Crisis re-engineering of business processes as a modern method of ensuring the quality of tourist services

Methods. During the study of the specifics of the implementation of crisis reengineering of business processes in the field of tourism services, the following methods of scientific knowledge were applied: analysis and synthesis – when identifying actual methods, tools and measures for the implementation of crisis reengineering of business processes, in particular, taking into account the specifics of the field of tourism; structuring – when characterizing influencing factors, elements, characteristic features and problems of implementing crisis reengineering of business processes; comparison – when comparing approaches to defining the term of crisis reengineering of business processes of an enterprise. Results. The theoretical and methodological foundations of the implementation of business process reengineering were studied, scientific approaches to the definition of the term «crisis business process reengineering» were summarized. The main goals and tasks of crisis reengineering are characterized, the constituent elements of the process of its implementation at the enterprise are separated. The specifics of working with human resources in the process of crisis reengineering are highlighted. The factors affecting the success of the reengineering of business processes of the enterprise were studied, the threats and complications that arise in the process of reengineering were separated. The specific features of the functioning of business processes in the field of tourism are analyzed. Features and possible problems of crisis reengineering of business processes of enterprises in the tourism industry are characterized. Novelty. On the basis of the study of scientific and methodological approaches to the definition of the essence of the term “crisis reengineering of business processes”, a proper interpretation of this category was formed, which, unlike the existing ones, combines both domestic and foreign experience in studying the peculiarities of crisis reengineering. A single system of interrelated elements has been formed, which in the complex make up the main tasks of crisis reengineering of business processes. The basic principles and possible risks in the process of implementing crisis reengineering at enterprises in the tourism industry are separated. Practical value. The set of tools and measures proposed by the author for the successful implementation of crisis reengineering of business processes at an enterprise in the field of tourism takes into account the specific conditions of conducting economic activity in this industry and is a reliable basis for improving the quality of tourist services and strengthening the competitiveness of the enterprise.