Restaurant and hotel business management. Loiko O.T. Tourism and hotel industry. Analysis of the state of the hotel and restaurant markets and its

Introduction .......................................................................................................... 2

Chapter 1. Analysis of the legal framework and the current state of the restaurant and hotel sector of the economy. ......................................... 6

1.1. Analysis of the regulatory and legal aspects of the regulation of the restaurant and hotel business in Russia .............................................................. ................................................. ...... 6

1.2. Analysis of the state of the hotel and restaurant markets and its infrastructure in the field of tourism ................................................. .......... eight

Chapter 2. Research methods of the restaurant and hotel business as a component of the tourism sector. .................................................................. 16

2.1. Theoretical aspects of organization entrepreneurial activity in the field of restaurant and hotel services .............................................. ........................ sixteen

2.2. Analysis of innovative methods of hotel and restaurant business and the use of Internet technologies in the domestic and foreign markets of restaurant and hotel services.................................................................. .................. nineteen

Chapter 3. Development of the tourist and restaurant-hotel complex of the region on the example of Moscow and St. Petersburg. ................................. 22

Conclusion .................................................................................................. 27

List of used literature ....................................................... 29

Introduction

Relevance of the research topic

At the beginning of the third millennium world economy entered into new era. The development of new technologies, telecommunications and computer networks have internationalized international economic relations to the utmost. Another powerful factor in economic integration was the international division of labor and the liberalization of national economies, which led to the formation of common markets in Europe and other regions of the world. At the beginning of the 21st century, these cardinal changes led to the entry of the integration of world markets for goods and services into a new stage - the globalization of world economic relations. Being by its nature an interethnic phenomenon associated with international relations and cross-border trips, contacts and exchanges, tourism in the 90s of the last century has become the most dynamic branch of the world economy. At the beginning of this century, tourism began to influence the economy of entire countries, regions and the world order as a whole. The tourism industry has evolved into a highly efficient and highly profitable industry. Thus, the annual growth in receipts from international tourism activities averaged 14.8%, while in other sectors of the economy it was at the level of 8.8%. The tourism industry is one of the industries that will determine the world's economic development in this century. According to the World Tourism Organization, tourism accounts for about 11% of the world's gross product, up to 30% of trade and almost 10% of world capital investment. Number of jobs in tourism industry is 192 million people or 8% of overall indicators employment in the world. Since 1998, tourism has taken first place in the world export of goods and services, accounting for 7.9% of the world trade in goods and services.

For many of those who entered our market foreign companies Penetration into Russia is an integral part of the process of globalization, which is today the main trend influencing the development of the global tourism industry. It should be recognized that the operation of this trend caused a mixed reaction among domestic owners and managers of the hospitality industry. The danger of remaining on the periphery and the threat of intense competition forced the domestic hospitality industry to start adapting to new economic conditions. The government and private companies have begun to invest in the tourism, restaurant and hotel business. As a result, there were projects for the reconstruction of existing and construction of new hotels and restaurants and restaurant chains, changing the management structure of hospitality industry enterprises, in many cases with the involvement of the leading hotel chains of the West. However, the real adaptation of domestic participants in the tourism services market to the conditions competitive environment put before each Russian organization of the tourism industry the task of finding new methods of forming competitive advantage. Moreover, those that would exclude monosyllabic ideas related mainly to pricing or dumping policy, but would include integrated approaches dominated by quality, professionalism, and uniqueness of the product, modern management. All this required new management organization models that would take into account new trends in the development of the restaurant and hotel business industry. The relevance of the problem is also manifested in the fact that the controversy that has unfolded recently on the issue of integration, prospects and trends in the development of the national industry of the hotel and restaurant business as a component of tourism has grown from a narrowly scientific into an applied one and has received public and even political resonance.

Purpose of the study. The purpose of the study is: to identify trends in the development and management of the domestic industry of the restaurant and hotel business; determination of ways to improve it in the short and long term in order to develop a constructive program for the development and management of this industry.

