HoReCa Sector Research Articles

Measuring the Effects of an Anti-Food-Waste Digital Application from the Operators’ Perspective in Urban Contexts

This paper presents an empirical study focused on the use of TooGoodToGo smartphone applications by urban food retailers and HoReCa sector owners, evaluating their satisfaction levels with using this app and identifying the most relevant business levers that might convince other operators to adopt anti-waste programs and more sustainable behaviors. To this end, a survey questionnaire is administered to a sample of respondents. Data are statistically analyzed using the Kruskal–Wallis test to consider the different perspectives of the identified subsamples. The results reveal that business operators claim to have a high level of satisfaction with exploiting the service provided by the app and that it is a lever for increasing the number of customers served, even if there is not a high positive effect on revenue. However, retailers with more years of operations, who can be considered more experienced, can better exploit the opportunities of the TGTG business. This study contributes to a better understanding of the benefits of using web application services to decrease waste from urban food retailers. Consequently, levers for convincing new operators to adopt the service and their role in increasing customer awareness are identified and discussed.

Consumer attitude research regarding food hypersensitivity

BackgroundFood hypersensitivity (FHS) is a growing trend among consumers who require special kinds of foods from the commercial and hospitality sectors. These expectations cause hardship for the trader and service provider. To explore the current situation and potential trends we prepared a survey. MethodThe survey was performed in Hungary in August 2022. Our sample consisted of 1000 respondents and was representative based on gender, region and type of municipality. We analysed the data with descriptive statistic methods and in addition, we focused on relationship analysis, to explore the most important relationships between the effects and background variables. ResultsIn our research, we investigated which kinds of FHS are frequent, and which of these are medically confirmed or self-diagnosed. We found that the respondents follow a diet more often than as a result of medically diagnosed FHS. The most common ingredients that may cause FHS are milk and cereals containing gluten. Consumers affected by FHS have to be more conscious, so as our research shows, they read the product label more frequently than those who are not affected. Respondents are less satisfied with the allergen information in restaurants and from the staff of food stores and it is difficult to find an appropriate hotel with FHS. Fear of health damage because of FHS means a moderate problem for the respondents and it depends on the kind of FHS and its symptoms. ConclusionWe found that providing appropriate information is essential to satisfying special needs. Since FHS is a significant trend, this HoReCa industry has to be better prepared to cater for consumers with special needs. The education of consumers is important as well as the development of the HoReCa sector too.

Assessment of emotional and professional status in the HoReCa sector: burnout level, impact of incivility and organizational support

The presented study highlights a significant correlation between burnout and lack of workplace civility, with inappropriate behaviors from others (clients or colleagues) contributing tothe impairment of employees' well-being. Regarding organizational support, a negative correlation is observed between burnout and perceived support. Organizational support acts as a buffer against stress, and promoting social interactions is essential for preventing professional exhaustion. Withinthe hypothesis regarding age, it is observed that young individuals in the Horeca industry (18-25 years old) exhibit a higher level of burnout compared to those between 36 and 45 years old. The explanation lies in different stages of professional and personal development, emphasizing the importance of organizational support for all age groups. Shaping the hypothesis that the lack of civility is encountered differently depending on the subjects' tenure in the workforce, the results indicate that those with less than 5 years of experience experience a more pronounced lack of civility. New employees are more vulnerable to stress, and organizations are encouraged to implementsupport strategies, such as team-building activities, to facilitate adaptation and prevent impolite behaviors.

HoReCa: AN ECONOMICAL SECTOR WHICH REINVENTS ITSELF

This paper provides an overview of current trends and challenges within the Hospitality, Restaurant, and Catering (HoReCa) industry. It examines how the industry is responding to these new paradigms, particularly focusing on the evolution of Food and Beverage (F&B) activities to offer guests a distinctive and immersive experience, fostering a sense of belonging. Additionally, it explores how Hospitality and F&B sectors are addressing guest expectations aligned with Environmental, Social, and Governance (ESG) principles, emphasizing minimalist approaches and proposing solidarity and eco-friendly initiatives. Furthermore, the paper discusses the evolving criteria influencing talent acquisition and retention in the HoReCa sector, particularly emphasizing the adaptability demanded by Generation Z, reflecting ongoing changes in the industry.

