Current state and strategies of management of catering enterprises of the tourist and recreational complex of Ukraine

Abstract

The article analyses the economic situation of enterprises of various catering types of economic activity ‘Operation of restaurants, provision of mobile catering services’, ‘Supply of ready meals for events’ (CEA 56.21) and ‘Supply of other ready meals’, which operate as part of the tourist and recreational complex of Ukraine.

The current economic situation of the studied enterprises is analysed for the period from 2015 to 2022, since, according to the requirements of Ukrainian legislation, statistical data on the activities of enterprises of strategic importance for the Ukrainian economy during the period of martial law are not officially disclosed.

It is found that from 2019 to 2022, the weight of expenditures on food services for 1 month per 1 household is increasing, and since 2019 it has been tending to decline.

It has been found that in 2022 there is a sharp reduction in the number of catering enterprises in shopping malls, which belong to all types of economic activity, as well as the number of employees. The volume of products (goods and services) sold is also decreasing. As a result, since 2015, catering companies have been operating at a loss with a negative profitability rate.

It is proved that the largest costs of production for all enterprises of different classes of economic activity are material costs and costs associated with payment for services used in production. In 2023, enterprises contributed UAH 3584818.65 thousand to the state budget, which is UAH 1556476.58 thousand less than in the previous year, 2022. Revenues from direct investments aimed at the development of the mall's catering facilities amounted to USD 43.7 million. This is equivalent to 1.4%.

Tour operators, travel agents and EDI play an important role in the functioning of the mall's catering business, which in 2022 spent UAH 630194.6 thousand on catering for tourists, up 36.9% year-on-year.

In 2023, capacity utilisation among restaurants was 82%, and among food and beverage companies - 84%, which is a fairly high figure.

On the example of specific food service enterprises in the Odesa region, strategies for managing them in the context of economic changes are proposed.

It is proved that for each individual catering enterprise it is necessary to choose an individual management strategy to enhance the efficiency of functioning of the shopping and entertainment complexes of all levels.