ЗАВДАННЯ, МЕТА ТА ІНСТРУМЕНТИ АНТИКРИЗОВОГО МЕНЕДЖМЕНТУ РЕСТОРАННИХ ПІДПРИЄМСТВ В УМОВАХ ПАНДЕМІЇ COVID-19

Abstract

The article is devoted to theoretical issues of research of crisis management of enterprises in general, and restaurant business enterprises in particular. In 2019, the world faced another challenge of its time, which will surely go down in the history of all human civilization – a global pandemic caused by the coronavirus SARS COVID-19. The impact of the pandemic on all spheres of society and the state is difficult to overestimate, as it affects almost all aspects of normal and daily life of humankind in general, and everyone in particular. Of course, such rapid and radical events could not but cause significant changes in the lives of people and the state. In particular, one of the areas most affected by the global pandemic and quarantine restrictions is tourism and hotel and restaurant services, which, being closely linked to human resources and potential has faced enormous challenges in providing its own services. Many businesses did not withstand the pressure of lockouts and restrictions to counter the spread of the virus. Restaurants in Ukraine and around the world faced with the issue of minimizing the negative effects of the crisis, optimizing processes, and surviving competition in the food market. This is why the article is relevant, because anticrisis restaurant management is the only effective way for a restaurant company not to go bankrupt and continue its activities. Therefore, in a crisis, there is an urgent objective need to study such restaurant management, its theoretical justification, and tools of influence. The main goal of anti-crisis management for restaurants is formed. The list of basic tasks facing entrepreneurs of the restaurant industry during the implementation of anti-crisis measures in the context of the COVID-19 pandemic has been determined. Among which: withdrawal of the restaurant business from the legal status of bankruptcy, counteraction and activities aimed at avoiding the status of bankruptcy, localization of crisis phenomena, stabilization of financial activities and financial condition of the restaurant company, prevention of recurrence of crisis phenomena and others. A list of crisis management tools has been formed, which may differ depending on the type of crisis management: either for prevention or directly in crisis conditions.