STRATEGIC MANAGEMENT IN HORECA: A MODERN PERSPECTIVE

Currently, fundamental changes are happening in strategic management in the HoReCa sector due to the need for maximum flexibility in long-term development plans for operators and market participants in public catering and hospitality. The highlighted necessity is becoming more critical due to escalating competition, rapid shifts in consumer preferences, swiftly advancing technologies, and their increased importance in sustaining competitiveness and enhancing customer service. Beyond the aforementioned factors, the importance of strategic management flexibility is accentuated by the substantial vulnerability of enterprises in the HoReCa sector to economic crises. The article aims to outline the conceptual foundations of strategic management in the HoReCa sector. The conclusion has been reached that among the fundamental principles of flexible strategic management in the HoReCa sector are: prioritizing dynamic outcomes; adopting a reactive format for strategic action systems; embracing an experimental nature and strategic iteration in the strategic planning process; emphasizing resource efficiency; and actively engaging personnel in decision-making processes. It has been noted that the collective implementation of flexible strategic management principles results in the formation of a strategic management framework that assists HoReCa enterprises in sustaining operational efficiency amid fluctuations in both external and internal environments, and facilitates growth in unpredictable market conditions.

Urban vs. rural: Contrasting environmental concerns and sustainable practices in the Romanian HoReCa sector

This research questions the alignment of economic objectives with environmental management in the Romanian hospitality, restaurant and café (HoReCa) sector, with a focus on sustainable development. It juxtaposes the sector's sustainability imperatives in urban and rural settings, and discusses adaptation and resilience mechanisms against an increased global focus on environmental conservation. The sector's transition to sustainable development as a strategic imperative is examined. The urban-rural dichotomy reveals contrasting challenges: urban units face consumer-driven competition, while rural units face resource constraints and infrastructure deficits. Empirical studies suggest that regional development has a complex impact on the economic and environmental contours of the sector. The study uses a structured Likert scale questionnaire to measure environmental attitudes and practices within the sector. Data from companies were analysed using SPSS, revealing urban-rural differences in environmental commitment. Hierarchical roles within firms further delineate divergent perceptions of environmental action. The findings suggest an educational gap on environmental issues within the sector, coupled with a recognition of the urgency of more profound environmental action. The data also reflect scepticism about the current effectiveness of recycling and waste management, with varying perceptions of environmental threats. The research argues for stratified, context-specific sustainability interventions that take into account the diverse environmental perceptions of the sector and the specific socio-economic realities of Romanian localities.

Dynamic Diagnosis of the Financial Performances of a Company in the HoReCa Sector, Between Resilience and Sustainability

Dynamic Diagnosis of the Financial Performances of a Company in the HoReCa Sector, Between Resilience and Sustainability

PARTNERSHIP AND DIVERSIFICATION: KEY COMPONENTS OF STRATEGIC MANAGEMENT IN THE DEVELOPMENT ENTERPRISES OF BUSINESS-SEGMENT HoReCa

The article focuses on the analysis of strategic management in the hotel and restaurant industry (HoReCa), with a particular emphasis on the significance of partnerships and diversification strategies in contemporary conditions. The authors explore not only the key dimensions of these strategies but also their interaction with current industry trends. The study examines modern trends in HoReCa, taking into account shifts in consumer preferences and the implementation of digital technologies. The role of partnerships in strategic development is discussed, highlighting their importance in gaining competitive advantages. Diversification strategies, including their effectiveness and interaction with technological innovations, are also scrutinized. The authors shed light on how hotel and restaurant enterprises can expand their business portfolios by adapting to market changes and meeting the demands of the modern consumer. Special attention is given to the influence of institutional factors on the formulation of strategies in the HoReCa sector, including legislative and regulatory aspects. This understanding is crucial for comprehending the constraints and opportunities in choosing a strategic course. The authors identify directions that require attention from both researchers and practitioners for a more comprehensive understanding and improvement of strategic management in the hotel and restaurant business. In conclusion, the article makes a substantial contribution to understanding the key components of contemporary strategic management in HoReCa enterprises.

