Features of hotel enterprise management in crisis situations

Kish Galyna
PhD in Economics, Associate Professor, Associate Professor of the Department of Tourism Infrastructure and Hotel and Restaurant Business, SHEI “Uzhhorod National University”, Uzhhorod, Ukraine, E-mail: galyna.kish@uzhnu.edu.ua, ORCID: https://orcid.org/0000-0002-6201-9589

Received: 18.06.2025    Аpproved: 24.06.2025    Рublished online: 25.07.2025

Cite this article:

Kish G. (2025) Features of hotel enterprise management in crisis situations. Ed.: V.V. Kovalenko (ed.-in-ch.) and others [Osoblyvosti menedzhmentu gotelnyh pidpryjemstv v umovah kryzovyh sytuacij.: V.V. Kovalenko (gol. red.)], Scientific Bulletin of the Odesa National Economic University (ISSN 2313-4569), Odesa National Economics University, Odesa, No. 6 (331), pp. 103-110.

Abstract

The purpose of the study is to analyze the current state of the hotel industry in Europe amidst the crises of 2024–2025 and to identify the key challenges and strategies used by businesses to adapt to changing conditions. The study employs a combination of qualitative and quantitative research methods, including content analysis, comparative analysis of statistical data, and review of industry reports, expert forecasts, and recent academic literature. This methodological approach allows for a comprehensive understanding of the structural and operational transformations occurring within the hotel sector in response to external pressures. The research reveals that the European hotel industry is facing a complex set of challenges. Among the most critical are the rise in energy costs due to geopolitical instability, ongoing labor shortages exacerbated by demographic trends and post-pandemic workforce shifts, as well as changing consumer behavior favoring more flexible, digital, and sustainable travel solutions. Hotels are under increasing pressure to invest in digital technologies, enhance energy efficiency, and adapt service offerings to meet the evolving expectations of guests. The study identifies key adaptation strategies, including the implementation of sustainable business practices, increased automation of operational processes, diversification of services, and stronger integration of digital tools such as AI-driven booking systems and smart room technologies. Many hotels are also seeking alternative revenue streams through partnerships, coworking spaces, and hybrid hospitality models. These innovations not only help mitigate current risks but also position businesses for greater resilience in the future. The practical significance of the findings lies in the formulation of strategic recommendations for hotel operators and policymakers. By understanding current trends and successful adaptation models, stakeholders can improve decision-making processes, enhance competitiveness, and build long-term sustainability in a rapidly changing environment. This study contributes to the broader discourse on crisis management in the hospitality sector and offers insights applicable across various segments of the tourism economy.

Keywords

crisis management, crisis, crisis situation, strategy, hotel business, enterprise, competitiveness.

JEL classification: L830; M100; M210; D220; L100;DOI: https://doi.org/10.32680/2409-9260-2025-6-331-103-110

UD classification: 640.4:005.96

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