Planning Horizon in International Travel Decision-Making: The Role of Individual and Cultural Determinants

A solid understanding of when travel decisions are made in relation to travelers’ planning horizons is crucial for travel service providers. Despite its importance, there are very few empirical studies investigating the planning horizon and its antecedents in travel research literature. This study contributes to bridging this gap by conceptualizing a two-level model of antecedents of travelers’ planning horizons. In addition to individual traveler- and trip-related aspects, the model provides a cross-cultural perspective on international travelers’ planning horizons by including uncertainty avoidance, individualism, and long-term orientation as cultural-level antecedents. Drawing on a nested dataset of 4,074 international travelers from 17 countries worldwide, the results of a two-level hierarchical regression model show that, in addition to individual-level aspects, cultural antecedents play an important role in determining planning horizons. Based on the empirical results, the paper discusses implications for theory and travel service providers.

THE TOURISM DIGITAL TRANSFORMATION: TRENDS, OBJECTIVES, SOLUTION METHODS

The paper substantiates the relevance for development of digital technologies in the tourism industry, especially at the post-pandemic stage, and identifies main global trends in digitalization of this sector. It also describes the work experience of tourism organizations in Russia and abroad on the development and application of digital technologies. Consideration is given to the importance of entrenching digital technologies in the context of integrated digital initiatives and also the priority of government initiatives to promote and develop digital processes in the tourism industry. The conclusion is made about the need to create such institutional and infrastructural conditions in Russia that will be adequate to the objective of more rapid digitalization in the tourism industry with an account for new trends formed in digital transformation of the tourism industry in strategic documents at different planning horizons.

Impact of planning horizon on water distribution network design

The continuous expansion of Water Distribution Network (WDN) makes its design a dynamic process performed within many planning horizons. An appropriate planning horizon is important to save costs and avoid over-design. Typically, a master plan is practiced around every 20 years. The complexity of WDN and computational demands have prevented a full network study of the impact of planning horizon on system cost and efficiency. In this paper, a dynamic network model was employed to simulate the growth of WDN under different growth patterns (exponential and linear) and planning horizons to explore the optimum planning horizon under different interest rates. It is found that the choice of the optimum (i.e. least costly) planning horizon is sensitive to the interest rate. For both growth patterns, a shorter planning horizon is favored with higher annual interest rates while a longer planning horizon is favored with lower rates. With the same interest rate, exponential growth pattern generally favors a shorter planning horizon than linear growth pattern due to more excess capacity provided at the beginning of the study period. The optimum planning horizon is longer than 20 years when interest rate is lower than 3.0% for linear growth or 2.0% for exponential growth.

Evaluation of the results of marketing management of retail structures’ innovative development

Evaluation of the effectiveness of marketing management of retail structures’ innovative development is necessary to measure the effectiveness of the enterprise and to evaluate strategic ways of business development. Both of these areas determine the competitiveness of retail structures (RS). The article substantiates the approach to the effectiveness of marketing management of retail structures’ innovative development based on the compliance of development plans, organizational systems and structures with the strategic goal of innovative development, as well as the possibility of achieving the goals of innovative development strategies at various planning horizons, monitoring and adjusting adopted and/or implemented innovative development plans. Evaluation of the effectiveness of marketing management of retail structures’ innovative development is based on a comprehensive approach to the results of RS development. The paper offers an original approach to evaluating the effectiveness and efficiency of marketing management of RS innovative development, which allows you to identify the relationships between the components of the model to determine how the resources involved in marketing management processes generate an impact. The main directions of evaluating the effectiveness of marketing management of retail structures’ innovative development are determined through the effect received by the commodity circulation participants.