PARADIGM CHANGE OF "MANAGEMENT FUNCTIONS" DUE TO THE REMOTE WORKING CONDITIONS CAUSED BY THE COVID 19 PANDEMIC

Paata Aroshidze 
 E-mail: aroshidze.paata@bsu.edu.ge
 Associate Professor, Batumi Shota Rustaveli State University 
 Batumi, Georgia
 https://orcid.org/0000-0001-5723-8261
 Abstract. The main challenge of the Covid-19 pandemic crisis was the perfection of remote work, which lasted not a few days, but several months and even a year in some organizations. In this research, the main focus is not on legal entities under public law and the impact that remote work has brought, but on private structures as legal entities independently performing management functions.
 During the pandemic, the functioning of organizations underwent significant changes. Some organizations have remained on the market with limited functions, some have changed their profile, and some have completely disappeared from the business arena. Despite the fact that on May 5, 2023, the World Health Organization declared the end of the global health emergency related to the Covid-19 pandemic, obviously, the changes caused by the pandemic in the new understanding of paradigms of "management functions" have not yet been analyzed.
 The paper examines the impact of forced remote work on "management functions". Organizations of various directions, which were forced to switch to remote work during the pandemic, were included in the research.
 The in-depth interview method was adopted as the research methodology. The majority of organizations have more or less preserved their organizational structure and managerial hierarchy, although it was not uncommon to optimize stuff. The goal of structural optimization was mainly to reduce costs, not to improve the communication process and to better perform the duties assigned to a small number of employees. According to Geostat (National Statistical Service of Georgia), the number of employees during the pandemic period (2020-2022) decreased the most in the industry sector (141.3 thousand - 137.2 thousand), in the field of accommodation and food supply (36 thousand - 33.4 thousand), arts, entertainment and recreation field. These are the areas that suffered the most from the so-called "Lockdown" process. The first period of remote work for the Horeca sector turned out to be relatively easy because, due to seasonality, the number of employees was already reduced to a minimum. As a result of analyzing the data, it was determined that in the conditions of remote work, the function of leadership and control decreased the most. Also, the motivation of remotely working employees decreased, which resulted from the reduction of the control function. It turned out to be quite difficult to maintain the leadership function and implement it perfectly. The number of employees involved in the planning and decision-making process has also decreased.
 As can be seen from the table, remote work had less impact on the planning function since most of the research organizations make their planning only involving upper management levels, and lower management levels are less involved in this process. In many cases, employees in non-managerial positions do not know the overall plan of their company and do not understand the mission and vision. Such an approach contributed to the fact that the work performed outside the place of employment has affected lees on the management function of planning.

Assessment of the Effects of the COVID-19 Pandemic in the HoReCa Industry in the Opinion of Customers and Employees

Assessment of the Effects of the COVID-19 Pandemic in the HoReCa Industry in the Opinion of Customers and Employees

Features of strategic management in the HoReCa sector under martial law

Introduction. Strategic management in the HoReCa industry is essential for success, but it becomes even more challenging during times of war. The state of war affects the socio-economic situation and poses new challenges for hotels and restaurants. Recent research and publications highlight the interest in understanding the impact of war on HoReCa's strategic management. Addressing this issue requires developing adaptive strategies, ensuring safety for staff and guests, and maintaining business stability and productivity. The purpose of the paper is to define the concept of "HoReCa sphere", to identify the features of strategic management in the HoReCa sphere and to study the impact of martial law on strategic management in the hotel and restaurant business. Results. The term "HoReCa" has gained wide acceptance in the commercial hospitality industry. It encompasses a variety of establishments engaged in the production and sale of food for immediate consumption away from home, primarily hotels, restaurants and catering services. Strategic management in the HoReCa sector plays a crucial role in achieving competitive advantage and ensuring the sustainable development of enterprises in this industry. The strategic management cycle consists of four stages, including analysis of the external environment, formulation of the mission and strategic goals, selection of strategies and their implementation with control. The success of HoReCa businesses depends on flexibility, responsiveness to market changes, a customer-oriented approach and the development of competitive advantages, such as quality service, professionalism and positive community relations. Strategic management in the HoReCa sector is essential for navigating the dynamic and competitive environment of the hospitality industry. In times of military conflict, strategic analysis and planning must take into account unique circumstances, including risk assessment, conservation of resources, adaptation to changing customer behaviour and expectations, and adjustments to supply chains due to the constraints and challenges of the conflict situation. Conclusion. Overall, strategic management plays a vital role in the success and resilience of HoReCa businesses, especially in times of war, enabling them to respond effectively to market demands and maintain a positive reputation in the community.

