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Abstract
<jats:p>The article provides a comprehensive analysis of the food and beverage (F&B) service organization in the United States hospitality industry and evaluates the prospects of adapting these practices for Ukrainian hotel and restaurant business. The research is grounded in the necessary of integrating the Ukrainian hospitality sector into the global market, especially under the critical challenges posed by the ongoing war, which demand increased business resilience and service modernization. The study fills a gap in existing literature by specifically comparing international catering models and proposing practical implementation steps for the domestic market. A significant portion of the research is dedicated to a comparative analysis of global F&B management styles. This includes the French model, characterized by the strict Escoffier hierarchy and gastronomic rituals; the Japanese "omotenashi" philosophy, which focuses on anticipating guest needs; the British club-like system rooted in tradition; and the Mediterranean approach, where hospitality is viewed as an emotional lifestyle. In contrast, the American model is highlighted for its strict process regulation, heavy reliance on digitalization, and proactive customer interaction. The author examines specific tools used by leading American chains such as "The Ritz-Carlton" and "Four Seasons." These include standardized greeting protocols, the "three-minute menu presentation" rule, and the use of detailed linguistic scripts to eliminate staff incompetence. The article suggests that implementing these communication standards in Ukrainian premium hotels, such as “Fairmont Grand Hotel Kyiv” or “Premier Palace Hotel”, is essential for maintaining professional distance and ensuring guest satisfaction. Furthermore, the research explores the role of digitalization in American catering, citing Hilton’s "Digital Key" and "Hilton Honors" app as benchmarks for minimizing waiting times and streamlining orders. For the Ukrainian context, the author recommends adapting operational models to include extended room service hours (from 7:00 to 23:00) and developing specialized "long-stay" packages for internally displaced persons (IDPs), which aligns with the current socioeconomic realities of the country. Special attention is paid to sustainability and resource management. The article discusses the "zero waste" philosophy practiced by American establishments like "Harbor House Inn" and Marriott’s "Serve 360" program. The author advocates for Ukrainian hotels to replace plastic with biodegradable packaging made from corn starch or coffee grounds – a move that is particularly practical during infrastructure disruptions. Additionally, the study emphasizes energy and water-saving technologies, such as LED lighting, water recycling systems, and automatic sensors, which are vital for the survival of large facilities like "Kharkiv Palace" during energy blackouts. The study also introduces the concept of social teambuilding through volunteering. It suggests that initiatives like providing free meals for IDPs, as recommended for the "!FEST" hotel in Lviv, can enhance corporate reputation and foster collective unity during crises. The article concludes that a systematic adaptation of these American F&B management tools will allow Ukrainian hotels to optimize costs, establish a resilient service infrastructure, and align with global sustainable development trends.</jats:p>