To achieve the chosen goal, the following tasks are solved in the work:

· analyze the theoretical and methodological approaches of modern scientific schools, theories and concepts to the analysis of the development processes of modern systems and management methods in the restaurant and hotel industry;

give a generalized description and identify the main features of the hotel and restaurant industry that arise on present stage its development;

· identify the causes of negative trends and unresolved problems of the restaurant and hotel industry in order to identify and implement unused reserves in this area;

· to establish the factors that ensure the competitiveness of the national restaurant and hotel complex in the context of the processes of globalization and integration;

evaluate the effectiveness state regulation industry and identify the most progressive organizational and economic forms of business support in the restaurant and hotel business;

determine the feasibility and effectiveness of the introduction of progressive tools and modern technologies, improving the forms and methods of strategic and operational management of enterprises in the hotel and restaurant industry;

· develop proposals on the use of more efficient methods of financing the restaurant and hotel industry and improve the support mechanism domestic enterprises for the provision of these services;

As subject research in the work are the patterns and features of the process of formation of the Russian industry of the hotel and restaurant business in the conditions modern economy Russia.

As object studies are performed by regional restaurant and hotel complexes in Moscow and St. Petersburg.

Methodological and theoretical foundations of the work.

When writing this work, methodological approaches of a general scientific and special nature were used, the choice of which was dictated by the specifics of a particular economic analysis and the nature of the object of study, as well as the goals and objectives pursued. Among the methods used in writing the work, it should be noted: general methodological methods of analysis, synthesis, generalization, induction, deduction, the method of analogies and assumptions. General scientific methods: observations, comparisons. Methods of specific sciences - for example, historical, based on objectivity, specifically and problem-chronological approaches, statistical methods. The theoretical basis of the study was the fundamental provisions and methodological apparatus of economic theories, theories of the world economy, including economic theories trade in goods and services, theory of competition, competitive advantage and integration; economic theories of management.

Chapter 1. Analysis of the regulatory framework and modern

state of the restaurant and hotel sector of the economy.

1.1. Analysis of regulatory and legal aspects of regulation

restaurant and hotel business in Russia.

General provisions

These Rules are developed taking into account the requirements established by the Laws of Russia "On the Protection of Consumer Rights", "On Tourism", "On Entrepreneurship", as well as the Rules for the Use of Hotels and the Provision of Hotel Services in Russia and are mandatory for all business entities providing hotel services, regardless of organizational and legal forms and forms of ownership.

These Rules establish the basic requirements for the implementation hospitality activities and the use of hotels, motels, boarding houses, as well as the Procedure for monitoring their activities, suspension or termination of hotel activities. The hotel activity is understood as the activity of business entities of tourism activities that have legal grounds property rights to any small collective accommodation facility.

Small collective accommodation facilities are understood as any enterprises (hotel, motel, boarding house) subordinate to the unified management, in which accommodation and accommodation services are regularly or occasionally provided in rooms (rooms), with a number of rooms of at least 5 and a number of seats not more than 100.

These Rules govern the relationship between consumers (guests staying in a hotel or intending to use hotel services) and hotel service providers - small hotels, motels, boarding houses.

Theme 2

Enterprises of the hotel and restaurant industry as an object of management. Operating environment for hotel and restaurant businesses

The dependence of the modern enterprise of the hotel and restaurant industry on factors external environment

3. Homework Internal environment enterprises of the hotel and restaurant industry: goals, objectives, structure, technology, people.

1. Hotel and restaurant business as a business entity and management object

The hotel and restaurant business is the main component of the tourism industry of our state. Development of internal and international tourism largely due to the level of the material and technical base of tourism enterprises, the branching and diversity of their network, the quality and volume of services offered by the hotel industry. Hotel enterprises perform one of the main functions in the service of tourists - they provide them with housing and household services during the travelling.

For a long time, the concept of "hotel industry" was associated with economic activity, which consisted in providing paid services accommodation in hotels. Subsequently, with the growing demand for tourism services and the desire of hotels to expand the complexity of services, accommodation services began to be closely associated with catering and the implementation of additional services. This gives grounds for defining the concept of "hotel industry" in its broad and narrow senses. The definition of the concept of "hotel industry" in a broad sense includes accommodation, meals and Additional services; in the narrow sense - only living.

The accelerated development of the tourism industry, the desire of enterprises to obtain the highest profits and the increasing solvency of service consumers contributed to the expansion and diversity of hotel activities. Along with accommodation and catering services, new additional services are offered, such as business meetings, sports, medical, mediation, public utilities, etc. At the same time, hotel enterprises are expanding services not only inherent in this industry, but also in other industries, for example, food.

