Організація бізнес-процесів у готельно-ресторанному бізнесі

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Abstract. Introduction. In our days modern society is characterized by changes. The economy of production has been replaced by the economy of service. The hotel and restaurant sector is one of the most profitable and promising economic systems, which has been developing at the fastest pace. Satisfying and focusing on the needs of consumers requires hotel and restaurant owners to respond to their changing requirements and make rational management decisions. An effective business organization is essential for solving such problems and ensures long-term success. The conceptual foundations of the theory of business processes were considered in their works by both foreign and domestic scientists. Purpose. The purpose of the article is to systematize theoretical aspects regarding the organization of the head business processes in the hotel and restaurant business. Results. The dynamic development of the market environment requires enterprises to improve their management systems and a new way of thinking. The hospitality industry has several ranges of services. The implementation of system and process approaches in practice will allow hotel and restaurant companies to carry out their activities in a high-quality manner. The activity of business entities is a synergistic socio-economic-technological and management process consisting of various separate operations (business processes). This diversity has positive and negative challenges. Insufficient standardization and inefficiency of business processes lead to a low level of customer satisfaction, high costs, and reduced profitability, while their perfect organization increases the competitiveness of the institution as a whole and its products or services. The activities of hotel establishments focus on the main business processes. There are hotel management, supply of necessary resources, arrival and departure of guests, and production and serving of food and beverages. It is claimed that the considered typical business processes can be supplemented by others. Besides, the hotel management should create its development methodology, and on the other hand, have complete information on quality management. Conclusions. The implementation of the process approach is reflected in the flexibility of the accommodation facility, its ability to implement innovations, and reengineering business processes to meet the needs and expectations of service consumers. A close relationship between the functional divisions of the hotel and between employees leads to their considerable contribution to the realization of competitive advantages and helps to establish teamwork and cooperation. This organization of business processes helps to focus attention on guest pleasure, and as a result, increases labor productivity and profitability.