Strategic management of health and wellness tourism[Стратегическое Управление Лечебно-Оздоровительным Туризмом]

Introduction. The relevance of the research topic is due to the growing demand for health improvement and medical rehabilitation services against the background of the emerging need for import substitution in the field of sanatorium treatment, as well as the growing importance of medical and well-ness tourism. The dynamic development of the field of medical and wellness tourism determines the need to build an integrated system of its strategic management. The specifics of the management facility, characterized by a multi-level architecture and process orientation, require the introduction of comprehensive diagnostic tools to assess the effectiveness of management decisions. Purpose. To analyze the strategic management system of HWT in the Russian Federation, evaluate the tools used, and then develop a comprehensive model and practical recommendations for improving the management effectiveness of this sector. Materials and methods. The methodological basis is based on system and process approaches, methods of theoretical analysis and synthesis of scientific concepts, as well as mathematical modeling for quantifying the effectiveness of medical and wellness tourism management. Work in the field of regional economics and spatial development is of great methodological importance in the framework of the study. The concept of cluster development forms the methodological basis for the creation of territorial entities combining sanatorium-resort organizations, medical institutions, transport companies and related services. The theoretical reconstruction of the strategic management system of medical and wellness tourism involves a comprehensive synthesis of scientific paradigms. The fundamental basis is the theory of public administration, which reveals the specifics of regulating socially significant sectors of the economy. In relation to resort and wellness tourism, this is reflected in the analysis of mechanisms for coordinating the interests of the actors of the system. Results. The essence of key categories is clarified, and approaches to HWT strategic management are systematized. A comprehensive two-level model is developed that integrates the management architecture and the process cycle, enabling the assessment of the coordination of actions at the federal, regional, municipal, and business entity levels. An original mathematical model for calculating an integrated management performance indicator (IPI) has been proposed and tested. This model serves as a tool for assessing the current state of the industry and formulating a sound strategic agenda. The problem of improving the effectiveness of the management cycle, particularly the strategic analysis and control stages, is explored. Promising development areas are identified, including strengthening government regulation, interdepartmental cooperation, and the implementation of a balanced system of industry KPIs. Conclusions. The use of the developed multilevel model, which acts as a system-forming tool within the framework of a process-oriented approach, will contribute to improving the effectiveness of strategic management of medical and wellness tourism. A comprehensive vision of industry management, integrating theoretical concepts and practical mechanisms, creates the prerequisites for the formation of a balanced and adaptive system. The use of an integral performance indicator provides an objective diagnosis of the current state and forms an evidence base for making informed management decisions at all levels.