Relationship of Management and Economic Indicators in the Hospitality Sector: The Search for Optimal Strategies

Abstract

Optimal strategies are a key lever for business success in the current difficult conditions, and the hospitality sector is no exception. The aim of the study was to determine how management practices affect economic indicators in the hospitality sector.The research employed methods of regression and correlation analysis, and descriptive statistics analysis. Cost management was found to have a positive effect on the Return on Assets (ROA) (0.088) and the Occupancy Rate (0.191).The analysis showed that the factor of staff training investment has a positive but weak effect on the return on assets (0.068) and the utilization rate (0.005). It was identified that the seasonality factor also has a positive effect on the utilization rate (0.510). The market competition factor was found to have a slight negative effect on the profitability of assets (-0.018) and the utilization rate (-0.009). Key financial management tools such as the development of a detailed budget and regular updating of business financial forecasts are identified. Emphasis is placed on the importance of managing cash flows to ensure the necessary liquidity and planning short-term financial needs. Optimization of the tax burden through the use of tax benefits as an element of financial management in difficult business conditions is proposed. Further research will focus on the impact of digitalization on optimal business strategies and their impact on the main economic indicators in the hospitality sector in view of increased uncertainty in the business environment.