The concept of "hotel industry" was first used to define the activities of hotels. At present, this concept covers the activities of campsites, motels, tourist bases, cottages, etc. But the hotel was the first type of enterprise that provided accommodation services to citizens, and it was she who gave the name to the entire industry.

There are a number of other enterprises that provide temporary residence services for citizens, but they are not included in the hotel industry system. These are rest houses, sanatoriums, boarding houses, children's holiday camps, dispensaries, etc. They do not belong to the hotel industry because the provision of accommodation services is not their main activity.

The economic essence of hotel activity lies in the fact that it has an intangible character. The result of the production and operational activities of hotels is not a "finished product", but the offer of a special type of service. At the same time, services cannot be provided separately from the existing material product, that is, without the exploitation of the material and technical base (buildings, structures, equipment, inventory), which is the basis for the production and sale of the services offered. Taking into account the peculiarities of service in the hotel industry, where the production and consumption of services are combined. This process is defined by the notion of “delivery of services”. It should be emphasized that in the course of this activity, sales and direct provision of services are carried out.

The level of service in the modern hotel industry is mainly due to the state of the material and technical base of the enterprise, which implies (buildings, structures, engineering and sanitary equipment, electrical appliances, furniture, etc.). In recent years, there has been a process of updating and diversifying the material and technical base of enterprises, raising the professional level of hotel staff, introducing innovative technologies etc. Hotel buildings are equipped with sports, medical, entertainment and other facilities. Consequently, the process of servicing consumers of services is diversified, and the services offered become complex.

At the same time, the demand for hotel services is uneven, which is predetermined by economic, demographic, and climatic factors. Very often it depends on the season, days of the month and even weeks. Therefore, hotels, motels, campsites must have a certain reserve of rooms, as well as material and labor resources to promptly and effectively respond to its fluctuation. The constant readiness of hotel enterprises to meet and serve guests requires the simultaneous presence of an administrator, porter, porters, maids and other employees throughout the day. This significantly reduces the efficiency of the use of personnel. However, domestic and foreign experience opens the way to overcoming this contradiction (for example, the introduction of a brigade labor organization based on the principle of combining professions). Thus, in the Formula 1 hotel association, which owns 200 motels in France, Belgium, Germany, Great Britain and the Netherlands, as a result of the introduction electronic system reservation of places, the number of permanently working personnel in individual enterprises was reduced to a minimum and amounted to 2-3 people per enterprise.

The process of providing basic services in the hotel business can be schematically divided into several main stages:

informing about the provision of a range of services;

reservation (reservation) of places;

implementation of services;

meeting and seeing off guests;

service during your stay at the hotel.

These stages of the provision of accommodation services are interrelated and interdependent, each individually and collectively they determine the level of quality of the enterprise.

In order to improve the level of quality and culture of service, as well as competitiveness in the global market, hotel and restaurant businesses must offer not only a high level of comfort, but also a wide range of additional services. It is advisable to form hotel service not on the basis of demand, but on the principle of supply.

The range of additional services in this industry is constantly expanding. If earlier there were no more than ten of them in the list of hotel enterprises in our country, now there are already more than sixty of them, which greatly complicates the work of managers in this field of activity.

Additional services provided by domestic hotel enterprises according to common characteristics regarding the satisfaction of demand can be divided into groups, namely:

1. Services to ensure the comfort of guests' stay at the hotel and in the area of their temporary stay: informational (informing about the services offered by the hotel, about the location of the hotel, transport services, proposals for the purchase of goods, souvenirs, etc., the presence of historical and cultural attractions and cultural - educational institutions); household (washing, cleaning, ironing clothes, repairing shoes, watches, suitcases, sports equipment, etc.); motor transport services (garage, parking, minor repairs Vehicle); sale of goods, media publications, souvenirs and the like; rental of sports, beach equipment, computer equipment, cars, copying equipment etc.

2. Services to inform travelers about the area, the host country (organization of excursions, meetings, watching films, participation in celebrations on the occasion of national holidays etc).

3. Services that provide for an increase in the level of comfort in hotel rooms (meals in the room, installation of additional equipment, etc.).

