Keywords: marketing, hotels, environment, initiative


Changes in individual enterprises are usually the result of the accumulation of experience, mainly gained in international markets. However, the duality of tourism entities operating in the market means that individual changes are not enough to keep up, let alone to catch up with those phenomena initiated (or provoked) by large multinational enterprises in the immediate and subsequent environment.

All tourism products, particularly innovative ones, participate in the world market, thus influencing the directions and rates of change. Most often, the literature emphasizes the influence of global trends on the behaviour of tourism enterprises, while the latter are underestimated in stimulating global change. This approach is not justified in the reality of the global tourism market, where each new idea stimulates the chain of innovation of other enterprises, such as tourists-consumers through changes in their consumption, which, in turn, stimulates innovation on the supply side.

Authentic dialogue, open mind, understanding and problem-solving - internal marketing, understood in this way, will allow managers to release the creative potential of employees and dedication, which will transfer to a new dimension of relations with guests.

Implementing the concept of internal marketing allows to use the potential of teamwork, creates conditions conducive to the formulation of bold and often unconventional solutions, providing guests with new experiences, unprecedented emotions, different impressions, in other words - creating a specific identity and uniqueness of the hotel company. Thus, this is one of the main factors increasing the value of the company and its competitiveness.

Therefore, managers must constantly strive to create conditions conducive and inspiring employees to innovate and be creative, using the tools and support measures provided by internal marketing.

How to Cite
Петрик, І. (2021). ВНУТРІШНІЙ МАРКЕТИНГ ГОТЕЛІВ ТА ЙОГО ВПЛИВ НА СЕРЕДОВИЩЕ. Scientific Notes of Lviv University of Business and Law, 29, 77-80. Retrieved from https://nzlubp.org.ua/index.php/journal/article/view/422