Features of assessing the strategic potential of the restaurant business organization in the transition to a process management model

Abstract

The current state of social and economic processes in Russian restaurant business is the result of several crises of 2019–2022. In the last five years a combination of macroeconomic factors, influencing the development of economic instability in the external environment of Russian restaurant business, was formed, which in turn affected the change in strategic management in this field. The transformation of the strategic management of restaurant business takes place in several directions, one of which is the transition to the process model of management and the formation, in this regard, of new systems of assessment of strategies of management, based on the balance score card. The goal of the study is formation of the methods of assessment of strategic potential, which are adapted to the process model of management and make it possible to create a relevant base for making strategic managerial decisions. The methods of the study are: comparative analysis, statistical analysis, indicative analysis, SWOT analysis, method of ranking score of organization competitiveness. The result of the study is the methods of assessment of strategic potential of the organization of restaurant business, which are adapted to the process model of management and make it possible to create a relevant base for making strategic managerial decisions. The authors draw a conclusion that the system of indicators of efficiency of the strategy of development of the organization of restaurant business in the conditions of the transition to the process model of management should comply with the new requirements imposed by the external environment characterized by a high degree of uncertainty.