Depending on the type and category of the hotel, the list of additional services varies significantly. 5-star hotels must provide all additional services independently through a wide network of their own units (hairdresser, restaurant, cafe, bar, post office and bank, shops, kiosks, offices different types services, etc.).

Enterprises of the hotel and restaurant business of a high category, as a rule, have a large capacity, lower - small or medium in volume. That is why they have a different number of managerial staff. The maintenance of a large apparatus of managers is economically justified only in large enterprises. In connection with the liquidation of centralized management structures, the acquisition of complete economic independence, the deployment of privatization processes, enterprise managers are forced to independently plan their subsequent development, conclude appropriate economic agreements, provide technological processes for the provision of services, select personnel and manage the work of personnel, solve many unpredictable problems every day.

Significantly increased the amount of managerial work associated with the supply, accounting, control, performance of tasks. All this requires highly qualified managers, their ability to perform any managerial functions at a high level. The considered features of the activity of managers of enterprises of the hotel and restaurant industry encourage them to unite in associations, business companies, where a number of management functions can be performed centrally (conclusion of an agreement in terms of supply, repair, marketing research legal advice, training, work accounting, etc.).

All organizations are not only certain groups of workers united by the desire to achieve common purpose. Organizations have a number common features, which consist in the process of using resources to achieve certain results. The most characteristic feature of organizations is the division of labor. Even two employees, working together to achieve a common goal, must share the work among themselves.

The division of the scope of work into its constituent components is called the horizontal division of labor. In small organizations, the horizontal division of labor is fuzzy, but most complex organizations implement a clear horizontal division to define specific functions and goals for employees. A classic example of the horizontal division of labor in the enterprises of the hotel and restaurant business can be the hotel industry, the production of catering products, and accounting. These structural units provide the main activities, the implementation of which depends on the achievement of the company's goals.

Titles of sections and topics	Total hours for curriculum	Types of training sessions
Classroom lessons, of which	self-sufficiency body work
lectures	Prakt. classes, seminars	Subject. discussion, business games
1. Enterprises of the restaurant and hotel business as objects of management
2. Innovativeness as a factor in increasing the competitiveness of an enterprise RSL
3. Hotel management systems
4. The strategy of the enterprises of the restaurant and hotel business and decision-making
5. Organizational structures for managing enterprises of the restaurant and hotel business
6. Control at the enterprise of the restaurant and hotel business
7. Personnel of the restaurant and hotel business
8. Efficiency of management at the enterprises of the restaurant and hotel business

TOTAL:		1 8

At the present stage economic development countries, the study of the course "Management of the restaurant and hotel business" is of particular importance in the training of highly qualified specialists for the hospitality industry.

Modern management activity is associated with decision-making in a complex, rapidly changing environment, in a competitive environment and is aimed at perspective development. Therefore, the manager must understand the nature of the processes that have to be managed, be able to distribute responsibility, quickly collect and process the necessary information, and also be a specialist in working with personnel.

In this regard, the content of the course "Management of the restaurant and hotel business" is especially relevant. The analysis of competitive relations and competitive advantages, the definition of optimal goals and the formation of rational strategies for achieving them, the effective use of the concepts of innovative and anti-crisis management, the construction of adaptive organizational management structures contribute to increasing the competitiveness of restaurant and hotel business enterprises, their stable position in the market.

Modern trends in the development of the restaurant and hotel business. Characteristics of the RSL enterprise as an object of management. Features of managing enterprises of the restaurant and hotel business various forms property. The concept of a restaurant and hotel product. The economic environment of entrepreneurial activity in the market of restaurant and hotel business and methods of its analysis. Working environment (direct exposure environment) and its constituent elements. Mega-environment (environment of indirect impact) and assessment of its impact on business prospects. Influence and interaction of technological, economic, political and legal, socio-cultural and international factors.

Analysis of the working and mega-environment; interaction between the environment and the enterprise of the restaurant and hotel business (model of natural selection, model of resource dependence). Management of elements of the external environment (adaptation, impact on favorable conditions, diversification).

General and specific management functions. The content of management functions at a restaurant and hotel business enterprise: commodity circulation and commodity circulation management, hotel services and culinary products market management, enterprise profit management, product and service quality management, demand analysis and forecasting, workforce management, profitability management.

