METHODOLOGICAL FOUNDATIONS OF MANAGING BUSINESS PROCESS DESIGN AND SERVICE QUALITY IN THE RESTAURANT BUSINESS

This article substantiates the methodological foundations of managing business process design and service quality in the restaurant business based on the process approach and service design tools. It argues that the effectiveness and sustainability of restaurant enterprises depend on the consistency, controllability, and adaptability of business processes shaping customer service interactions. Business process design is therefore interpreted as a continuous managerial activity integrated into the overall management system of a restaurant enterprise. The article systematizes theoretical approaches to business process management and service quality management with a focus on restaurant operations. Emphasis is placed on the process approach as a methodological basis for identifying and coordinating key business processes, enabling a shift from fragmented functional management to holistic management of value-creating service processes and creating conditions for standardization and continuous improvement. Service design and visualization tools applied in restaurant business process design are analyzed, including service blueprinting, process flowcharts, and value stream mapping. Their application supports the alignment of front-office and back-office activities, identification of critical service quality points, and reduction of operational variability, thereby increasing transparency of service processes and supporting managerial decision-making. A conceptual model for managing business process design in restaurant enterprises is proposed. The model integrates the process approach, service design tools, and a service quality management system into a unified continuous management cycle that includes business process identification, process design and visualization, formalization of service standards, monitoring and evaluation of service quality, and continuous process improvement. The practical significance of the study lies in the applicability of the proposed conceptual model as a methodological framework for organizing and improving business processes in restaurants of various formats. Future research may focus on empirical validation of the model, development of performance indicators, and exploration of digital tools supporting service design and quality management.