Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system
In the modern conditions of the development of a market economy, business entities have discovered new characteristics and have become more flexible, focused on consumers of goods and services, relying on sound development strategies. Strategic management is the basis of business in the 21st century...
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| Date: | 2024 |
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Інститут економіки промисловості НАН України
2024
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| Cite this: | Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system / O. Hutsaliuk, Iu. Bondar, I. Zhurylo, V. Dub // Економічний вісник Донбасу. — 2024. — № 4 (78). — С. 82-90. — Бібліогр.: 16 назв. — англ. |
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Digital Library of Periodicals of National Academy of Sciences of Ukraine| _version_ | 1860211687696629760 |
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| author | Hutsaliuk, O. Bondar, Iu. Zhurylo, I. Dub, V. |
| author_facet | Hutsaliuk, O. Bondar, Iu. Zhurylo, I. Dub, V. |
| citation_txt | Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system / O. Hutsaliuk, Iu. Bondar, I. Zhurylo, V. Dub // Економічний вісник Донбасу. — 2024. — № 4 (78). — С. 82-90. — Бібліогр.: 16 назв. — англ. |
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| description | In the modern conditions of the development of a market economy, business entities have discovered new characteristics and have become more flexible, focused on consumers of goods and services, relying on sound development strategies. Strategic management is the basis of business in the 21st century.
This paper examines the problem of strategic planning and forecasting of corporate activities in the hotel and catering market. Among them: discrepancies in background forecasts, the dependence of indicators on the human factor and the level of qualification of hotel and catering workers, the lack of unified and reliable statistical information.
Based on the study of various methods for defining such categories as “strategy”, “forecast” and “planning”, we have made our own definitions of such concepts as “strategy”, “entrepreneurial strategic planning” and “entrepreneurial strategic forecasting” and provide explanations based on the specific circumstances of the hotel industry.
A scheme for developing a hotel and restaurant business strategy is proposed. According to this scheme, all strategies, depending on their type, can be divided into three groups. The first group includes strategies, in the development of which only the planning process is used, the second group includes strategies, the distinguishing feature of which is the presence of only the forecasting process, and the third group includes strategies, the development of which includes the planning process and the forecasting process. In this, both strategic planning and strategic forecasting can be both a stage of strategy development and its final result.
У сучасних умовах розвитку ринкової економіки суб’єкти господарювання виявили нові характеристики та стали більш гнучкими, орієнтованими на споживачів товарів і послуг, спираючись на обґрунтовані стратегії розвитку. Стратегічне управління є основою бізнесу в 21 столітті.
У даній роботі досліджено проблему стратегічного планування та прогнозування корпоративної діяльності на ринку готельно-харчових послуг. Серед них: розбіжності у фонових прогнозах, залежність показників від людського фактору та рівня кваліфікації працівників готельного господарства та громадського харчування, відсутність уніфікованої та достовірної статистичної інформації.
На основі дослідження різних методів визначення таких категорій, як «стратегія», «прогноз» і «планування», ми зробили власні визначення таких понять, як «стратегія», «підприємницьке стратегічне планування» і «підприємницьке стратегічне прогнозування» та надали пояснення, виходячи з конкретних обставин діяльності готельного господарства.
Запропоновано схему розробки стратегії готельно-ресторанного бізнесу. Згідно з цією схемою всі стратегії залежно від їх типу можна поділити на три групи. До першої групи належать стратегії, при розробці яких використовується лише процес планування, до другої групи – стратегії, відмінною рисою яких є наявність лише процесу прогнозування, до третьої – стратегії, розробка яких включає процес планування та процес прогнозування. При цьому як стратегічне планування, так і стратегічне прогнозування можуть бути як етапом розробки стратегії, так і її кінцевим результатом.