Methods and styles of management in the restaurant and hotel business.

Innovation and innovation: basic concepts. The difference between innovation management and other types of functional management.

Cyclic world development. Wave theory N. Kondratiev. Life cycle enterprises and ways to extend it. Innovative marketing. Modification and modernization. Repositioning - as the least costly type of innovation. Classification of consumers according to their attitude to innovations.

Components of competitiveness. Innovativeness as a factor in increasing the competitiveness of an enterprise RSL. Socio-psychological features of the organization of productive creative activity. Small business support infrastructure in Russia.

Hotel chain management. concept operating chain in the hospitality industry. The main purpose of hotel chains, their functions. Leaders of hotel chains, their characteristics. The main directions of development of hotel chains. management features in them.

Management in franchising systems. Features of franchising in the hotel business. history of franchising state of the art and development prospects. The relationship between the franchisor and the franchisee. The benefits of franchising.

Management of independent hotels. Features of the existence of independent hotels, prospects for their development. Management of these hotels.

Contract management. The concept of a management contract. Forms of contracts. The history of the formation of the management contract, characteristics of the participants.

Associations in the hospitality industry, their role in supporting and developing the hotel business The main categories of associations: trade associations and trade unions. The main goals of the association, the benefits of participating in them. Characteristics of the main associations in the hotel business.

The concept of strategic management. strategy levels. The role of competition analysis in strategy formulation. Environment assessment. Organization evaluation.

Development of goals and plans for the restaurant and hotel business. Enterprise mission. Goals of the restaurant and hotel business. The need for goals. Levels of goals (strategic, tactical, operational). Hierarchy of goals.

Relationship between goals and plans. The content of the goals (achievability, specificity, measurability, time constraints). Goal support. labor behavior. Potential problems of formation of the purposes.

Levels of planning (strategic, tactical, operational). Planning for recurring and one-time activities. Time horizons of goals and plans. Goal management. The concept of outsourcing.

Making decisions. Types of problems in decision making. Differences in decision-making situations. Managers of the restaurant and hotel business as a decision maker. Decision making models. Stages of an Effective Decision Making Process. Group decision making - advantages and disadvantages.

The concept of commercial, industrial and financial risks in the restaurant and hotel business. Types of risks and factors of their occurrence. The concept of commercial risk insurance. Diagnostics of economic activity of enterprises. Principles of diagnostics and algorithms for its implementation.

The concept of the internal structure of enterprise management. Types of internal structures and principles for evaluating the effectiveness of their alternatives. The concept of the workplace as the primary element of the internal structure. Job Description Principles. Design principles formal structure enterprise management. Creation of structural subsystems in the management apparatus and forms of delegation of authority.

Organizational structures for managing enterprises of the restaurant and hotel business. Their forms and types. Methods for calculating their effectiveness. General principles designing organizational management structures based on associations, franchising, etc. Features of small enterprises in the restaurant and hotel business.

The main services of the hotel, their functions and characteristics.

Control process, main stages and objects. Types of control. Choice of control style. The concept of estimated indicators of economic activity. Direct and indirect control of economic activity. Implementation of control: managerial approaches. Input, current and output control. The concept of control parameters. Methods for generating control parameters. Principles of control and consequences of their violation.

Methods of short-term, medium-term and long-term forecasting of estimated indicators in enterprises of the RSL.

Documentation and paperwork in the enterprise management system of the restaurant and hotel business. Organization of office work at the enterprises of the restaurant and hotel business. information flows. Document flow. Control and verification of performance. Implementation of automated data processing systems.

Controlling - how modern concept management of hotel complexes.

Classification of personnel of the restaurant and hotel business. Personnel policy enterprises of the restaurant and hotel business, justification of the need for personnel, the qualification structure of the enterprise's staff.

Manager at a restaurant and hotel business. The content of the manager. The main features of the modern leader. Situational and normative models of leadership. Transformational leadership as a basis for innovation support.

Organization of work with personnel. Analysis of the personnel of the enterprise, selection and placement of personnel. Personnel certification. Personnel assessment methods. Professiograms and their construction.

Staff motivation. Content and procedural theories of motivation, their use in the restaurant and hotel business.

