




































AGORA International Journal of Economical Sciences, http://univagora.ro/jour/index.php/aijes 

ISSN 2067-3310, E-ISSN 2067-7669 

Vol. 18, No. 1 (2024), pp. 124-131 

 

124 

 

IMPLEMENTATION OF HOTEL REVENUE MANAGEMENT 

STRATEGIES DURING A MARTIAL LAW 

 

A. MAZARAKI, M. KULYK, M. BOIKO, M. BOSOVSKA, N. VEDMID 

 

Anatolii Mazaraki¹, Mariia Kulyk², Margaryta Boiko³, Myroslava Bosovska⁴, Nadiia 

Vedmid⁵ 

¹ ² ³ ⁴ ⁵ State University of Trade and Economics, Kyiv, Ukraine 

¹ https://orcid.org/0000-0003-1817-0510, E-mail: rector@knute.edu.ua     

² https://orcid.org/0000-0001-8732-7441, E-mail: m.kulyk@knute.edu.ua    

³ https://orcid.org/0000-0003-0249-1432, E-mail: m.boyko@knute.edu.ua    

⁴ https://orcid.org/0000-0002-6021-5228, E-mail: m.bosovskaya@knute.edu.ua    

⁵ https://orcid.org/0000-0002-5010-6394, E-mail: n.vedmid@knute.edu.ua    

 

Abstract: The Hotel Revenue Management strategy is used to measure the future 

occupancy, ADR, REVPAR, TREVPAR. Prices impact on the further development of business 

models implemented by the hotels is analysed. The purpose of this study is to determine the 

influence of Revenue Management Strategy on KPI and Revenue indicators at hotels in 

Ukraine. The research method used is a quantitative descriptive research method. The study 

used a sample of 12 respondents with 8 statements. Data were collected by observing 

participants, reviewing company documents, and seeking input from key informants. In crisis 

conditions, in particular caused by martial law in Ukraine, hotels reorient themselves to new 

segments, study needs and adapt services to new security requirements. One of the ways to 

increase efficiency and occupancy can be revenue management strategies adapted to crisis or 

post-crisis situations. We have proposed a typology of income management strategies adapted 

to new conditions. 

Keywords: Revenue management, strategy, hotels, occupancy, ADR, REVPAR. 

 

INTRODUCTION 

The full-scale invasion and imposition of martial law has had a significant impact on 

the hotel industry in Ukraine, leading to significant revenue losses in the tourism industry as a 

whole. Analysing the dynamics of tax revenues before and during the introduction of martial 

law, according to research published in 2024, the Ukrainian tourism industry demonstrates 

uneven fluctuations in tax revenues from the tourism industry by region for 2021-2023. The 

report showed that the growth of taxes in 2023 compared to 2022 was observed in the capital 

and in 18 regions of Ukraine. However, in comparison with the same period of the previous 

year, only 13 regions of the country showed an increase. In addition, the largest decline in tax 

revenues from the tourism industry was recorded in four regions of Ukraine that are in the area 

of active hostilities. Thus, the decline in Kherson region amounted to 84%, in Luhansk region 

74%, in Donetsk region 53%, and in Zaporizhian region 42%. Despite these challenges, the 

hotel and tourism industries are showing signs of recovery. According to forecasts, in 2025, 35 

https://orcid.org/0000-0003-1817-0510
mailto:rector@knute.edu.ua
https://orcid.org/0000-0001-8732-7441
mailto:m.kulyk@knute.edu.ua
https://orcid.org/0000-0003-0249-1432
mailto:m.boyko@knute.edu.ua
https://orcid.org/0000-0002-6021-5228
mailto:m.bosovskaya@knute.edu.ua
https://orcid.org/0000-0002-5010-6394
mailto:n.vedmid@knute.edu.ua


