TRANSFORMATION OF BUSINESS PROCESSES IN THE HOTEL INDUSTRY OF UKRAINE: STRATEGIC DECISIONS IN THE CONTEXT OF WAR AND POST-WAR TIMES

The article examines the transformation of business processes in the hotel industry of Ukraine during wartime and post-war conditions using the example of fifteen hotels in Odessa. The relevance of the topic is due to the fact that full-scale war caused a sharp decline in tourist demand, an increase in operating costs, logistics disruptions, staff shortages, and increased security risks, which required hotel businesses to promptly review their business models and process architecture. The aim of the study is to provide a theoretical justification and practical analysis of changes in key hotel business processes in crisis conditions, as well as to identify strategic decisions that ensure the stability and adaptability of hospitality businesses. The methodological basis consists of approaches to process management, scenario planning, crisis management, and digital transformation. The work summarizes practical directions for the adaptation of hotels in Odessa in 2022–2024, including temporary changes in target segments and the re-profiling of some establishments to accommodate internally displaced persons, optimization of personnel policy, simplification of service procedures, improvement of energy efficiency, activation of online booking, and the introduction of digital channels of communication with customers. A comparative analysis of performance indicators for a sample of 15 hotels in Odessa was conducted, which showed an increase in occupancy rates in 2024 compared to 2023, as well as an increase in revenue per available room (RevPAR), confirming the gradual stabilization of the market and the effectiveness of anti-crisis management decisions. A forecast of business process transformation in the post-war period is proposed, which envisages a transition from survival mode to a model of recovery and growth through the development of revenue management, flexible pricing, improved service quality and customer experience, restoration of human resources, digitalisation of management and investment in infrastructure renewal. The practical significance of the results lies in the possibility of using the proposed areas of transformation to form strategic decisions for hotel enterprises in the context of wartime and post-war transformations.