Management communication: process, concept, psychology. Kinds business communications. Laws of managerial communication. Conflicts in the labor collective: concept, role, methods of resolution.

General concept of management efficiency. Static and dynamic efficiency. Economic efficiency of management, a system of general and particular indicators. Methods for calculating management efficiency and features of their application in enterprises of various types. Information support of calculation economic efficiency.

The concept of social efficiency enterprise management. Criteria for evaluating social efficiency and methods of its calculation. Principles for the harmonization of economic and social criteria management efficiency at the enterprises of the restaurant and hotel business.

Management efficiency and the time factor. The concept of current and changeable management efficiency. Methods for calculating management efficiency and features of their application in enterprises of various types.

5. Topics of practical and seminar classes

Tasks for practical and seminars discipline: "Management of the restaurant and hotel business" are intended for students of full-time and part-time forms of education.

Their goal is for students to consolidate the knowledge gained in lectures, to be well versed in the theory and practice of managing a restaurant and hotel business.

This will allow them to successfully use the basic conceptual provisions of restaurant and hotel business enterprise management in their practical activities, both in intra-company management and in working with contractors and clients.

For each task, a list of basic and additional literary sources is given. This list is constantly updated with new regulations and publications.

Topic 1. Restaurant and hotel business enterprises as objects of management

1. Characteristics of RSL enterprises as objects of management.

2. Environment of direct impact on the functioning of enterprises (working environment) and its main elements.

3. Environment of indirect impact (mega-environment) and assessment of its impact on business prospects.

4. The concept of the product in the restaurant and hotel business.

5. Functions of enterprise management of the restaurant and hotel business.

6. Methods and styles of management in the enterprises of the RSL.

Main literature: (1, 4, 6, 7, 9).

6. Tasks for independent work of students

An important place in the study of the restaurant and hotel business enterprise management course is occupied by students' independent work, which includes:

Sections and topics for independent study

Topic 1. Restaurant and hotel business enterprises as objects of management	- note-taking of the main educational literature - 1, 4, 6, 7, 9; additional - 1, 2, 3, 5, 6, 7, 9.

Topic 2. Innovativeness as a factor in increasing the competitiveness of an enterprise RSL	- note-taking of the main educational literature - 5, 7, 11; additional - 1, 4, 8, 10, 11; Compilation of a test crossword puzzle from definitions on the topic (at least 20)

Topic 3. Hotel management systems	- note-taking of the main educational literature - 4, 6, 7; additional - 1, 2, 3, 6, 10, 14; - work with the normative documents and legislative framework specified in section 9.1. UMK; Give a description of the Marriott hotel chain. Make a layout by country.
Topic 4. Strategy of restaurant and hotel business enterprises and decision making	- note-taking of the main educational literature - 2, 6, 10, 12; additional - 2, 4, 8, 11, 14; – work with normative documents and legal framework specified in section 9.1. UMK; - modeling and analysis of specific problem situations on the example of the hotel "Cosmos".
Topic 5. Organizational structures for managing enterprises of the restaurant and hotel business	- note-taking of the main educational literature - 6, 7, 9, 10; additional - 1, 6, 12, 13, 14; – work with normative documents and legal framework specified in section 9.1. UMK; Make diagrams organizational structure Restaurant "Pushkin"

Topic 6. Control at the restaurant and hotel business	- note-taking of the main educational literature - 1, 2, 7, 10; additional - 2, 5, 8, 10, 12, 14; – work with normative documents and legal framework specified in section 9.1. UMK; Drawing up a table of classification features of the types of control provided for at the enterprise RSL
Topic 7. Personnel of the restaurant and hotel business	- note-taking of the main educational literature - 3, 6, 7, 8; additional - 2, 4, 5, 8, 13; – work with normative documents and legal framework specified in section 9.1. UMK; Modeling and analysis of specific conflict situations (from the personal practice of students). Simulate a conflict situation and find a rational way out.

Topic 8. Efficiency of management at the enterprises of the restaurant and hotel business.	- note-taking of the main educational literature - 2, 6, 7, 10, 11; additional - 6, 8, 10.14; – work with normative documents and legal framework specified in section 9.1. UMK; Calculation of the economic efficiency of a particular management decision on the example of the hotel "Soyuz"

7. Topics of term papers and guidelines for their implementation

General provisions

Target term paper consists in a deeper study of enterprise management in the restaurant and hotel business, identifying general theoretical and practical training , the level of special knowledge of students.

