增加乌克兰酒店和餐饮业竞争力的战略方向的理由

О. Nikolaichuk, Т. Е. Lebedenko, K. Herasymenko, K. V. Bondarenko
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引用次数: 0

摘要

目标。本文的目的是分析竞争力的现状,并确定战略方向,以提高乌克兰酒店和餐饮业的竞争力。为了达到目的和目标,使用了以下研究方法:系统和全面的分析(确定酒店和餐馆业务的趋势),图形和表格方法(直观地表示统计材料),抽象逻辑方法(制定建议和结论)。结果。根据对现代条件下乌克兰酒店和餐饮业务的状态和竞争力的分析,建立了:1)对乌克兰企业在临时住宿和餐饮领域的业务实体数量的动态分析显示增长,2)2015-2019年销售产品的成本指标增加-所有实体的成本指标增加2.67倍;(3)主体的财务绩效评估显示了研究期间财务状况的不稳定性。2015 - 2019年行业盈利企业占比从71.6%下降到70.5%。2020年9个月,盈利实体的数量仅为26.8%,这表明疫情对酒店和餐饮业企业的活动产生了严重的负面影响。为了提高酒店餐饮企业的竞争力,提出了酒店餐饮企业的主要战略方向。这些措施包括国家层面的措施(旅游基础设施现代化、推广旅游产品的营销措施、支持商业、吸引投资、促进非传统旅游发展的措施)和微观层面的措施(控制服务质量、留住员工、提高员工资格和专业水平的措施、完善激励机制、优化业务流程和成本、引进现代信息技术,建立具有普遍服务和高水平服务的旅馆网络和连锁餐厅,扩大服务范围,发展交付,增加在线销售)。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
JUSTIFICATION OF STRATEGIC DIRECTIONS OF INCREASING THE COMPETITIVENESS OF THE HOTEL AND RESTAURANT INDUSTRY OF UKRAINE
Objective. The objective of the article is the analysis of the current state of competitiveness and determination of strategic directions for increasing the competitiveness of the hotel and res­taurant industry of Ukraine. Methods. In order to achieve the objectives and goals, the following research methods are used: systematic and comprehensive analysis (to identify trends in hotel and restaurant business), graphical and tabular methods (for a visual representation of statistical material), abstract-logi­cal method (for formulating proposals and conclusions). Results. As a result of the analysis of the state and competitiveness of the hotel and restaurant business of Ukraine in modern conditions, it is established: 1) analysis of the dynamics of the number of business entities of Ukrainian enterprises in the field of temporary accommodation and catering shows growth, 2) for 2015-2019 there is an increase in cost indicators of sold products — 2.67 times for all entities; 3) the assessment of financial performance of the entities shows the instability of the financial condition during the study period. The share ofprofitable enterprises in the industry from 2015 to 2019 decreasedfrom 71.6 to 70.5 %. For 9 months of2020, the number ofprofitable entities was only 26.8 %, which indicates a sharp negative impact of the pandemic on the activities of enterprises in the hotel and restaurant sector. In order to increase the competitive­ness of hotel and restaurant business, the main strategic directions are proposed. They include national measures (modernization of tourist infrastructure, marketing measures to promote the tourist product, measures to support business, attract investment, promote the development of nontraditional tourism) and measures at the micro level (control over the quality of services, measures to retain staff and improve the qualification and professional level of staff, improving the motiva­tion mechanism, optimization of business processes and costs, introduction of modern information technologies, creation of hostel networks and restaurant chains with universal service and high level of service, expanding the range of services, development of delivery, increase online sales).
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