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| first_indexed | 2025-12-07T18:14:41Z |
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O. Hutsaliuk, Iu. Bondar, I. Zhurylo, V. Dub
82
ISSN 1817-3772 Економічний вісник Донбасу № 4(78), 2024
DOI: https://doi.org/10.12958/1817-3772-2024-4(78)-82-90
UDC 338.48.001.76
O. Hutsaliuk,
DrHab (Economics), Professor,
ORCID 0000-0002-6541-4912,
e-mail: alex-g.88@ukr.net,
PHEI «Rauf Ablyazov East European University», Cherkasy,
Iu. Bondar,
PhD (Economics), Associate Professor,
ORCID 0000-0003-2269-6208,
е-mail: cooperjulia@ukr.net,
Volodymyr Vynnychenko Central Ukrainian State University, Kropyvnytskyi,
I. Zhurylo,
PhD (Economics), Associate Professor,
ORCID 0000-0002-1445-6370,
е-mail: zhuriloiv@gmail.com,
V. Dub,
PhD (Technical), Associate Professor,
ORCID 0000-0002-2078-4426,
е-mail: vvdub7@gmail.com,
Central Ukrainian National Technical University, Kropyvnytskyi
ECONOMIC STRATEGIZING AND INTEGRATION MANAGEMENT
OF HOTEL AND RESTAURANT BUSINESS ENTERPRISES
IN THE HOSPITALITY INDUSTRY SYSTEM
Introduction. In the conditions of modern
economic development, the success and competi-
tiveness of enterprises largely depend on the level of
strategic planning and forecasting of their economic
activities.
The sharp increase in the importance of these
processes is associated with many deep objective
reasons that arise as a result of changes in the nature of
the internal and external environment of the enterprise:
with the acceleration of economic development, the
emergence of new requirements and expectations of
consumers, the improvement of information networks,
human resources, changes in the role of resources, etc.
Therefore, the development and application of
methodologies and specific forms of strategic planning
and forecasting of entrepreneurial activity is not only the
result of the evolution of theoretical and management
methods, but also a dynamic system that reflects current
and future trends. The national economic level and the
industry level, especially hotel and catering, are one of
the most dynamic elements of the development of the
hospitality industry.
Analysis of the latest research. The problems of
strategic management, its structure and implementation
methods are reflected in the works of such scientists as:
I. Ansoff, L. Balabanova, V. Vasylenko, O. Kuzmin,
L. Lutai, M. Moskalenko, V. Nemtsova, G. Tarasyuk,
A. Chandler and others.
The study of issues related to hotel and restaurant
business was carried out by: R. Korneeva, M. Malska,
I. Minich, D. Neporozhniy, Ya. Ostapenko, Yu. Oche-
retin, N. Plotnikova, L. Chepurda, O. Yurchenko and
others.
The goal of the work. The purpose of this article
is to demonstrate that there is a relationship between the
nature of the firm's development strategy and the nature
of the relationship between business planning and
forecasting processes. On the basis of the received data,
propose a scheme for developing a business strategy at
the stages of planning and forecasting the activity of the
hotel and restaurant business.
Presenting main material. The strategy should be
understood as a long-term plan for achieving the goals,
mission of the enterprise, the implementation of which
should lead to the development of entrepreneurial
activity, which ensures the maximization of profit.
In the practice of management, strategies are both
defined, clearly formulated by the company's
management, and undefined, which do not have stages
thought out and approved by the management.
According to the nature of the changes occurring in
the company's activities, the strategies are divided into
strategies of limited growth, growth, reduction and their
combination.
© Publisher Institute of Industrial Economy of National Academy of Sciences of Ukraine, 2024
© Publisher State Higher Education Institution "Luhansk Taras Shevchenko National University", 2024
O. Hutsaliuk, Iu. Bondar, I. Zhurylo, V. Dub
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Економічний вісник Донбасу № 4(78), 2024 ISSN 1817-3772
Undoubtedly, the industry to which the studied
business structures belong plays a great role in the
process of strategy formation and construction of its
classification.
Speaking about the strategic factors of hotel and
restaurant business development in Ukraine, first of all,
it is worth noting that currently, for example, hotels are
divided into five categories with the assignment of stars.
The most common strategies used by hotels abroad
include the types presented in Table 1.
Large international companies, especially those
that work successfully in the market, are obliged to
promptly respond to revolutionary changes in the
business environment by making quantitative changes
in their strategic courses. Based on this observation, the
«quantitative theory of strategic change» was
formulated. One of the main provisions of this theory is
that companies' strategies change radically quite rarely.
In the conditions of today's changing economy, national
and international hotel goals should combine control
with constant analysis of new phenomena, and an
effective strategy should include two elements:
balanced preliminary formulation and adaptation of new
ideas [8].
Table 1
Basic strategies for the development of entrepreneurial activity used in the hotel business abroad
Type of strategy Description of the strategy
concentration ( focused ) The enterprise concentrates all its efforts on one or more market segments and
achieves leadership there by the cost program or from the image position (or
with the help of both resources at the same time)
globalization The basis of the development of the hospitality industry both now and in the
future should be close ties and communication networks in priority directions.