Anatolii MAZARAKI, Mariia KULYK, Margaryta BOIKO, Myroslava BOSOVSKA, Nadiia 

VEDMID 

125 

 

new hotels will be commissioned, creating new jobs and generating tax revenues. According 

to the Hotel Matrix report (Hotel Matrix, 2023) "Ukrainian Hotel Market in 2021-23. Trends 

2024", it is expected that new destinations and services in hotels will increase occupancy and 

reorient to new segments in the markets of Kyiv, Lviv and Bukovel. The hospitality industry 

has been and remains one of the most affected industries in times of uncertainty, first facing 

quarantine restrictions related to the Covid-19 crisis, today martial law has led to the need for 

many hotels to suspend their operations (Zhuravka, Nebaba, Yudina, Haponenko & Filatova, 

2023). Due to the closed airspace, the hotel industry, with its extension to the travel industry, 

has suffered huge losses from 2022 to the present (UHRA, 2022). Since 2012, the hotel industry 

in Ukraine has become an important component of the Ukraine's state socio-economic 

development model. From an economic point of view, the construction of five-star hotels and 

the development of outbound tourism have led to tourism and the hotel industry becoming 

strong points of development and economic growth for most regions of the country. Several 

authors have used and discussed the crisis effect on hospitality industry, referring to different 

countries (Breier et al., 2021; Crespi-Cladera et al., 2021;  Dimitropoulos, 2018; Gehrels et al., 

2013; Kapiki, 2012; Lee  et  al., 2024). The positive impact of implementation the anticrisis 

strategies has been to create new jobs and reduce unemployment (del Mar Alonso-Almeida & 

Bremser, 2013).  

An important task in a crisis is to find new and innovative ways to implement changes. 

Adapting all sectors to the conditions of accelerated development requires understanding of 

certain aspects. In particular, among the attributes of the modern economy that indicate the 

nature and direction of its transformation processes, the term "digital" is often used. 

The modern economy is called digital because, in today's conditions, a part of the 

economic result is obtained exclusively or mainly from digital technologies or using a business 

model based on digital goods or services (Bukht & Heeks, 2017). The driving forces behind 

digitalization are economic and political, but of course it is also driven by technological 

innovation. Technological innovations are an important resource for enterprises, and the 

development of new information technologies is quite rapid. In the 1990s, economic changes 

were mainly associated with the emergence of the Internet, which led to the development of 

the digital economy.  

During the 2000s and 2013s, new information and information and communication 

technologies (ICTs) contributed to the spread and diffusion of economic change. From 2014 to 

2022, the Digital Economy and Society Index (DESI) summarized the digital performance of 

Europe and tracked the progress of EU countries (Bureau of Economic Analysis, 2023). 

According to this index, most European countries have reached a high level of digital economy 

development and have developed strategies to secure their future. The Bureau of Economic 

Analysis (BEA) defines the digital economy primarily in terms of the Internet and related 

information and communication technologies (ICT) (Bureau of Economic Analysis, 2023). The 

BEA measures the digital economy in terms of GDP, value added, employment, and wages. 

The digital economy is seen as a way to promote high-quality regional development, and the 

necessary integration of the Internet, BigData, artificial intelligence and the real economy 

(European  Commission, 2023). Thus, the main features of the digital economy were presented 

by Erkin To'rayev Eshkabilovich (2023) in the form of a chain reaction: high level of use of 



IMPLEMENTATION OF HOTEL REVENUE MANAGEMENT STRATEGIES DURING A 

MARTIAL LAW 

126 

 

technological innovations; embedding of connected sensors in more and more objects (Internet 

of Things); market saturation with new devices for end users (mobile phones, smartphones, 

tablets, netbooks, laptops, 3D printers); oversaturation of the information space with data using 

a new digital model (cloud computing, digital platforms, digital services); spread of Big Data, 

data analysis and algorithmic decision-making; process automation and robotics technologies. 

