PROJECT MANAGEMENT IN THE HOTEL AND RESTAURANT BUSINESS: INNOVATIVE APPROACHES AND STRATEGIES FOR ENHANCING COMPETITIVENESS

Abstract

The relevance of this study is determined by the growing competition in the hotel and restaurant market, the intensifying impact of seasonal fluctuations, dependence on tourist flows, and human resource challenges. These factors necessitate a transition from traditional management models to innovative strategies. It has been demonstrated that under conditions of global instability, digitalization, the implementation of flexible methodologies, and the development of customer-centric services form the foundation for resilience and enhanced competitiveness in the hospitality industry. The purpose of this article is to identify the role of innovative approaches in project management within the hotel and restaurant business and to substantiate their impact on improving operational efficiency and strengthening the competitive position of enterprises in the modern market environment. The research methodology is based on a systematic approach to analyzing management processes in the hospitality sector, comparative analysis of international practices, content analysis of relevant academic sources, and the generalization of practical cases of innovative service implementation. A structural and functional approach was applied to examine the interrelation between organizational, economic, and technological factors driving industry development. The results of the study highlight the key challenges of integrating innovative strategies, including economic risks, organizational constraints, and external factors stemming from regulatory and infrastructural instability. The effectiveness of applying flexible project management methodologies (Agile, Lean, Scrum), digital tools (Business Intelligence, customer relationship management systems, artificial intelligence, and mobile applications), as well as Internet of Things technologies and virtual and augmented reality, has been investigated in the practice of hotels and restaurants. The study confirms that the use of these innovations contributes to cost reduction, business process optimization, and increased customer satisfaction. The conclusions demonstrate that innovative strategies serve as a key driver of hotel and restaurant business development under conditions of global instability. Their integration into management processes establishes new standards of customer orientation, ensures adaptability to external changes, and creates long-term competitive advantages. Future research prospects involve the development of quantitative models for evaluating the effectiveness of implemented innovations, analysis of international experience in scaling these practices in small and medium-sized enterprises, and the creation of risk management scenarios for the hotel and restaurant sector under wartime and post-war challenges.