IMPROVING THE MANAGEMENT SYSTEM IN SERVICE ENTERPRISES

Service enterprises operate in conditions where the customer directly evaluates not only the final result of the service, but also the process, speed, reliability, communication style and problem-solving capability of the enterprise. For this reason, improvement of the management system in service enterprises cannot be limited to formal restructuring or the introduction of isolated digital tools. It requires a coherent managerial architecture that connects strategy, service quality, business processes, human resources, customer experience, data-based decision-making and continuous improvement. This article develops a practical conceptual model for improving the management system in service enterprises, with particular relevance for economies where the service sector is expanding and competition is increasingly shaped by quality, trust and responsiveness. The study uses a qualitative analytical methodology based on a synthesis of modern management theory, service quality models, quality management principles, digital transformation literature and performance management approaches. The proposed model consists of six interconnected blocks: strategic alignment, customer-centred service design, process standardization, employee capability development, digital and analytical support, and performance-based governance. The article argues that the main weakness of many service enterprises is not the absence of effort, but the absence of an integrated system in which responsibilities, standards, indicators and feedback loops are clearly connected. The scientific novelty of the paper is the development of an integrated improvement framework that translates international management concepts into an applicable system for service firms. The practical significance lies in its use as a diagnostic and implementation tool for managers, entrepreneurs, consultants and researchers.