Стратегічне управління підприємствами ресторанного господарства: автореф. дис. на здобуття … канд. екон. наук за спеціальністю 08.00.04 – економіка та управління підприємствами (за видами економічної діяльності)

Abstract

Дисертацію присвячено обґрунтуванню теоретико-методичних положень та розробці науково-практичних рекомендацій щодо стратегічного управління підприємствами ресторанного господарства. У роботі досліджено сутність підприємства ресторанного господарства як фрактальної системи, визначено зміст фрактальних детермінантів, фрактальних рівнів та стратегічного управління підприємствами ресторанного господарства, розроблено концептуальну модель системи функціональних фрактальних детермінантів ресторанного господарства, фрактальну модель ресторанного господарства за організаційним підходом та концептуальну модель стратегічного управління. Сформовано систему показників оцінки ефективності стратегічного управління. Для стратегічної оцінки чинників зовнішнього та внутрішнього середовища обґрунтовано використання SWOT-f-аналізу, який представляє модифікацію класичної методики. Виявлено слабкі та сильні сторони ресторанного господарства, а також можливості та загрози, оцінені за песимістичним, реалістичним та оптимістичним прогнозними сценаріями. Проведено аналіз повноти виконання функцій стратегічного управління на підприємствах. За допомогою методу таксономічного аналізу проведено порівняльний аналіз ефективності стратегічного управління підприємств підприємств ресторанного господарства у складі мереж, форматів, повносервісних ресторанів та кафе. Розроблено матриці можливих змін значень ефективності стратегічного управління, які орієнтують на конкретну стратегічну мету, що ставиться перед певною фрактальною детермінантою підприємства за умов песимістичного, реалістичного або оптимістичного прогнозів. Запропоновано моделі внутрішніх та зовнішніх кластерів фрактальних систем. Визначено ступінь участі та відповідальність ключових посадових осіб у процесі підготовки, прийняття та реалізації стратегічних рішень.

The thesis is aimed at the substantiation of theoretical and methodological provisions as well as the development of scientific and practical recommendations on strategic management of food service businesses. Based on the study of fractal properties of production and service systems, the essence of the food service industry operation has been clarified, the content of fractal determinants, fractal levels and strategic management of food service businesses are determined, the conceptual model of the system of functional fractal determinants in restaurant industry and the fractal model of food service industry have been worked out according to the organizational approach. Based on the application of the system of basic evolutionary principles, a hierarchy of fractal determinants has been formed: the assortment and quality of a restaurant service; the production, service and sales techniques; a set of business processes and their management system (interaction between the subject and object); the potential of the restaurant system, formed in accordance with the demand for a restaurant service; the changes in the potential of the system; the place in the restaurant businesses hierarchy. Investigating the industry specifics of the forms, structures and functions of the strategic management of the food service businesses taking into account fractal properties has helped reveal the essence of the strategic management. Taking into account the strategies structure and the chief content and types of strategic activity, a list of strategic functions to be performed by the food service businesses is proposed. According to the results of the analysis of the development of the restaurant industry, positive tendencies of the growth of the number of businesses and thje increase in their total capacity have been revealed, which contributes to the increase of competition and the emergence of innovative forms of development of the food service industry. Given the fractal structure of the factors of the external and internal environment, for their strategic assessment, SWOT-f-analysis, which represents the modification of the classical method, has been substantiated. The weaknesses and strengths of the restaurant industry, as well as the opportunities and threats assessed by pessimistic, realistic and optimistic forecast scenarios have been revealed. In order to evaluate the effectiveness of the food service businesses strategic management, the feasibility of using the method of taxonomic analysis has been proved. On the basis of fractal structuring of the restaurant industry, it is proposed to use ten indicators of the strategic management effectiveness that characterize a certain aspect of the business's activity. The analysis of the completeness of the implementation of the strategic management functions has revealed insufficient use of the strategic management system and the trend towards the demand of this management tool among the businesses that have more complex organization forms. The comparative analysis of the effectiveness of the strategic management of chain, format, full-service restaurants and cafes in Kharkiv has revealed the tendency for the growing effectiveness of the strategic management of businesses more complex as to their forms. The trend which has been established is the one to reduce the gap between the maximal and minimal effectiveness of the strategic management of a certain group of institutions due to the process of institutional isomorphism. We have found the reduction of the strategic management effectiveness from the first to the fourth fractal level in all restaurant industry businesses and the subsequent increase in the fifth and sixth fractals. The comparison of the average group fractal profiles of food service businesses has shown that the leaders are the formats, the second place is occupied by restaurants, the third – by networks. The outsiders with a big gap in all fractals are cafes. The comparison of the strategic management effectiveness and the completeness of the implementation of the functions of strategic management has allowed identifying their interdependence. In order to increase the food service businesses strategic management effectiveness, matrices of possible changes of their values have been developed, which guide to the specific strategic goal set for a particular fractal of the business under pessimistic, realistic or optimistic forecasts. In order to determine the priority directions of increasing the completeness of the strategic management functions in the food service industry businesses, the values of the completeness of functions indicator in the analyzed operation was compared to the ones of the leader. In order to determine the methodological approaches to the formation of the strategic development programs of the food service industry businesses, a methodical tool for assessing the impact of environmental factors on the businesses' activities has been offered, which, in contrast to the existing ones, involves fractal structuring of factors and the possibility of evaluating threats and opportunities under a pessimistic, realistic and optimistic outlook. A general model of a "target tree" and a system of measures for the development of the food service industry businesses, which reflects the connections with fractal determinants, have been developed, which makes it possible to apply them taking into account the results of taxonomic analysis. The proposed priority strategic measures for the development, which are divided by fractal levels in accordance with the forecast scenarios of development, contribute to the formation of a system of actions aimed at increasing the strategic management effectiveness. The result of the interaction of the internal and external fractal systems is the formation of the internal and external clusters. The internal clusters are formed around a definite main purpose of the business and consist of development directions (measures) that are relevant under the particular conditions of their use. The external clusters are formed by combining independent business entities that are interested in the effective functioning and development of the system (stakeholders). The association is carried out on the basis of common fractal determinants to use, namely the assortment, technologies, management, market interaction system (marketing), development dynamics, hierarchy. A prerequisite for the effective functioning of the strategic management system is the organization of the interaction of functional and organizational fractal structures, which is reflected in the division of responsibility for the execution of certain functions. The degree of participation and responsibility in the process of preparation, making and implementation of strategic decisions has been determined, which allows optimizing the strategic management process on the basis of fractal principles.