It is the geographical regions that act as suppliers of the main flow of tourists
in the world market
application of new technologies Assumes that the technological process is the engine of progress in the hotel
business, aimed not only at ensuring the competitiveness of the product or
service, but also at establishing compliance with changes in consumer demand
brand development This is an accurate determination of the conformity of the "recognition" of a
product or service to its level and quality, position, prices and other key
consumer-oriented parameters
association of trademarks The purpose of this strategy is to develop a global image of the brand aimed at
a universal audience
specialization The goal of the strategy is to concentrate the efforts of the hotel company on
the needs of one segment, and not on covering the entire market. The main
thing is to satisfy the needs of the selected target segment better than
competitors.
independent hotel It provides for independent management of hotel activities by the owner
without the involvement of hotel management companies and entry into their
network
franchising It is a combination of independent management and contract management
contract management A type of franchising strategy, which provides for the transfer of full
management of the hotel by the owner to the manager of hotel enterprises based
on the franchise agreement
customer retention Its purpose is to motivate the consumer in such a way that he buys
goods/services from a specific company
consolidation/merger/absorption A component of the growth strategy
increasing the value / value of the
company
This strategy is implemented due to deep penetration into the selected market
segment, which implies the absence of an increase in the level of specialization
by competitors
Source: compiled by the authors based on [7;14].
Taking into account the situation on the market of
hotel services in Ukraine, implemented strategies for the
development of hotel business enterprises can be
systematized according to the types presented in
Table 2.
The general perspective program of the competent
distribution of the use of available and borrowed
resources, the purpose of which is to preserve liquidity
and increase the market value of the hotel enterprise, is
considered to be an economic strategy.
The formation of an economic strategy should be
based on a programmatic approach focused on the
development of tasks for the relevant units. At the same
time, it is important to indicate the sequence and terms
of their implementation, as well as to pay attention to
the company's resources [10].
O. Hutsaliuk, Iu. Bondar, I. Zhurylo, V. Dub
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Table 2
Basic strategies for the development of entrepreneurial activities used in the hotel business in Ukraine
Type of strategy Description of the strategy
Specialization The goal is to find and master new, interesting services from the point of
view of demand
Increasing the role of environmental
programs
The hotel's orientation is to achieve a higher level of environmental
conditions than its competitors
Revenue management and the use of
flexible pricing tactics
Application of the system of discounts and stimulation of demand as a
tool for increasing the profitability of the hotel
Use of the incentive program for
regular customers
Regular customers are provided with a system of privileges, discounts
and benefits
Increasing the role of travel agencies in
the organization of sales channels
Travel agencies are the main subject of the increase in booking volumes
Implementation of computer
reservation programs (PMS) Properety
Management System
It allows not only to increase the occupancy of hotel rooms, but also
guarantees receiving the desired service at the desired price
Strengthening domestic sales This is the organization and sale of additional services
Strengthening the role of database
management
The goal is to improve service and increase sales
Application of direct consumer
marketing
Promotion of the hotel product via the Internet, by conveying to potential
customers information about the hotel and room reservation conditions
Vertical integration Expansion of the list of additional services in order to increase the market
share of the hotel enterprise
Creation of strategic alliances Hotels are united in groups, the purpose of which is cooperation in the
following areas: management, formation of a marketing strategy,
creation of a program for attracting customers and a joint product,
advertising and increasing hotel occupancy
Hotel management under сontract The management of the hotel enterprise is transferred to the corporate
network under the contract
Independent hotel The operator is not involved in managing the hotel
Source: compiled by the authors based on [9;12].
At the same time, it is important to take into
account that the main organizational levels at which
strategies are developed include [4]:
1) corporate;
2) business;
3) functional;
4) operational [4].
The results of developing a strategy for a hotel
enterprise are usually expressed in the creation of the
following documents [1]: a forecast of changes in the
external environment; strategic goals of the enterprise;
list of competitive advantages; functional and
supporting strategies; plans [1].
The processes of planning and forecasting are
integral components of the process of developing a
strategy for the development of business activities of
hotels. During the study of various approaches to the
definition of the concept of "strategy" and its types, we
found that most specialists tend to associate this
phenomenon with setting and achieving goals, forming
plans, management decisions and the terms of their
implementation, but none of them consider strategy in
relationship with the processes of strategic planning and
forecasting of business activity.
