal Target Program for Education Development for 2006–2010». Collected Legislation of the Russian Federation. 2006. No. 2. Art. 186. URL: https://base.garant.ru/189041/

2. Resolution of the Government of the Russian Federation of April 15, 2014 No. 295 «On Approval of the State Program of the Russian Federation “Education Development” for 2013–2020». Collected Legislation of the Russian Federation. 2014. No. 17. Art. 2058. URL: https://base.garant.ru/57406915/

3. Resolution of the Government of the Russian Federation of May 23, 2015 No. 497 «On the Federal Target Program for Education Development for 2016–2020». Collected Legislation of the Russian Federation. 2015. N 22. Art. 3232. URL: https://base.garant.ru/71044750/

4. Resolution of the Government of the Russian Federation of December 26, 2017 N 1642 (as amended on July 24, 2025) «On Approval of the State Program of the Russian Federation “Education Development”». Collected Legislation of the Russian Federation. 2017. N 22. Art. 2. URL: https://base.garant.ru/71848426/

5. Education Indicators: 2024. Statistical Digest /N.V. Bondarenko, T.A. Varlamova, L.M. Gokhberg, et al. Moscow: ISSEK HSE, 2024. 416 p.

6. Education Indicators: 2025. Statistical Digest /N.V. Bondarenko, T.A. Varlamova, L.M. Gokhberg, et al. Moscow: ISSEK HSE, 2025.

7. Career Guidance in Schools in Your Region. URL: https://profilum.ru/

8. Gender Inequality in Curricula. Wikipedia. URL: https://translated.turbopages.org/proxy_u/en-ru.ru.cddd15eb-6924700d-6906f866-74722d776562/https/en.wikipedia.org/

9. Separate Education: Why Boys and Girls Are Taught Separately. URL: https://trends.rbc.ru/trends/education/65d701e29a794746fd63d305

10. Sozinova M.V. On the Influence of Gender Stereotypes on Young People’s Choice of Future Profession. Psychology and Pedagogy: Methodology and Problems of Practical Application. 2012. No. 26. URL: https://cyberleninka.ru/article/n/k-voprosu-o-vliyanii-gendernyh-stereotipov-na-vybor-molodezhyu-buduschey-professii

11. The Relationship between Gender Stereotypes and Career Development. URL: https://moluch.ru/archive/446/98259

DOI: 10.33917/mic-6.125.2025.64-77

This article examines the evolution of views on the scientific organization of labor and trends in the development of modern management ontologies and manager values in modern socio-economic conditions. This paper examines the achievements of Soviet theorists and practitioners of the first period, namely A.K. Gastev, P.M. Kerzhentsev, A.A. Bogdanov, who were the forerunners of modern automation and digitalization of production. The paper shows that among foreign management theorists such as F. Taylor, M. Weber, H. Fayol, H. Gant, H. Ford, P. Drucker and others, great attention was also paid to the scientific organization of work. In particular, Bogdanov’s developments have found practical application in the West in the development of network planning methods. The paper shows that the ideas of A.K. Gastev, P.M. Kerzhentsev, A.A. Bogdanov are still relevant in many ways, for example, on standardization of products, on working conditions, on the rational use of employee and supervisor time. The paper shows that it is the area related to the use of analytical objects that is a promising area of research for modern management. Artificial subjectivity will be the subject of consideration by management schools of the future. It is shown that attention in management theory will shift towards discussing management ontologies and manager values. The relations concern both management itself and managed objects – enterprises, branches of the national economy, the interrelation of industries within the country, the interrelation of industry and the spheres of education, culture, and economics. Moreover, the methods of developing ontologies will not be empirical, but will be deduced theoretically. This is what will inevitably determine a qualitative leap in management theory, and then in the practice of Russian management.

References:

1. Anisimov O.S. 100 shem. OOO Veliky Novgorod Pechatny Dvor, 2013, 156 p.

2. Anisimov O.S. The subjective space in game modeling is the world of psychology. 2015;3 (83):174–182.

3. Bulanova M.B. Gastev Alexey Kapitonovich. In the collection: Sociology of Russia in faces: history and modernity. The encyclopedic edition. Moscow, 2019. pp. 130–131.

