SCENARIOS FOR THE DEVELOPMENT OF BUSINESS PROCESSES IN THE HOTEL AND RESTAURANT BUSINESS
Abstract
This article investigates the strategic transformation of business processes within the hotel and restaurant industry in response to escalating external instability, shaped by economic volatility, technological disruption, security concerns, geopolitical shocks, and shifting patterns of consumer behavior in tourism and hospitality services. The study emphasizes the urgent need for strategic flexibility, operational resilience, and proactive planning through the adoption of scenario-based management approaches. A structured framework is developed, grounded in a combination of theoretical modeling and empirical case studies from diverse hospitality enterprises located in Odesa, Ukraine. The research identifies vulnerable operational domains-such as booking systems, customer service flows, kitchen production, inventory and supply chain logistics, marketing communications, and digital engagement-that are highly sensitive to crisis-related disruptions and require adaptive, responsive management tools. The article introduces a four-scenario development model: stabilization (focused on survival strategies and cost efficiency), digital optimization (highlighting automation, CRM systems, data analytics, and online user experience), service and customer orientation (centered on personalization, loyalty building, and quality assurance), and strategic innovation (driven by branding, partnerships, product development, and event-based marketing). Each scenario is aligned with specific management logic, operational maturity levels, strategic objectives, and measurable performance outcomes. The practical implementation of these scenarios demonstrates their potential to improve business agility, optimize resource use, enhance service quality, and create competitive advantages in volatile environments. The findings offer a roadmap for hospitality enterprises to shift from reactive crisis management to long-term transformation, sustainability, and strategic growth. The proposed model can be adapted across various hospitality formats, providing a versatile foundation for decision-making. Its relevance extends to crisis and post-crisis contexts, supporting managers in achieving both operational stability and innovation-driven competitiveness in a rapidly changing world.
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