ANTI-CRISIS HOTEL MANAGEMENT IN THE REAR REGION: MANAGEMENT TOOLS, POST-WAR EXPERIENCE, TOURIST OPPORTUNITIES

Abstract

The article presents the results of a two-level study of the approbation of anti-crisis management tools and methods in the conditions of a full-scale Russian-Ukrainian war - at the national level and at the level of a separate non-network establishment of the hotel and restaurant business in the rear region. Chronologically, the period February 2022 - February 2024 is covered. Behavioral trends of consumers of hotel services in war conditions are characterized. The changes in the contingent of hotel guests in the "Southern Gate" HRK (Khmelnytskyi), the case of which became the subject of research work (2018 and 2022), are presented simultaneously. Types of anti-crisis management strategies of hotel and restaurant business establishments (growth, maintenance, reduction) are presented. The essence and content of the implementation of the strategic plans of the anti-crisis management of the GRC, taking into account the experience of "South Gate" for 2018-2023, have been clarified. It is argued that in wartime the key indicators of business performance in the hospitality industry are the absence of losses and facilities requiring subsidies. It has been proven that in the conditions of total unpredictability, the key to the "economic survival" of enterprises of the service economy is a combination of the principles of systematicity, flexibility, understanding that any crisis has its end, and the application of the principle of downsizing. In order to understand the principle of variability of anti-crisis management tools in the conditions of dynamic changes in the military-political and socio-economic situation, the characteristics of changes in the work of the "Southern Gate" HRC during different periods of the Russian-Ukrainian war are presented. On the basis of a survey of consumers of hotel services, the reasons for Khmelnytskyi's visits were clarified; it has been proven that the tourist resources of the region significantly exceed the tourist potential of the regional center. In order to improve the overall concept of the hotel and restaurant (positioned as an establishment of authentic cuisine, local food) in the structure of the HRK and to compensate for the loss of customers, the possibility of attracting organized tourist groups was studied. The concept of GRK "Southern Gate" as an institution with a distinct gastro-tourism concept, which can be positioned as an independent object of tourist travel, is substantiated. The experience of countries that managed to "hold" a business niche in the global hospitality industry in the post-war period (Israel, Croatia, Georgia) is consolidated.