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 The Contemporary Approaches to Pricing Policy and Price Formation in Hospitality Enterprises Shulla R. S., Popyk M. M.
Shulla, Roman S., and Popyk, Mariana M. (2025) “The Contemporary Approaches to Pricing Policy and Price Formation in Hospitality Enterprises.” Business Inform 11:734–734. https://doi.org/10.32983/2222-4459-2025-11-734-734
Section: Economics of Trade and Services
Article is written in UkrainianDownloads/views: 0 | |
UDC 338.516:640.4
Abstract: The article examines the issue of pricing policy and price formation in hospitality enterprises. It is substantiated that the main difference between hotel and restaurant businesses and material production entities in terms of meeting market demand lies in their varying ability to quickly increase the supply of products (services) in the local market. It is demonstrated that material production enterprises are better able to maintain price stability in the local market during periods of (seasonal) demand growth, whereas achieving such price stability is significantly more difficult for the hotel and restaurant sector. It is also shown that a company’s pricing policy is closely related to the type of strategy chosen by the enterprise as a tool for creating long-term competitive advantages. It has been found that the basic market behavior strategies of hospitality industry enterprises include: cost leadership strategy, differentiation strategy, and focus strategy. It has been proved that the pricing formation and the corresponding long-term pricing policy of a hospitality industry enterprise are oriented not towards the market as a whole, but towards specific market segments. It has been revealed that, in addition to the type of chosen strategy, the pricing policy of hospitality industry enterprises is influenced by a set of factors such as demand elasticity, enterprise size, distribution channel structure, and other macro-environmental factors. It has been substantiated that an important tool for price formation within strategic management in hospitality enterprises is pricing based on the lifecycle conception of hospitality services. It has been proved that within the implementation of a differentiation strategy, a price «corridor» is possible, within which the management of a hospitality industry enterprise can set the price. And this «corridor» is significantly wider than under a low-cost strategy. It has been proved that the cost-based pricing method using the full cost indicator does not allow hospitality industry enterprises to implement a flexible pricing policy during crisis conditions or seasonal demand fluctuations. It has been substantiated that the advantage of the pricing method based on the marginal cost indicator is the ability to use short-term price dumping during periods of low capacity utilization.
Keywords: pricing, pricing policy, hospitality industry, full and marginal cost, strategic and operational management, hospitality service life cycle, marketing strategy.
Fig.: 7. Tabl.: 3. Formulae: 2. Bibl.: 9.
Shulla Roman S. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Accounting and Auditing, Uzhhorod National University (3 Narodna Pl., Uzhhorod, Zakarpattia region, 88000, Ukraine) Email: [email protected] Popyk Mariana M. – Candidate of Sciences (Economics), Associate Professor, Associate Professor, Department of Tourism Infrastructure and Hotel and Restaurant Industry, Uzhhorod National University (3 Narodna Pl., Uzhhorod, Zakarpattia region, 88000, Ukraine) Email: [email protected]
List of references in article
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