Let's consider these phenomena and their place in
the process of developing a strategy for the development
of entrepreneurial activity.
Strategic planning in modern scientific literature is
considered mainly in two main aspects. In a broad sense,
strategic planning is understood as a set of decisions and
actions for the development of a system of goals and
necessary to achieve the company's strategies. However,
in this context, strategic planning is combined with the
concept of strategic management, which includes the
stage of developing plans. In the narrower sense,
strategic planning can be understood as a special type of
planned work, which consists in the development of
special documents: strategic plans, programs, projects,
budgets, with the help of which the developed strategies
are detailed in terms of goals, tasks, resources and time
[12].
Planning is «the process of making and evaluating
an interrelated set of decisions in advance». This is the
definition given to this concept by a well-known
researcher in the field of strategic management – I.
Ansoff. In other words, a favorable state of affairs is
possible only with a timely assessment of all factors
affecting the business process being implemented.
According to H. Emerson and F. Taylor, planning
can be considered as a process that simultaneously
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represents the result, and the course of action, and
stages, and the methods that should be applied.
Planning as an element of the activity of a
commercial organization, including that relating to
means of accommodation, is characterized by the
presence of: planning principles; determination of
priority goals; consideration of problems; choosing the
best development option; control over the
implementation of plans [6].
The main requirements for the goals are: order;
reality; ability; topicality; integrity; utility; transparency
and controllability [3].
The specific composition of the goals is as follows:
ultimate goals – leadership in competition, growth of the
company's market share; higher goals, accompanied by
obtaining a profit, increasing profit and profitability,
increasing the volume of services; intermediate goals,
the implementation of which is accompanied by, for
example, an increase in the throughput capacity of the
hotel, optimization of its room stock; subgoals –
increasing the number of services [12].
From the point of view of the sequence of stages
forming the planning process at hotel enterprises, it
should be noted that, as a rule, it consists of three stages:
analysis of strategic problems; forecasting the future
state and defining goals. Sometimes the planning
process may include a larger number of stages [8].
The accuracy of the actual indicators of past
periods is the basis of the reliability of planning [7].
It should be formalized in such a way that the
development of plans is based on all available
indicators, there is a possibility of accumulating
separate plans for specific areas of the enterprise's
activity and eliminating inconsistencies.
In large hotel complexes, planning work is
performed by special services that prove management
teams, assumptions, forecasts of department heads who
develop plans [2].
The planning process is an ongoing process, the
purpose of which is to formally review and continue the
plan annually. As part of the process, the dissemination
and formal discussion of strategic directives should be
ensured, allowing the operational divisions of the
organization to draw up their plans.
According to the school of planning, which
flourished in the 1970s, the main features of the
planning process include [4]:
1) close communication with the operational
management of the enterprise at all stages of strategy
implementation;
2) communicativeness, hierarchy, integrity as the
main regularities of systems to which the adopted
strategy or the strategy being developed corresponds;
3) the strategy, as a rule, is developed for the period
of verification of the future forecast;
4) strict implementation of developed plans is
meant;
5) the strategy is differentiated into sub-strategies
according to the management hierarchy;
6) according to the degree of differentiation of the
strategy into components, all types of works are
combined into a "master plan";
7) responsibility for principles is delegated to the
manager, and for implementation – to employees of the
planning department;
8) during the development of the strategy, a SWOT
analysis is used, implemented in scenarios detailing the
firm's strengths and weaknesses;
9) developers and practitioners belonging to the
same firm are separated.
A forecast is a judgment about the probable state of
an object in the future, which has a scientific basis for
alternative ways and terms of their implementation.
The main features of the forecasting process
include:
1. The basis of the forecast is the assessment of the
present, while the basis of the future is a complex set of
causes and conditions.
2. The forecast is probabilistic due to the
uncertainty of the state of the research object in the
future.
3. The basis of forecasting is the hypothesis about
regularities.
4. The preparation of the forecast is based on
scientific research of a quantitative and qualitative
nature, in addition to a quantitative assessment for the
future.
5. The forecast is a guideline for planning, the basis
for preparing a plan.
6. The forecast assumes the presence of many
alternatives.
7. The essence of the considered phenomenon
determines the temporal and spatial horizons of the
forecast. Often it is taken for a repetitive and continuous
process.
Time is the judge of forecast accuracy.
Objectivity and scientific integrity are the main
requirements for a forecaster. Subjectivity is not
allowed in the assessment of the past, present and future
[4].