Being one of the forms of quality control of students' education, the work is designed to help consolidate their knowledge about the specifics of managing a restaurant and hotel business.

The guidelines include 30 topics of term papers, reflecting the current problems of managing enterprises in the restaurant and hotel business. The name of the topic is chosen by students on their own with its subsequent approval by the teacher giving a course of lectures. Students can submit their own topic for term paper, which must also be approved by the teacher.

Development of the hotel and restaurant services market.

The hotel business is one of the last sectors of the economy to feel the impact of external factors of the crisis and its consequences. Recently, hotels have begun to appear in Russia in combination with office complexes and business centers. There is a reconception of office buildings for hotels. The most in demand at the present stage are budget class hotels with good service. Along with this, it is necessary to create luxury hotels that provide luxury service, but at budget prices. The current state of the hotel business in Russia is characterized by a lag in the quality of service for domestic enterprises from foreign ones. Along with the expansion of the service sector in the hotel business, one of the promising areas should be the merger of airport and hotel services. Among the main directions of development of the hotel business, the following trends can be distinguished:

Centralization of management, the emergence of large hotel chains;

Growth of the importance of a well-known brand in the effectiveness of sales of a hotel product;

Creation of hotels focused on serving certain market segments;

Consolidation of accommodation facilities with exhibition, shopping and entertainment and office complexes;

Construction of apartments for long stays;

The hotel business is promising for the following reasons: firstly, there is an increase in business activity in Russia, which, as a rule, inevitably causes an increase in the volume of "business tourism"; secondly, as shown world practice, increasing incomes of the population leads to the fact that people travel more and more, due to which hotel complexes are involved; thirdly, a country that has declared its integration into European structures is gradually becoming clearer to Europeans, and therefore more attractive. The hotel and restaurant business is now commonly called the hospitality industry. The hospitality industry is a business aimed at providing visitors with housing, food, and organizing their leisure time. Catering is a dynamically developing branch of the economy. Due to the fact that it affects the interests of almost the entire population, public catering quickly responds to market needs. The consumer of the results of the restaurant business is a specific individual. At the same time, the restaurant business can perform the functions of both collectively organized catering and individually organized catering. Collectively organized catering is understood as the service by the restaurant business of wide social strata of consumers who have common place consumption of other services or collectively perform strictly defined social functions. The subjects of collectively organized catering include enterprises in the restaurant business operating in institutions: medical and recreational, tourist and sports, culture and art, upbringing and education, the media, etc.

Public catering refers to those sectors of the economy that contribute to the rationalization of the use of a person's free time. On the one hand, the services of the restaurant business create conditions for reducing the time spent on housekeeping, in terms of the time required for cooking, and on the other hand, effective use free time for leisure activities. The restaurant industry is social institution, which solves important social problems of society and the individual.

In megacities, large cultural and tourist centers, restaurant business plays a special role. The main clients of the enterprises of the industry are tourists within the framework of external and domestic tourism. At the same time, many restaurant-type establishments operate on the territory of tourist complexes, reserves, palace and park ensembles, etc. Tourist infrastructure facilities: museums, theaters, entertainment centers, etc. - are increasingly building their business philosophy on the principles of integrated marketing, involving joint strategic planning of activities together with enterprises in the restaurant business. As a result, that complex socio-cultural product is formed, which is so important in terms of the development of cultural tourism.

Thus, summing up, we should conclude: the restaurant business is playing essential role in solving many global socio-economic problems of the country and the region.

3 main approaches to market positioning enterprises of hotel and restaurant business

Positioning is the process of developing a competitive position for a hotel product and related integrated marketing measures.

When choosing one or more market segments, the hotel needs to determine what positions its product can occupy in these segments. Positioning can be carried out in the following three directions:

positioning of hotel services according to their consumer properties and features;

positioning of hotel services at their prices, profitability;

positioning of hotel services in terms of their competitiveness.

