Blinova Tatyana N.

In the era of digital transformation, the Russian fitness industry is displaying duality. Actively implementing digital trends for clients, gyms face systemic barriers to digitalization of their internal business processes. This article aims to identify the key obstacles for digital transformation. The research is based on a summary of potential barriers to digitalization of business processes in the Russian fitness industry as well as on and the results of a survey of gyms’ managers and owners. Barriers to the digitalization of business processes in fitness industry organizations are divided into four groups: financial, technological, organizational and personnel, and client-related. The survey of gyms’ managers and owners reveals that financial risks are the main constraint to the digitalization of this business, and the key challenge lies not in the lack of technology, but in the difficulty of economically integration it into a low-margin business. Furthermore, the authors offer a number of practical recommendations for gradually overcoming barriers to the digitalization of business processes in the Russian fitness industry. These include - implementation of a subscription-based payment system (recurring payments), focus on the integration of solutions, and change management. The strategic goal of digital transformation of fitness industry is to build a holistic, customer-centric digital ecosystem, whereby technology enhances, rather than replaces, personal interactions between gyms and clients. These findings may be of interest to gyms’ owners in Russia and in the Russian Far East, particularly to those having any interest in expanding of business digitalization practices.

Fitness center managers in Russia and the Far East, as well as the managers of organizations in other areas, face the problem of ineffective operations. Regional features such as remoteness, cultural diversity, and climatic conditions can affect the competitiveness of fi services. Solutions to the problem can lie in the internal environment of the organization, including improving the management system and the activity planning system. In most Russian organizations, and fi centers are no exception, tactical planning and the control and motivation of activities tied to it are carried out over relatively long time periods: a month, a quarter, a half-year, a year. However, in the conditions of the Far East, where a rapidly changing economic and social situation requires fl the relevance of shorter-term planning increases. In the article, the authors present the results of testing the weekly operational management system in the activities of fi centers in Russia. In particular, it is shown that it allows fi industry organizations to expand their client base, increase sales revenue, and ensure an increase in salaries for employees responsible for sales. The fi may be of interest to managers of fi centers in Russia and the Far East, in particular, those interested in improving the effi of management activities.

The article describes different types of educational institutions of higher education of special status in Russia: leading classical universities, Federal universities, national research universities, universities-participants of the project «5-100». The authors give interpretation of the term «educational organization of higher education of special status», open goal, putting the state in front of each category of universities with special status, as well as considering the additional powers and privileges vested in the analyzed group of universities. In addition, the article raises the issue of whether each of these groups of educational organizations should be given a special status in the system of higher education in Russia. The authors come to the conclusion that the goals that confront federal, national research, support and leading classical universities are not unique. Consequently, the allocation of them to separate groups of universities of special status is not justified.