The economic forecast is designed to assess the
state and search for alternatives to management
decisions; identification of problems that are weakly
expressed in the present, but possible in the future;
simulation of variants of events taking into account the
main factors [13].
In forecasting, the concepts of "object" and
"forecasting background" are distinguished. As an
object of forecasting, it is appropriate to consider
processes, phenomena and events that are dependent on
the cognitive and practical activity of a person [1].
The forecast background is a set of external
conditions that affect the object and underlie the validity
of the forecast.
Usually, forecasting work is performed in several
stages [4]:
1st stage – predictive retrospection;
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ISSN 1817-3772 Економічний вісник Донбасу № 4(78), 2024
2nd stage – predictive diagnosis; 3rd stage –
prospecting;
The 4th stage is the evaluation of the forecast for
reliability, accuracy and reasonableness.
This phasing is approximate in nature, with levels
of modification depending on the basic forecasting
method.
Based on the considered approaches to the
definition and classification of plans and forecasts, as
well as the processes related to them, the author
concluded that strategic forecasting of business activity
should be understood as the process of forming
alternative scenarios for the development of an
organization's business activity on the basis of
scientifically based judgments about the expected
conditions of the object in the future and the terms of
their achievement.
If we take into account that forecasting is often the
basis of planning, then strategic planning of business
activity can be defined as a set of measures to implement
the most beneficial scenario for the development of the
organization's business activity, which is accompanied
by the development of plans and programs for their
implementation.
As an example, in Table 3, we consider the
classification model of the components of economic
strategy and the peculiarities of the planning and
forecasting processes implemented within some of
them.
Table 3
Classification model of economic strategy components
ECONOMIC STRATEGY
Level 1: Achieving economic
profit
1.1 Product strategy
1.2 Pricing strategy
1.3 Motivation strategy
1.4 Financial recovery strategy
1.5 Strategy of interaction with the markets of production resources
1.6 Strategy for reducing production costs
Level 2: Increase in market
share
2.1 Competition strategy
2.2 Quality improvement strategy
2.3 Strategy of innovative activity
2.4 Strategy of strengthening market positions
2.5 Globalization strategy
Level 3: growth of the
value/value of the company
3.1 Investment strategy
3.2 Strategy of economic growth
3.3 Business reengineering strategy
3.4 The strategy of maximizing the value of the enterprise
Source: compiled by the authors based on [4; 6; 9].
When implementing a product strategy, namely the
formation of a product range of a hotel enterprise, it is
necessary to take into account that for each brand or
product/service, its own development plan must be
developed, related to the general strategy of the
enterprise, marketing plan, production and sales
technology, which determines the circle management
tasks.
The development of the company's price strategy
involves the following stages of implementation:
1. General research of the intended sales market or
strategic economic zones (SZG).
2. Forecasting the market situation.
3. Determination of the market model from the
point of view of competitiveness.
4. Determination of the product life cycle stage.
5. Choice of the company's pricing policy.
6. Study of factors affecting the level of the selling
price.
7. Acceptance of the basic price level and
determination of the rational dynamics of its change.
In this case, there is no planning process, and
forecasting is one of the initial stages of strategy
implementation, and for forecasting the market
situation, a preliminary assessment of the capacity of the
market, competitive environment, government policy
and sales conditions is carried out. A detailed study of
all price-forming factors should be carried out after the
selection of the best market segments.
The development of a strategy for the financial
recovery of a hotel enterprise includes 7 stages:
1. Analysis of the organization's position on the
market and its ability to adapt to economic conditions.
2. Analysis of the existing pricing system.
3. Analysis of the financial situation of the
enterprise.
4. Analysis of the organizational structure.
5. Personnel.
6. Production.
Development and implementation of a financial
recovery plan.
The creation of a quality strategy is usually carried
out in the following sequence:
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Stage 1. Making a decision to create a quality
strategy.
Stage 2. Development of a plan-schedule for the
creation of a quality strategy.
Stage 3. Determination of functions and tasks of
quality strategy elements.
Stage 4. Formation of the composition of structural
subdivisions.
Stage 5. Description using structural and functional
diagrams of the quality strategy.
Stage 6. Determination of the composition and
development of regulatory documents of quality
strategies: «Hotel Passport» and «Quality Manual».
Stage 7. Verification of the implementation of the
quality strategy.
Stage 8. Ensuring the functioning of the quality
strategy.
