IMPROVING THE MANAGEMENT SYSTEM IN SERVICE ENTERPRISES

result of the service, but also the process, speed, reliability, communication style and problemsolvingcapability of the enterprise. For this reason, improvement of the management system inservice enterprises cannot be limited to formal restructuring or the introduction of isolated digitaltools. It requires a coherent managerial architecture that connects strategy, service quality, businessprocesses, human resources, customer experience, data-based decision-making and continuousimprovement. This article develops a practical conceptual model for improving the managementsystem in service enterprises, with particular relevance for economies where the service sector isexpanding and competition is increasingly shaped by quality, trust and responsiveness. The studyuses a qualitative analytical methodology based on a synthesis of modern management theory,service quality models, quality management principles, digital transformation literature andperformance management approaches. The proposed model consists of six interconnected blocks:strategic alignment, customer-centred service design, process standardization, employee capabilitydevelopment, digital and analytical support, and performance-based governance. The article arguesthat the main weakness of many service enterprises is not the absence of effort, but the absence ofan integrated system in which responsibilities, standards, indicators and feedback loops are clearlyconnected. The scientific novelty of the paper is the development of an integrated improvement framework that translates international management concepts into an applicable system for servicefirms. The practical significance lies in its use as a diagnostic and implementation tool for managers,entrepreneurs, consultants and researchers