INTEGRATION OF DIGITAL AND COMMUNICATION TECHNOLOGIES INTO THE OPERATIONAL MANAGEMENT SYSTEM OF RESTAURANT ENTERPRISES

Abstract

The article substantiates the role of digital and communication technologies in the operational management system of restaurant businesses. The purpose is to develop a conceptual model of an integrated digital communication loop that connects operational data, managerial processing, and performance outcomes within a single management cycle. The methodological basis includes a systems approach, structural functional analysis of key operational processes, content analysis of academic and professional sources, logical generalization, and conceptual modeling. The study argues that many restaurants implement POS and related solutions in a fragmented manner, treating them mainly as recording tools. In practice, this fragmentation produces a chain of operational dysfunctions: delays in order processing, information transfer errors between service and production units, inaccurate inventory control, limited transparency of resource consumption, weak monitoring of staff workload, and reduced analytical support for managerial decisions. As a consequence, managers react to problems after they occur rather than using data to prevent deviations and stabilize workflows. The proposed model structures the integrated loop across three interrelated levels. The first level comprises digital and communication tools, including POS systems, inventory management modules, CRM solutions and online customer communication channels, as well as internal staff coordination instruments. The second level represents analytical processing and decision making, where operational signals are converted into indicators for monitoring, deviation control, planning, and rapid adjustment of routines. The third level reflects operational outcomes, such as shorter service time, higher staff coordination, more rational resource use, improved service quality, and greater process consistency. A feedback path is embedded to ensure continuous observation of key indicators and timely corrective actions. Practical value is provided through recommendations on functional integration of digital tools, standardization of internal communication procedures, and organization of KPI monitoring as part of daily operational control. These measures strengthen managerial coordination, reduce avoidable losses, and support stable performance in restaurant operations.