Strategic management systems of a development company under conditions of high competition in tourism markets

   The article examines strategic management systems of development companies operating under conditions of high competition in tourism markets, characterized by seasonal demand concentration, spatial constraints, and strengthened institutional regulation. The study is conducted in the format of an analytical review and synthesis of contemporary scholarly works, within which development is interpreted not as an isolated investment and construction activity, but as a process of managing territorial development and the tourism product. The analysis is based on studies addressing the interrelationship between tourism and real estate, seasonality management, spatial planning, digitalization, sustainable development, and the role of cultural factors in shaping the competitive advantages of destinations. Particular attention is paid to interpreting the seasonal concentration of tourism demand as a structural constraint that frames managerial decision–making and intensifies the need for coordination between real estate assets, infrastructural capacity, and sustainability requirements. The synthesis of the results demonstrates a shift in development practice from an object–oriented logic toward managing territory as an integrated tourism asset, within which the developer acts as a coordinator of the interests of the state, business, and local communities. The article may be of interest to entrepreneurs, researchers in the fields of tourism and real estate economics, and practitioners engaged in the strategic management of development projects in competitive tourism destinations.

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