During a crisis, enterprises often face the dilemma of balancing crisis management with strategic planning, as they must operate under uncertain conditions and respond rapidly to changes in the external environment. In practice, the priority in such ambiguous and changing circumstances is typically given to operational crisis management. However, sustainable development and the long-term profitability of an enterprise in the current economic climate are unattainable without strategic planning. This necessity underlines the relevance of the presented research, which aims to identify the methodological foundations for forming the strategy of tourism enterprises in a crisis, define approaches and principles of crisis strategic planning based on a retrospective analysis, and compare practical experiences with theoretical frameworks. The research sets out to achieve the following objectives: (1) to accumulate and assess the experience of strategic management in crisis conditions, (2) to justify the need for defining strategic goals and indicators for the sustainable development of an enterprise, considering the specifics of the tourism sector, (3) substantiate the methodological basis for developing an enterprise’s strategy during a crisis in conjunction with operational crisis management, and (4) analyze successful and unsuccessful experiences of strategic management during a crisis to develop practical principles and recommendations for tourism enterprises operating under uncertainty and instability.