Stage 9. Checking the quality strategy.
Stage 10. Improving the quality strategy.
Stage 11. Organization of work of quality circles.
When implementing the strategy of innovative
activity, the planning process is carried out at the stage
of organizational and planning preparation of
production, at which innovations are aimed at observing
the principles of rational organization of the processes
of creation and production of new products/services,
reducing the labor intensity and duration of the
manufacturing and delivery cycle.
The investment strategy can be understood as the
general direction (program, plan) of the enterprise's
investment activities, the task of which is to lead in the
long term to the realization of investment goals and
obtaining the expected investment profit. It determines
the target directions and form of investment activity of
the enterprise, the method of formation of investment
resources and the order of stages of realization of long-
term investment goals.
Summarizing the approaches to the classification
of forecasts and plans described above, information
about the interaction of these processes and the results
of the author's research can be depicted in Fig. 1.
Fig. 1. Scheme of development of the strategy of the hotel and restaurant business enterprise
at the stages of planning and forecasting
Source: compiled by the authors based on [3; 4; 9].
According to this scheme, all strategies, depending
on their type, can be divided into three groups. The first
group includes strategies, in the development of which
only the planning process is used, the second group
includes strategies, the characteristic feature of which is
the presence of only the forecasting process, and the
third group includes strategies, the development of
which includes both the planning process and the
forecasting process. At the same time, both strategic
planning and strategic forecasting can be both a stage of
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ISSN 1817-3772 Економічний вісник Донбасу № 4(78), 2024
strategy development and its final result. In the case of
a mixed version, the process of strategic forecasting acts
in relation to the planning process either as a stage that
precedes planning, or as a stage that follows it,
necessary to account for the consequences of decisions
made in the plan or to control the implementation of the
plan, or as a stage that precedes and follows it.
Guided by this scheme, it is possible, for example,
to describe a product strategy as a strategy that contains
only the planning process, which is the final stage of
strategy development and the result expressed by a set
of plans (a separate plan is developed for each product).
The price strategy belongs to the strategies that contain
only the process of forecasting, and forecasting appears
as the initial stage – forecasting the market situation.
The financial recovery strategy, as well as the
investment strategy, belong to the strategies in which the
plan is the result of the final stage – planning etc.
Conclusions. The study of the specific features of
strategic planning and forecasting of business activity,
the essence of these phenomena, their component
composition and classification features made it possible
to formulate the author's definitions of the concepts
«strategic planning of business activity» and "strategic
forecasting of business activity", in particular in the
hotel and restaurant business.
Based on the analysis of various types of hotel
enterprise development strategies, as well as the
identified features of the strategic planning and
forecasting processes implemented within them, the
author developed a scheme that reflects the specifics of
the planning and forecasting processes depending on the
type of hotel enterprise strategy being implemented,
within which strategic planning and forecasting can be
separate independent stages of strategy implementation,
its result, and even elements of a mixed interaction
system.
Thus, the need for a strategic approach is inherent
in the effective management of the hotel and restaurant
business in the conditions of the modern hospitality
industry requires the development of economic
strategies that take into account global trends,
digitalization and changes in consumer preferences.
It is determined that an integrated approach to
management includes synergy between financial,
operational, marketing and innovation components,
which ensures competitiveness and sustainable
development. Focusing on customer needs through
personalized services, the introduction of new
technologies and improving the quality of service
contributes to increasing consumer loyalty.
The use of innovation as a key factor is the
introduction of new technologies, in particular process
automation, the use of big data and artificial
intelligence, increases the efficiency of hotel and
restaurant enterprises.
Taking into account the principles of
environmental and social responsibility becomes an
important element of the strategy, increasing the brand's
reputation and attractiveness for environmentally
conscious consumers.
Thus, the success of the hotel and restaurant
business depends on the ability to adapt to modern
challenges and use an integrated approach to
management within the framework of the overall
concept of the development of the hospitality industry.
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Гуцалюк О., Бондар Ю., Журило І., Дуб В. Економічне стратегування та інтеграційний менеджмент підприємств
готельно-ресторанного бізнесу в системі індустрії гостинності
У сучасних умовах розвитку ринкової економіки суб’єкти господарювання виявили нові характеристики та стали більш
гнучкими, орієнтованими на споживачів товарів і послуг, спираючись на обґрунтовані стратегії розвитку. Стратегічне
управління є основою бізнесу в 21 столітті.
