THE ROLE OF HOSPITALITY CULTURE IN TOURISM BRAND FORMATION: EXPERIENCE OF INTERNATIONAL AND UKRAINIAN COMPANIES

Abstract

The modern tourism market is characterized by intensifying competition among destinations, hotel chains, restaurant brands, wineries, and travel companies, all vying for consumers’ emotional loyalty, trust, and desire to return. In such conditions, a tourism brand is shaped by the sum of impressions a tourist gains through interaction with the place, service, people, local culture, gastronomy, wine traditions, history, and atmosphere of the destination. This article examines the role of the culture of hospitality in shaping tourism brands, which serves as a key brand-building factor that transforms local resources into a cohesive tourism experience. The methodological basis of the study includes systematic literature review, content analysis of official company materials, comparative case analysis, and conceptual modelling. The study analyzes scientific approaches to destination branding, gastronomic branding, enogastronomic and wine tourism, as well as corporate hospitality culture. Special attention is given to international companies, whose experience demonstrates the importance of personalized service, organizational culture, emotional engagement, multiculturalism, trust, and a sense of belonging in building a strong tourism brand. The Ukrainian experience is examined using a number of national tourism brands as examples. It has been established that Ukrainian companies more often build their brands through local authenticity, gastronomic storytelling, wine culture, the atmosphere of a place, regional identity, and direct interaction with guests. Gastronomic, culinary, enogastronomic and wine tourism have been identified as particularly promising sectors for Ukraine, as they combine service, culture, local production, traditions and regional economic development. A conceptual model of the influence of the culture of hospitality on the formation of a tourism brand has been proposed, covering the destination’s local resources, service practices, the tourist experience, brand associations and outcomes for the company and the region. The practical value of the model lies in its applicability for hotels, restaurants, wineries, tourism clusters, communities, and destination management organizations seeking to develop brand strategies grounded in authentic hospitality experience rather than abstract promotion.