 

METHODS 

Sample and population 

Managers of all 5, 4 and 3-star hotels in Kyiv, Lviv, Odesa and Bukovel were invited 

to the survey. The final mailing list included 120 e-mail addresses, of which 32 hotel managers 

responded to the survey, representing 26.7% of the total sample. In the last sample, 37.5% of 

managers confirmed that they use the revenue management system in their work and agreed to 

an interview to determine the factors affecting revenue management under martial law. 

According to the entire population of certified hotels (DART, 2021), the sample can be 

considered representative of the market of hotel services in Ukraine. 

 

Data Collection Process and Methods 

The quantitative empirical study was conducted in late 2022 and early 2023, i.e., during 

the period of martial law in Ukraine.  The questionnaire was developed in accordance with the 

specifics of hotel operations under martial law, considering the peculiarities of different 

categories of hotels and the use of the revenue management system to improve performance.  

The study used two stages of research: during the first stage the 32 survey answers were 

conducted and during the second stage 12 respondents were interviewed with 8 statements. 

Data were collected by observing participants, reviewing company documents, and seeking 

input from key informants. 

 

RESULTS 

The use of a revenue management system is important to achieve effective hotel 

management and improve its performance. Digitalization processes used to optimize data 

processing affect efficiency at many levels, from individual to strategic, and are important for 

both enterprises and the economy as a whole. It is worth noting that revenue management, 

according to most authors, is a system of processes and practices aimed at achieving better 

results and increasing revenues and profitability (Ortega, 2016; Piga et al, 2021; Radwan, 

2017). The transformation of digital technologies into one of the most important resources of 

an enterprise has become possible due to the globalization of the information technology 

market. The need for information support for effective enterprise (process) management has 

always existed, but the possibility of virtually unlimited access to a large number of information 

sources and adequately fast filtering, systematization and analysis of the data obtained has 

emerged due to the emergence of modern software products and information networks. This 

leads to two conclusions: first, the globalization of markets for any other goods would be 

impossible without the processes that have already taken place in the information market; 

second, the level of use of information technology is a kind of indicator of the level of 

competition and globalization of a particular market. 



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The positive dynamics of recovery of key performance indicators of the revenue 

management in the conditions of crisis and uncertainty, as well as intensive integration 

processes taking place in the global hotel services market since the 80s of the twentieth century, 

indicate, on the one hand, a high level of economic attractiveness of the hospitality sector, and 

on the other hand, the growth of competition and the need to ensure sustainable development 

and strong competitive positions for the market players. The hotel industry in Ukraine is 

increasingly integrating into the international economic space, which, on the one hand, leads 

to an increase in the volume of services and supply in the market, and on the other hand, may 

lead to the takeover of national hotel companies by international chains. In today's 

environment, when the struggle for a guest is no longer between individual hotel companies or 

even between chain establishments, but between hotels of international operators, the problem 

of developing and implementing methods that will allow hotel companies to operate efficiently 

and maintain their competitive position has become particularly acute. 

The change in indicators during martial law shows positive dynamics in 2023 in three 

of the four regions studied as it is presented in Table 1. As shown in the table, since the 

beginning of the full-scale invasion, hotel performance indicators have almost been halved in 

Kyiv and Odesa, as these cities were regularly under missile attack and the threat of further 

military offensive remained. Lviv and Bukovel were considered safer regions and also became 

places of shelter for internally displaced people, so the performance remained approximately 

at the pre-war level and even improved. 

