Ресторанное дело. Самая полная энциклопедия от Люсьена Оливье до Аркадия Новикова
The article presents the results of a study on strategic SWOT analysis tool and consideration of the features of its application, taking into account the specifics of the Russian restaurant business network branch in Russia. Analyzed quantitative factors affecting the application of the SWOT model, identified and classified the strategic problems of the restaurant business management network business models, conducted regression and dispersion analyzes of data obtained during the survey to identify and solve problems of business process management. The results of the study are based on the work of foreign and domestic experts in the field of strategic management and represent the development of a concept for assessing the impact of internal and external resources on managing a network enterprise. The value of this study is to offer an innovative design of a quantitative analytical model of SWOT, which allows improving management processes in companies focusing on the service market to create additional competitive advantages, formulate groups with the significance of factors in terms of solving strategic problems. The practical contribution of the study is to justify the use of the model and to identify problem areas in the management of the network restaurant business of small and medium segment, which allows to reduce the negative impact of global factors and provides the opportunity to use the competitive advantages of the forms of network enterprises to realize both existing and emerging opportunities, and minimize potential threats. The empirical base of the study was the data of a survey of representatives of the Russian network of restaurants, graduates of additional professional educational program for advanced training "Strategic Marketing: Innovation Management", implemented at the Saint-Petersburg State University of Economics on the program of RIMA with the support of the University INHOLLAND in 2016–2018.
The article deals with two sectors of employment for Azerbaijani labor migrants in Moscow, the urban markets sector and public dining. While attempting to verify the existence of an Azerbaijani business community in 'Azeri cafes', the researchers discovered two other communities for Azer- baijani labor migrants: those employed in Azerbaijani restaurants ('the restaurants community') and those employed in urban markets’ ('the urban markets community'). In accordance with this empirical data, in examining Azerbaijani labor migrants communities, the authors implemented the 'social network' approach and employed the concept of social capital. This approach is built on the idea that working opportunities for individual migrants depends on the strength of ties accumulated with other migrants. Thus, a community is based on the density of such social ties, which are strong within the com- munity but hold relatively weak connections to the rest of society. Meanwhile it does not necessarily have any specific location. Membership to a network provides labor migrants with access to community social capital, helping them in their labor activity. This dense network of connections offers the labor migrant the opportunity to achieve the better social and economic conditions. The two communities of Azerbaijani labor migrants exist in dif- ferent ways. The ties between members of 'urban markets community' are stronger within one market, and weaker with other ones. The 'Restaurants community' does not have a specific location. Its members are employed in restaurants in different parts of the city however they always keep in touch (on the phone). The authors came to conclusion that there are weak and one-way ties between the two communities of Azerbaijani labor migrants in Moscow. However, the only real contact the two communities have is in those cases when workers move from the 'urban markets community' to the 'restaurants community'. As a rule, this transition is one-way; migrants mov- ing from markets to restaurants do not return back.