Challenges and opportunities of facility management in the HoReCa field during emergency situations

This paper explores the numerous challenges and promising opportunities that confront facility management professionals operating in the HoReCa sector amid the ongoing war in Ukraine. The primary objective of this research is to thoroughly investigate how facility managers can adeptly navigate the intricate complexities arising from the conflict and identify potential avenues for business growth and development. The findings of this analysis underscore the utmost importance of adapting to new conditions, exploring untapped markets, and leveraging innovative solutions as critical components for achieving success in such a challenging environment. By swiftly adjusting their strategies and operations to the evolving circumstances, facility managers can effectively transform obstacles into opportunities. One key takeaway from this paper is that the war necessitates a paradigm shift in the way facility managers approach their business. It compels them to proactively seek out alternative markets beyond their usual scope of operations. By tapping into unexplored segments and diversifying their service offerings, these managers can not only sustain their businesses but also attract a fresh clientele seeking novel experiences and solutions. Furthermore, the adoption of innovative strategies and cutting-edge technologies emerges as a decisive factor for effective facility management during times of conflict. Embracing innovative solutions enables facility managers to optimize their operations, enhance efficiency, and deliver superior services in a resource-constrained environment. Whether it is leveraging digital platforms for streamlined operations or implementing sustainable practices for cost savings, the integration of innovative approaches empowers facility managers to overcome the challenges posed by the war and remain competitive. In conclusion, despite the undeniable difficulties presented by the war, facility managers who demonstrate flexibility, adaptability, and swift responsiveness to changing circumstances can transform these challenges into opportunities. By exploring new markets, expanding their service offerings, and embracing innovative strategies and solutions, they can not only sustain their businesses but also achieve significant growth. This paper emphasizes that even in the midst of adversity, there are avenues for success and advancement, which can be realized through effective management and a supportive business environment.

Accelerated Cream Cheese Technology Development with Combined Acidification

Сream cheese is a variety of fermented milk cheeses. In its production a man formed the cheese mass by the acid-rennet coagulation. Traditional technology implies a long process of obtaining a clot and its separation from the serum, which is due to the slow increase in the milk mixture acidity. The research aim is to reveal the milk mixture fat impact on the fermentation process dynamics and the quality indicators of cream cheese with combined (sourdough and gluconic acid) acidification. The thesis concerns the technology of soft cream cheese obtained by the combined acidification along with acid-rennet clotting. While the mix fermentation richness increasing, the decrease rate in active acidity grows. The active acidity is lower in samples with an increased mass fraction of fat in both cheese and whey compared to lower fat samples. The active acidity of cream cheese ranges from 4.25 to 4.40 pH units. The use of cream cheeses of a normalized fat mass fraction up to 6–8 % of the milk mixture in the technology, the gluconic acid solution introduction into the mixture first to obtain 6.0 pH units of the milk mixture with subsequent introduction of a starter culture of mesophilic Lactococcus enables to accelerate the acid-rennet clot process in a cheese bath. Cream cheese has a soft smearing consistency, a pronounced sour-creamy taste. It has high organoleptic and physico-chemical characteristics defined by constancy from one production process to another in accordance with the selected technological parameters. A man recommends cream cheese for the HoReCa sector, as well as households.

Causes and Strategies for Plate Waste Management in the HoReCa Sector

Causes and Strategies for Plate Waste Management in the HoReCa Sector

State Aid Granted by the European Union for the Recovery of the HORECA Sector

State Aid Granted by the European Union for the Recovery of the HORECA Sector

"CHARTING SUSTAINABLE TOURISM IN ROMANIA. AN OPPORTUNITY RELEVANT AUTHORITIES MIGHT BE MISSING "

The unprecedented crisis humanity has been facing for almost two years now has had tremendous impact on the entire tourism ecosystem. The dramatic decline in the international tourism economy must be addressed both at an international and national level, with recovery strategies that can provide solutions for structural transformation. Particularly convenient for the Romanian landscape is the development of sustainable domestic tourism, which could quickly prove profitable for the entire HoReCa sector. The current paper focuses on The Ministry of Economy, Entrepreneurship and Tourism, the measures taken to encourage domestic tourism and its communication efforts, as seen online by the stay-at-home Romanians.

The labour market in the restaurant sector: 2022

Introduction. The emigration of more than 5.5 million citizens of working age and the inter­nal displacement of more than 7.7 million Ukrai­nians after the start of the full-scale war with Russia caused changes in the HoReCa labor market. Problem. The portrait of an employee in the HoReCa sector in Ukraine and abroad has chan­ged significantly. Therefore, the study of the state of the labor market in the field of restaurant industry in wartime conditions is relevant. The aim of the work is to carry out a compre­hensive analysis of the Ukrainian labor market state in the field of restaurant business in war conditions, to determine the main trends and pro­spects for further development. Methods. General scientific methods of ana­lysis and synthesis, comparison, isolation, gene­ralization and resulting systematization of the researched material are applied. Results. As a result of the war there was a decrease in the market potential of the restaurant business. Consequently, the labor market changed its orientation from the employee to the employer. Candidates are forced to give in to salary interests and adapt to new realities of work. The number of line workers is reduced as much as possible, resulting in an increase in the number of responsibilities of the rest of the staff. The Ukrainian restaurant business market suffers from a lack of qualified personnel, some of whom are mobilized, belong to IDPs or refugees. The labor market potential of the restaurant business abroad is analyzed. As a result, a port­rait of a potential employee in the wartime res­taurant business is described. Conclusions. There will be a significant per­sonnel update, we will have to reckon with changes in the portrait of a potential employee, and these circumstances will have a negative impact on business in general. While the Ukrai­nian restaurant market is undergoing structural changes, nothing will fundamentally change abroad.

