Abstract
Aim. Based on the developed general theoretical provisions, the presented study aims to formulate practical recommendations for increasing the competitiveness of restaurant business enterprises in the Republic of Crimea. Tasks. Based on the analysis of existing interpretations, the author formulates an original definition of the competitiveness of a restaurant business enterprise and identifies its key characteristics; investigates factors affecting the competitiveness of enterprises in the examined field; develops theoretical and methodological provisions for assessing the composite indicator; tests the developed assessment model on restaurant business enterprises in the Republic of Crimea. Methods. This study uses a wide range of general scientific methods such as analysis and synthesis, induction and deduction, analytical method, expert assessment method, grouping, comparative analysis, modeling, and abstractionn. Results. The competitiveness of restaurant business enterprises is relative and depends on the competitiveness of the provided services and the competitive potential of the restaurant, indicating its ability to withstand competition without compromising the environment within a certain market segment and time. The following groups of external factors have the most significant effect on the examined composite indicator: economic, political and legal, technological, socio-cultural, environmental, sanitary and epidemiological situation. The predominantly negative impact of these factors during the analyzed period can be neutralized by an effective organizational competitiveness management system based on a certain model for assessing the achieved level of competitiveness. The author proposes an assessment algorithm and a methodology for calculating the level of competitiveness, defines a scale of the competitive status of restaurant business enterprises depending on the numerical value of the target composite indicator. Through the example of enterprises operating in the Republic of Crimea, the level of competitiveness is assessed and several proposals to strengthen the current competitive status in the public catering services market are formulated. Conclusions. The criteria of competitiveness of modern restaurant business organizations include the following major components: the quality of services, the effectiveness of marketing activities, the organization's financial state, and the restaurant's market position. Since the qualitative parameters of the activities of restaurant business enterprises have the strongest impact on the final composite indicator, mitigating the so-called consumer discrepancy is the fundamental direction for increasing competitiveness. That said, a list of measures for a particular enterprise can be determined based on the results of a comprehensive assessment of the competitiveness level by analyzing the values of its components.
Published Version
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