 

Table 1 

Key revenue management indicators of four regions in Ukraine about the YoY analysis 

during martial law  

Region Indicators 2021 2022 2023 2022 over 2021 Growth 2023 over 2022 Growth 

Kyiv ADR 1997 1936 2355 -3,1 21,6 

RevPar 1038 445 848 -57,1 90,4 

Occupancy % 52 23 36 -55,8 56,5 

Odesa ADR 2095 1362 2061 -35,0 51,3 

RevPar 964 341 536 -64,7 57,4 

Occupancy % 46 25 26 -45,7 4,0 

Bukovel ADR 1936 2354 3623 21,6 53,9 

RevPar 1162 1271 2101 9,4 65,3 

Occupancy % 60 54 58 -10,0 7,4 

Lviv ADR 2322 2540 2732 9,4 7,6 

RevPar 1138 1448 1421 27,2 -1,9 

Occupancy % 49 57 52 16,3 -8,8 

 

Complex transformation processes have a significant impact not only on the revenue of 

Ukrainian hotels, but also on their profitability. The decline in profits during the introduction 

of quarantine restrictions during the Covid19 pandemic was followed by slow growth after the 

end of the pandemic. However, since February 2022, the downward trend in profitability has 

continued. The operating profit in hotels and accommodation facilities fell from 25.5% in 2019 

to -28.5% in 2020, and then recovered to 16.6% in 2021 (Zagoruichyk, Savytskyi, Kopytsia & 

O'Callaghan, 2023).  



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The most promising is the approach, the starting points of which are as follows:  

 The new era of digitalization and digitalization requires a change in the strategies of 

management (Zubko, Hanechko, Trubei & Afanasyev, 2021). Thus, a hotel company 

should not be limited to setting profitability targets and monitoring their achievement. 

Instead, a comprehensive analysis of opportunities and active counteraction to crisis 

factors in setting prices, both on the basis of cost and in interaction with competitors in 

the direction of developing a common information and communication environment in 

the common economic space, should become a priority vector of this management 

system. After all, due to the specifics of the hotel services market (in particular, the 

significant dependence of demand on hard-to-predict natural, political and other 

factors), economic synergy can also be achieved through the development of 

partnerships between competitors (Boiko, Kulyk, Bondar, Romanchuk & Lositska, 

2023). 

 Hospitality enterprises in a globally competitive environment can be competitive if they 

use the latest organizational and management mechanisms that provide for targeted 

cooperation with enterprises of the national tourism industry, partners to obtain the 

expected marginal income from the provision of related services to expand the service 

range. Integration with partners in the development and implementation of a joint 

product implies a high level of coherence of missions, programs and actions of the 

system participants, their involvement, and therefore motivation. In addition, in the 

presence of chain hotels owned by multinational companies, it is important to take into 

account the transfer pricing policy and their impact on the national economy (Ivan & 

Ladar, 2017). 

 An important reserve for revenue growth of a hotel company is the transformation and 

differentiation of distribution channels for hotel services (including segmentation). 

There are several approaches to differentiating distribution channels in the hotel 

business. One of them is to identify the target market and guest preferences and select 

appropriate distribution channels based on the target audience (Kulyk, Boiko, Bosovska 

& Okhrimenko, 2023). Another approach is to consider channel costs, commission 

rates, and potential long-term partnerships. It is also important to implement a channel 

management system to optimize operations and manage business processes. Regular 

monitoring and analysis of channel performance to optimize efficiency is crucial. In 

addition, optimizing distribution channels involves choosing the most relevant and 

profitable channels for the hotel's target audience. Hotels should evaluate the 

effectiveness of each channel based on factors such as booking volume, revenue 

generated, and guest acquisition costs. By identifying the channels that deliver the best 

results, hotels can effectively allocate resources and marketing efforts. This will help 

to increase the level of involvement of consumers, as well as all employees of the 

partner hotel company in the process of providing / selling / booking services, as well 

as the interest of each participant in the effectiveness and efficiency of this process. 

 Hospitality enterprises, implementing the Revenue Management System in a high-risk 

and unstable external environment, should use social and ethical adaptation of strategy 

and tactics of market behavior to ensure sustainable development.  



Anatolii MAZARAKI, Mariia KULYK, Margaryta BOIKO, Myroslava BOSOVSKA, Nadiia 

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These practices will include: 

 Environmental initiatives: Implementation of environmentally friendly technologies 

and practices, such as reducing energy, water and waste consumption, using renewable 

energy sources and green technologies. 