Setting the sustainable development targets for restaurants and Italian HoReCa sector

Due to its strategic position and direct relationship with multiple stakeholders, the HoReCa sector can be a crucial node for the promotion of sustainability in the agri-food chain. However, the sector is currently responsible for a high environmental, social, and economic load. A recent response to these impacts is the diffusion of initiatives that assess and promote sustainable practices at the catering business level. The study aims to verify, using a scientific methodology, how current sustainability programs enable the HoReCa sector to achieve the Sustainable Development Goals (SDGs) and the level of implementation of sustainable practices in the Italian context.To this end, seven currently available national and international sustainability programs were selected, analyzed, and compared. A matrix approach was adopted to understand the balance of the programs with respect to the three pillars of sustainability. A more in-depth analysis was conducted on the Italian Ristorazione Sostenibile 360 (RS 360) case study, which was analyzed both in terms of compliance with the SDGs and in terms of the sustainability performance of the 29 restaurants that participated in the pilot phase of the project.Although the programs differ from each other, they comply with the 2030 Agenda goals, with a particular focus on achieving Goal 12. Furthermore, the analysis highlighted how a balance between the social, environmental, and economic spheres is essential to ensure the sustainable growth of the sector and to bring benefits to the community. As for the case study, 76 % of the analyzed restaurants achieve at least 70 % of the maximum level of fulfillment of the SDGs achievable by the HoReCa sector. This is a symptom of the sector's potential to contribute to supply chain sustainability. However, continuous improvement is essential to ensure the resilience of the HoReCa sector in the future.

Selective collection of bio-waste in a non-intensive urban region – Producers’ characterization

The European circular economy targets and waste policies have gradually focused on bio-waste, which is considered one of several key waste streams and is urgently needed to develop strategies for their selective collection. In non-intensive urban regions, a selective collection is a challenge due to the dispersion of bio-waste producers. This work intended to characterize the bio-waste producers, in Planalto Beirão region (Portugal) and define strategies for their management. Planalto Beirão is a non-intensive urban region in the center of Portugal composed of 19 municipalities. The methodology involved collecting data from non-domestic bio-waste producers in Portuguese databases. The data of non-domestic producers were divided into 4 categories: HORECA sector (hotels, restaurants and coffee shops), Food commerce (wholesale and retail sale), Tea houses and Social services (education and activities in social support with and without accommodation).The analyzed data from the 4 categories of non-domestic bio-waste producers indicated that hotels, restaurants and coffee shops represented 46% of producers, followed by Food commerce, Social services and Tea houses with 33%, 17% and 4%, respectively. Viseu was determined as the municipality with the highest potential to implement a successful selective collection of bio-waste. In the Planalto Beirão region, the selective collection from non-domestic bio-waste producers must be done door-to-door, in higher-density areas. In rural areas, valorization should be introduced locally by the producers or the community.

Job satisfaction for Horeca staff in the current pandemic context

This study discusses the effects of the Covid-19 pandemic on the HoReCa industry and how it has affected employee job satisfaction. Job satisfaction is a positive emotional state that consists of the employee's personal opinion on personal work or work climate, a state of equity that the individual reaches when he fully meets certain needs or expectations. In this study, we wanted to see exactly how the pandemic affected the employees and their job satisfaction by giving them questionnnaires that evaluate their satisfaction in the current situation.The study found that there was no significant difference between women and men in terms of job satisfaction, that there was no correlation between education level and job satisfaction and that there was no correlation between the position held in the hierarchy and job satisfaction.The current pandemic context has affected many HoReCa employees due to the fact that they can no longer operate due to the closure of restaurants, bars, limiting tourist access to hotels. Thus, job satisfaction is low because the quality of the job has also decreased.The Horeca sector is particularly fragile and vulnerable to economic cycles and shocks, as the current health pandemic has shown.The study also had a number of limitations imposed by the online evaluation method, the generalization of the results and the experience of the participants.