To position its services, the hotel must determine what properties and features it should highlight in order to arouse the interest and demand of a potential consumer. In particular, you can take advantage of the following:

image of the hotel, physical properties: location, originality of the building, technical condition, interior design, adjacent territory, etc.;

quality of service: category of the hotel, structure of the room fund (suite suites, double and single rooms with all amenities, rooms for newlyweds, for tall people, for the disabled, etc.), range or range of services, availability of free services, etc .;

professionalism and hospitality of the staff: individual approach to customer service, accuracy in the execution of orders, customer care, etc.

Hotel image: fame trademark a hotel that can convey distinctive information about the main advantages of this hotel and the position of its services in the market.

Overseas experience restaurant and hotel business management.

Control hotel complex in Western European countries The hotel business in Western Europe has developed traditions. Modern system management of the hotel complex is a kind of model, a model for beginner hoteliers and for those who are at the beginning of the development of their own hotel business. In modern Europe, there are practically no hotels that are state or municipal property. Most often, hotel owners are private individuals who either manage themselves or transfer their business to trust management. the linear hotel complex management system is the oldest system that is present in the history of the development of the hotel industry of each state. It was formed during the development of tourism in Europe and retained the features and traditions of those times. As a rule, hotels managed under this system have a small capacity - no more than 50 rooms and a small area - 300-400 square meters. m. They are located in unpopular places with little tourist attendance or where, due to the limited area and the specificity of the area, it is difficult to organize construction modern hotel(for example, hotel houses in nature reserves). Most often, the management of hotels of this type - family business, passed down from generation to generation and bringing a small stable income. No more than 10-15 people work in such a hotel. The main characteristics of this hotel business organization system are:

Scale - hotels are built to accommodate a large number of tourists (at least 200);

Location in places of high tourist attendance - favorable natural and climatic zones and cities rich in historical and cultural monuments;

An extensive service infrastructure - the presence of a developed transport system, trade system, provision with hotels;

Numerous staff;

Whole complex tourism services; - compliance with modern standards of tourist service.

One of the options for reorganizing this system of the hotel business is the "organize-sell-manage" system. Its appearance is due to the need for hotels to survive in the face of fierce competition, when there are not enough funds for modernization and development. In such a situation, a functioning hotel is sold to a new owner with the right to manage the previous owners. As a result, the hotel receives the investments necessary for its development, and it is managed by the one who knows the specifics and problems best of all and at the same time is interested in modernizing it. Many hotels in Western Europe have gone through this kind of procedure, and today they are leaders in the global hotel business. The management structure in Western European hotels is standard:

General administrator or director - is the legal representative of the hotel, oversees the work of staff, deals with strategic planning, concludes cooperation agreements with tourist intermediaries, employs personnel, etc.;

Administrator - the second person in the hotel: coordinates the activities of the staff, submits reports on the work of the staff, acts as general administrator in his absence, organizes corporate holidays and events, manages other hotel services;

Accounter (economist) - deals with the execution of financial and economic transactions and submits reports to regulatory authorities; o managers - lead the middle-level management different directions such as a personnel management service, a marketing service, an entertainment service service, a technical service, a restaurant (catering service), and the like;

o performers - those who are directly involved in serving tourists (porters, porters, maids, animators, head waiters, cooks, waiters, etc.).

Catering for tourists (restaurants) - the advantage of hotels of Eastern Europe. Usually, professional excellence and the qualifications of the staff correspond to a restaurant of the highest category. The high quality of dishes is achieved through the specialization of execution production processes and variety, and speed of service through the clear design of menus (eg set menus, buffet menus or European breakfasts) designed to serve tourists. The aesthetic design of the restaurant hall in Eastern Europe is given Special attention, because, as you know, the atmosphere created by the restaurant has an immediate impact on visitors. The interior, furniture, table setting create comfort and tranquility. Restaurants in hotels in Eastern Europe are decorated especially elegantly, often in national traditions - using antiques, attributes national culture etc. Recruitment also has certain features. A strict recruitment procedure ensures a high level of compliance with the stated requirements. First of all, this applies to waiters, bartenders, head waiters. The process of staff training necessarily includes mentoring, when professionals, connoisseurs of traditions train young specialists. At the same time, in the training of staff in Eastern European hotels, there is no element of educating the initiative that is typical for modern approach to service.

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