 Social responsibility: Developing programs and initiatives to improve working 

conditions, support local communities and ensure social justice (Kulyk, Lipowski & 

Boiko, 2024). 

 Ethical stewardship: Developing ethical standards and governance practices aimed at 

maintaining high standards of business ethics and responsible behavior. 

 Cooperation with local communities: Development of programs and projects aimed at 

supporting local communities, developing local infrastructure and ensuring mutually 

beneficial relations with local partners. 

These practices contribute to the sustainable development of the hotel industry and 

increase its responsible behavior towards society and the environment.  

Hotels face several challenges in the social and ethical adaptation of their strategies. 

One of the main challenges is the costs associated with implementing such practices. Training 

employees, developing policies, and implementing sustainable practices takes time and money. 

Another problem is the lack of awareness and understanding of the importance of social and 

ethical responsibility among employees and hotel management.  

In addition, hotels may face resistance from stakeholders who favor short-term profits 

over long-term sustainability. Finally, measuring the impact of socially and ethically 

responsible behavior on a hotel's financial performance can be difficult, which may prevent 

some hotels from investing in such practices. However, despite these challenges, hotels can 

benefit from doing business in an ethical and responsible manner, as it can lead to increased 

employee morale, guest loyalty and long-term profitability. 

 

DISCUSSIONS/CONCLUSIONS 

Solving the problems of adaptation of hotels to work under martial law reveals the 

content of the elements of the concept of crisis management in hospitality management 

developed by us, the essence of which is revealed by the following definition: Anti-crisis 

management in hospitality management is a discrete process of applying forms, methods and 

procedures aimed at socio-economic recovery of financial and economic activities, on the one 

hand, and maximizing revenues and using innovative opportunities to improve business 

processes, provided that hotel enterprises have access to complete information about the market 

situation and make subsequent decisions based on it, on the other. Hotels facing problems 

during the crisis should adapt their revenue management strategies by focusing on such 

approaches. 

Thus, crisis management in hospitality management should be considered in at least 

three aspects. Firstly, as a concept that asserts the economic feasibility of using the tools of 

revenue management to optimize revenues in order to analyze and identify areas for 

diversification of activities during periods of low occupancy using market analytics tools. A 

customer relationship management (CRM) system and social media management tools play a 



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fundamental role in creating the conditions for the implementation of this concept to interact 

with guests and promote offers tailored to diversified distribution channels. 

Secondly, as a strategy aimed at using digital technologies and selecting tools, such as 

channel managers, rate management software and booking engine functions, to manage online 

distribution channels and optimize pricing strategies and attract customers and partners, as well 

as manage them and optimize their value in the long term based on the relevant corporate 

culture, including the development of philosophy, traditions, systems and quality standards for 

service provision. At the same time, the strategic goals of a hotel company include ensuring an 

optimal model of behavior in the market, which involves differentiating the range of services 

from competitors by selecting and developing unoccupied niches, and therefore minimizing 

conflicts and finding and expanding the number of points of partnership cooperation to better 

meet the needs of consumers. In today's digital world, it's becoming essential for any manager 

or entrepreneur to be well aware of the impact of digital marketing on consumer behavior 

(Kaur, 2023).  

Thirdly, as a methodology for coordinating and combining methods of pricing and 

managing the profitability of individual services throughout their life cycle using a set of 

modules united by a single business logic and integrated into the corporate information 

environment, as well as for coordinating actions with partners and competitors. 

The feasibility of introducing the concept of crisis management in the revenue 

management into the activities of hotel enterprises can be proved by considering the 

prerequisites (the state of development of the hotel services market and the peculiarities of 

demand determined by it, as well as possible sources of risk) according to the scheme used by 

us when considering the previous concepts. The presence of objective and subjective 

prerequisites for the implementation of the proposed concept in the Ukrainian hotel services 

market indicates its relevance 

 

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