STRATEGY FORMATION FOR MANAGING THE DEVELOPMENT OF HOTEL AND RESTAURANT ENTERPRISE

Abstrakt

INTRODUCTION. The rapid development of the hospitality industry, increased market competition, as well as dynamic changes in technological innovation, globalisation, economic instability, and epidemiological challenges, require hotel and restaurant businesses to continuously seek effective ways to ensure stable operations and achieve a long-term competitive advantage. In today's environment, traditional management methods are no longer sufficient to guarantee success. The formation of a clear, well-founded, and flexible strategy for managing the development of hotel and restaurant enterprises is becoming a critically important factor in determining the ability of hotel and restaurant businesses to adapt to change, utilise their resources effectively, and achieve their goals. The paper relevance is also reinforced by the need to integrate Ukrainian hospitality enterprises into the global market and the necessity to improve the quality of their services in line with international standards.

THE HYPOTHESIS OF THE STUDY. In a crisis context, strategic management goes beyond conventional planning and evolves into an adaptive mechanism of continuous environmental scanning and rapid, evidence-based decision-making. Under such conditions, the role of strategic management increases substantially, since a well-formulated strategy enables enterprises not only to adapt to instability, but also to secure long-term growth, strengthen competitive positions, and enhance customer satisfaction.

THE PURPOSE OF THE STUDY is to identify key challenges and develop practical recommendations for forming an effective strategy for managing the development of hotel and restaurant enterprise.

METHODS used include systematisation, generalisation, comparison, economic modelling, and case-study analysis.

CONCLUSIONS. The paper substantiates that the effective formation of a strategy for managing the development of a hotel and restaurant enterprise should be based on a flexible, continuously updated system that enhances competitiveness, fosters innovative activity, and promotes sustainability in the hospitality market. Based on a case study of the state enterprise "Hotel Complex "Kyiv", the research identifies persistent losses and managerial instability as key constraints that complicate the formation of long-horizon strategies and accountability in recent years. To address these issues, the paper proposes a staged logic of strategy implementation supported by a sequence from analytics and diagnosis to implementation, digital transformation, and growth, including a long-term trajectory toward rebranding and market repositioning.

Furthermore, the study emphasises that scaling and long-term development should be grounded in productivity growth through automation, modern technologies, and innovative management approaches.

KEYWORDS: competitiveness; development; digital technologies; hotel and restaurant enterprises; marketing; management; rebranding; strategy, strategic planning.