COMPARATIVE ANALYSIS OF COMPETITIVE STRATEGIES OF INTERNATIONAL AND LOCAL TOUR OPERATORS IN UKRAINE

Abstract

The article provides an in-depth comparative analysis of the competitive strategies of international and local tour operators operating in the Ukrainian market in conditions of instability and security challenges. The evolution of the architecture of the tourist market, which is being formed under the influence of the globalization expansion of large holdings and the high adaptive capacity of domestic enterprises, is studied. Scientific approaches to the classification of strategies by hierarchical level (from global to local), development mechanisms (intensive growth versus organizational flexibility) and demand management methods are systematized. Fundamental differences in asset management models are identified: the strategic orientation of international operators towards tight vertical integration, their own logistics infrastructure and the “guarantee availability” model contrasts with the flexible “asset-light” strategy of local players, based on outsourcing and partner networks. Particular attention is paid to the transformation of consumer trust factors, where rational choice in favor of well-known global brands in times of crisis is given way to emotional loyalty to personalized service and expert support of local firms. The paper examines in detail the adaptation of global anti-crisis models (in particular, the Turkish, Croatian, and Israeli models of subsidization and security marketing) to the specifics of the Ukrainian market. The feasibility of implementing a “resilience” strategy is substantiated, which involves risk diversification through the use of foreign hub airports and the development of new niches — from medical and regenerative to military tourism. The results of the constructed SWOT matrix of the strategic balance of power prove that the most viable in 2026 is a hybrid development model. It combines global logistics capabilities and financial stability of international holdings with national identity, social responsibility, and ethical involvement of domestic business. Conclusions are formulated regarding the need for strategic synergy, where international companies provide the technological foundation, and local operators act as "architects of meaning" and creators of unique personalized content, which is a key condition for the revival of the industry.