Analyzing the potential of entrepreneurial activity in the recreational sphere of Greater Yalta

Abstract

Subject. The article investigates the potential of recreational business activity, which is understood as all financial, production, and entrepreneurial capabilities of enterprises in this area. Objectives. The purpose is to assess the recreational opportunities and provide recommendations, using the Greater Yalta case. Methods. The study employs methods of correlation and regression analysis, being the main tools for analyzing the activities of enterprises in the context of seasonality. Results. The paper shows that the reasons for the current state of recreational enterprises are the problem of seasonality. It establishes that these enterprises have a high level of capacity underutilization – about half of their production (54%), financial (53%), and more than a half of their entrepreneurial capacity (66%). To predict changes in the profits of enterprises, the paper identifies a number of measures for resource optimization. Conclusions. To improve the efficiency of recreational enterprises, it is necessary to find ways to optimize resources, in accordance with their business activity, or to increase the volume of activities during the off-season period. The obtained seasonality coefficients can be used in calculating the need for personnel, training, and determining the required minimum, which will be an object of investment in human capital (20%), as well as the minimum amount of all working capital.

Subregional Features of Entrepreneurship Development in the Recreational Sphere

“…Among the most signifi cant problems of using the recreational and tourist complex of Big Yalta can be called seasonality. In the region, more than 80 % of the enterprises of the complex have the opportunity to work all year round, almost all of them work seasonally, from May to October, which signifi cantly reduces the return on the work of recreational enterprises [9][10][11][12].…”

“…To improve the fi nancial condition of enterprises in the short term, an approach is needed that takes into account seasonal fl uctuations, the presence of which, in turn, leads to underutilization and underutilization of fi xed assets, labor and fi nancial resources. Such accounting for seasonality will allow more effi cient use of fi xed assets of the company and working capital of the enterprise, and also makes it possible to create a more effi cient management system, increase sales, optimize accounts receivable and accounts payable [7][8][9].…”

“…So, the sub-region occupies only 1.1 % of the area of the peninsula, but has more than 20 % of the total number of health resorts in Crimea, incl. 44 % of sanatoriums, 28 % of hotels, 25 % of holiday homes (26,2 % of accommodations) [9].…”

“…A. [8][9][10][11][12].In the works of the authors, the problems of staffi ng, fi nancial resources, evaluation of the effectiveness of the management mechanism and the economic potential of enterprises are investigated. All of the above studies point to one of the main problems of seasonality in the functioning of the tourism industry.…”