Sydoruk Svitlana, Candidate of Economic Sciences, Associate Professor, Associate Professor at the Department of Tourism and Hotel and Restaurant Business, Lutsk National Technical University, Lutsk, Ukraine

ORCID: 0000-0002-7403-6909
e-mail: sidoruk_svitlana@ukr.net

Polishchuk Anastasia, Assistant, Department of Tourism and Hotel and Restaurant Business Lutsk National Technical University, Lutsk Ukraine

ORCID: 0009-0009-6311-616
e-mail: panovanastiahr@gmail.com

Onishchuk Maksym, second-year postgraduate student at the department of tourism and hotel and restaurant management, Lutsk National Technical University, Lutsk, Ukraine

ORCID: 0009-0008-9831-9568
e-mail: s.sidoruk@lntu.edu.ua

Applied Aspects of Small Restaurant Business Management in the Activities of Modern Hotel Establishments

Abstract. Introduction. Modern hotel establishments operate in a complex and highly competitive environment where the quality and variety of additional services play a decisive role in forming competitive advantages. Restaurant services are one of the key components of hotel infrastructure. They provide guests with basic necessities, create service value, shape the establishment’s image, and significantly affect the enterprise’s financial results. Managing restaurant services requires a systematic approach, encompassing marketing, operational processes, personnel management, menu development, quality standards, innovation, and financial efficiency.

Purpose. This article explores applied aspects of restaurant business management within the structure of modern hotel establishments. It aims to analyze the role of restaurant departments as a strategic element of the hotel’s service infrastructure that creates added value, enhances competitiveness, and fosters guest loyalty. Particular attention is paid to innovations in hotel restaurant operations, including automation, gastronomic trends, service model transformation, and additional service development.

Results. Key tools for restaurant business management are analyzed, including organizing operational processes, forming menus, standardizing services, managing personnel, implementing digital technologies, and establishing quality systems. The factors affecting management efficiency and the financial performance of restaurant activities in the hotel industry are identified. Effective management of restaurant services enables hotel enterprises to ensure stable demand, improve service quality, foster guest loyalty, optimize costs, and gain a competitive advantage in the market.

Conclusions. A hotel restaurant is more than just a place to eat; it is a strategic business unit that can generate a significant portion of the enterprise’s revenue. Modern challenges such as digitalization, changing guest demands, gastronomic trends, economic instability, and rising operating costs require hotel enterprises to adopt flexible and innovative approaches to restaurant management. Studying applied aspects of restaurant business management in modern hotel establishments is relevant for increasing operational efficiency, fostering innovation, and forming sustainable competitive positions in the hospitality market.

Keywords: hotel business; restaurant business; restaurant services management; operational activities; service; hotel restaurant; service standards; innovations; gastronomic trends; digitalization; service quality; business processes in the hotel.

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