У даній роботі досліджено проблему стратегічного планування та прогнозування корпоративної діяльності на ринку
готельно-харчових послуг. Серед них: розбіжності у фонових прогнозах, залежність показників від людського фактору та
O. Hutsaliuk, Iu. Bondar, I. Zhurylo, V. Dub
90
ISSN 1817-3772 Економічний вісник Донбасу № 4(78), 2024
рівня кваліфікації працівників готельного господарства та громадського харчування, відсутність уніфікованої та достовірної
статистичної інформації.
На основі дослідження різних методів визначення таких категорій, як «стратегія», «прогноз» і «планування», ми зробили
власні визначення таких понять, як «стратегія», «підприємницьке стратегічне планування» і «підприємницьке стратегічне
прогнозування» та надали пояснення, виходячи з конкретних обставин діяльності готельного господарства.
Запропоновано схему розробки стратегії готельно-ресторанного бізнесу. Згідно з цією схемою всі стратегії залежно від
їх типу можна поділити на три групи. До першої групи належать стратегії, при розробці яких використовується лише процес
планування, до другої групи – стратегії, відмінною рисою яких є наявність лише процесу прогнозування, до третьої – стратегії,
розробка яких включає процес планування та процес прогнозування. При цьому як стратегічне планування, так і стратегічне
прогнозування можуть бути як етапом розробки стратегії, так і її кінцевим результатом.
Ключові слова: економічна стратегія, стратегічне управління, інтеграційний розвиток, бізнес-планування,
прогнозування, готельно-ресторанний бізнес, індустрія гостинності, підприємницька діяльність.
Hutsaliuk O., Bondar Iu., Zhurylo I., Dub V. Economic Strategizing and Integration Management of Hotel and
Restaurant Business Enterprises in the Hospitality Industry System
In the modern conditions of the development of a market economy, business entities have discovered new characteristics and
have become more flexible, focused on consumers of goods and services, relying on sound development strategies. Strategic
management is the basis of business in the 21st century.
This paper examines the problem of strategic planning and forecasting of corporate activities in the hotel and catering market.
Among them: discrepancies in background forecasts, the dependence of indicators on the human factor and the level of qualification
of hotel and catering workers, the lack of unified and reliable statistical information.
Based on the study of various methods for defining such categories as “strategy”, “forecast” and “planning”, we have made our
own definitions of such concepts as “strategy”, “entrepreneurial strategic planning” and “entrepreneurial strategic forecasting” and
provide explanations based on the specific circumstances of the hotel industry.
A scheme for developing a hotel and restaurant business strategy is proposed. According to this scheme, all strategies, depending
on their type, can be divided into three groups. The first group includes strategies, in the development of which only the planning
process is used, the second group includes strategies, the distinguishing feature of which is the presence of only the forecasting process,
and the third group includes strategies, the development of which includes the planning process and the forecasting process. In this,
both strategic planning and strategic forecasting can be both a stage of strategy development and its final result.
Keywords: economic strategy, strategic management, integrated development, business planning, forecasting, hotel and
restaurant business, hospitality industry, entrepreneurial activity.