4. Bulanova M.B. N. A.K. Gastev and P.M. Kerzhentsev: the experience of reconstructing ideas about the organization of labor. In the collection: IV Gastev readings. Moscow, 2022. pp. 26–31.

5. Verna V.V., Darchich A.V. The culture of working time management: P.M. Kerzhentsev’s contribution to the theory of domestic time management. Tavrichesky studios. 2024;39:9–13.

6. Golubkina T.M., Kulygin I.V. The concept of time management by A.K. Gastev. Economics and entrepreneurship. 2024;2 (163):1034–1036.

7. Elina A.M. Kerzhentsev P.M. on problems of management, theory of organizational activity and scientific organization of labor. In the book: Labor Economics and Ergonomics: theory and Practice. Tambov, 2023. pp. 152–169.

8. Ivankova M.E., Pyagai E.S. Alexey Kapitonovich Gastev. The idea of «social engineering», its relevance in modern organizations. In the collection: Young researcher: challenges and prospects. Moscow, 2024. pp. 232–234.

DOI: 10.33917/mic-5.124.2025.69–85

This article discusses the use of combined GAP (study of «gaps»)–MVP (minimum viable product)–QM (quality management) analysis to conduct expertise and diagnose the competitiveness of hotel service facilities in modern socio-economic conditions. It has been established that with a synergetic approach and a harmonious symbiosis of types of GAP–MVP–QM analysis, it is possible to obtain a more detailed and accurate understanding of the integration of economic activity and competitiveness of hotel service facilities in the context of changes. Therefore, hotel service organizations pay great attention to the problems of efficient use of their financial resources and step up the search for ways to improve their financial condition. It is shown that the use of combined GAP- MVP- QM analysis will help the premium Lotte Hotel Moscow to analyze more objectively the quality of service and provision of services to the consumer, to identify shortcomings as fully as possible and to identify ways to improve hotel service and increase competitiveness in the face of changes.

References:

1. Baranova A.Yu., Vorobey E.K. Transformation of entrepreneurial activity in the field of recreation and tourism in the context of digitalization. Scientific research and development. The economics of the company. 2021;10(2):49-55.

2. Baranova N.V. Formation of mechanisms for ensuring the sustainable development of tourism and hospitality enterprises in Russia in conditions of instability / Modern issues of sustainable development of society in the era of transformational processes: proceedings of the XVIII Scientific and Practical International Conference. Moscow, 2024. pp. 59-63.

3. Volontsevich E.F. Multilevel approach to generating competitiveness of the hospitality industry / Scientific papers of the Belarusian State University of Economics: collection of articles. Minsk, 2014. pp. 106-112.

4. Dmitrichenko L.I. Global methodologies: Alfred Marshall and Karl Marx /Fundamental and applied aspects of economic globalization: abstracts of reports and presentations of the Second scientific and Practical International Conference of Young Scientists. Donetsk, 2021. pp. 14-19.

5. Yelovaya E.M. Impression marketing as an effective tool for promoting travel services. Proceedings of the National Academy of Sciences of Belarus. Humanities series. 2021;66(3):361-370.

6. Zhigunova A.V., Logvinova I.V. Features of economic analysis in modern conditions. Science and education: economy and economics; entrepreneurship; law and management. 2024;1 (164):46-50.

7. Kleiman A.A., Babanchikova O.A. The main trends of innovative technological changes in the hospitality industry in the context of computerization of management and service / Tourism and modernity: state, problems and forecasts of development: collection of articles, 2018. pp. 6-12.

8. Kovalenko B.B., Vagapova I.S. Competitiveness of an entrepreneurial organization: creation of an innovative value proposition for the market of tourist services// Scientific Journal of the National Research University of ITMO. Series: Economics and Environmental Management. 2018;1:3-12.