Received by the editors: 18.10.2024
Reviewed: 20.11.2024
|
| id | nasplib_isofts_kiev_ua-123456789-203377 |
| institution | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| issn | 1817-3772 |
| language | English |
| last_indexed | 2025-12-07T18:14:41Z |
| publishDate | 2024 |
| publisher | Інститут економіки промисловості НАН України |
| record_format | dspace |
| spelling | Hutsaliuk, O. Bondar, Iu. Zhurylo, I. Dub, V. 2025-05-23T09:30:10Z 2024 Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system / O. Hutsaliuk, Iu. Bondar, I. Zhurylo, V. Dub // Економічний вісник Донбасу. — 2024. — № 4 (78). — С. 82-90. — Бібліогр.: 16 назв. — англ. 1817-3772 https://nasplib.isofts.kiev.ua/handle/123456789/203377 338.48.001.76 https://doi.org/10.12958/1817-3772-2024-4(78)-82-90 In the modern conditions of the development of a market economy, business entities have discovered new characteristics and have become more flexible, focused on consumers of goods and services, relying on sound development strategies. Strategic management is the basis of business in the 21st century. This paper examines the problem of strategic planning and forecasting of corporate activities in the hotel and catering market. Among them: discrepancies in background forecasts, the dependence of indicators on the human factor and the level of qualification of hotel and catering workers, the lack of unified and reliable statistical information. Based on the study of various methods for defining such categories as “strategy”, “forecast” and “planning”, we have made our own definitions of such concepts as “strategy”, “entrepreneurial strategic planning” and “entrepreneurial strategic forecasting” and provide explanations based on the specific circumstances of the hotel industry. A scheme for developing a hotel and restaurant business strategy is proposed. According to this scheme, all strategies, depending on their type, can be divided into three groups. The first group includes strategies, in the development of which only the planning process is used, the second group includes strategies, the distinguishing feature of which is the presence of only the forecasting process, and the third group includes strategies, the development of which includes the planning process and the forecasting process. In this, both strategic planning and strategic forecasting can be both a stage of strategy development and its final result. У сучасних умовах розвитку ринкової економіки суб’єкти господарювання виявили нові характеристики та стали більш гнучкими, орієнтованими на споживачів товарів і послуг, спираючись на обґрунтовані стратегії розвитку. Стратегічне управління є основою бізнесу в 21 столітті. У даній роботі досліджено проблему стратегічного планування та прогнозування корпоративної діяльності на ринку готельно-харчових послуг. Серед них: розбіжності у фонових прогнозах, залежність показників від людського фактору та рівня кваліфікації працівників готельного господарства та громадського харчування, відсутність уніфікованої та достовірної статистичної інформації. На основі дослідження різних методів визначення таких категорій, як «стратегія», «прогноз» і «планування», ми зробили власні визначення таких понять, як «стратегія», «підприємницьке стратегічне планування» і «підприємницьке стратегічне прогнозування» та надали пояснення, виходячи з конкретних обставин діяльності готельного господарства. Запропоновано схему розробки стратегії готельно-ресторанного бізнесу. Згідно з цією схемою всі стратегії залежно від їх типу можна поділити на три групи. До першої групи належать стратегії, при розробці яких використовується лише процес планування, до другої групи – стратегії, відмінною рисою яких є наявність лише процесу прогнозування, до третьої – стратегії, розробка яких включає процес планування та процес прогнозування. При цьому як стратегічне планування, так і стратегічне прогнозування можуть бути як етапом розробки стратегії, так і її кінцевим результатом. en Інститут економіки промисловості НАН України Економічний вісник Донбасу Management Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system Економічне стратегування та інтеграційний менеджмент підприємств готельно-ресторанного бізнесу в системі індустрії гостинності Article published earlier |
| spellingShingle | Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system Hutsaliuk, O. Bondar, Iu. Zhurylo, I. Dub, V. Management |
| title | Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system |
| title_alt | Економічне стратегування та інтеграційний менеджмент підприємств готельно-ресторанного бізнесу в системі індустрії гостинності |
| title_full | Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system |
| title_fullStr | Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system |
| title_full_unstemmed | Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system |
| title_short | Economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system |
| title_sort | economic strategizing and integration management of hotel and restaurant business enterprises in the hospitality industry system |
| topic | Management |
| topic_facet | Management |
| url | https://nasplib.isofts.kiev.ua/handle/123456789/203377 |
| work_keys_str_mv | AT hutsaliuko economicstrategizingandintegrationmanagementofhotelandrestaurantbusinessenterprisesinthehospitalityindustrysystem AT bondariu economicstrategizingandintegrationmanagementofhotelandrestaurantbusinessenterprisesinthehospitalityindustrysystem AT zhuryloi economicstrategizingandintegrationmanagementofhotelandrestaurantbusinessenterprisesinthehospitalityindustrysystem AT dubv economicstrategizingandintegrationmanagementofhotelandrestaurantbusinessenterprisesinthehospitalityindustrysystem AT hutsaliuko ekonomíčnestrateguvannâtaíntegracíiniimenedžmentpídpriêmstvgotelʹnorestorannogobíznesuvsistemííndustríígostinností AT bondariu ekonomíčnestrateguvannâtaíntegracíiniimenedžmentpídpriêmstvgotelʹnorestorannogobíznesuvsistemííndustríígostinností AT zhuryloi ekonomíčnestrateguvannâtaíntegracíiniimenedžmentpídpriêmstvgotelʹnorestorannogobíznesuvsistemííndustríígostinností AT dubv ekonomíčnestrateguvannâtaíntegracíiniimenedžmentpídpriêmstvgotelʹnorestorannogobíznesuvsistemííndustríígostinností |