Conceptual foundations of service sector enterprise management strategy formation under decentralization

Анотація

The article examines the conceptual foundations for forming a strategy for managing service enterprises in the context of decentralization of power in Ukraine. The theoretical and philosophical genesis of strategic management is examined, in which strategy is understood as an adaptive position of the organization in a dynamic environment. The impact of the decentralization reform on the business conditions of service enterprises is analyzed, through the growth of financial autonomy of territorial communities. The methodological tools of strategic analysis (BCG, McKinsey matrices) and the peculiarities of their application in local markets are determined. Attention is paid to the specifics of service management under martial law and to the mechanisms of grant support for business. The study highlights that decentralization has become a powerful catalyst for structural changes in the management system. For service enterprises, it creates new business conditions through increased financial autonomy of communities and improved transparency of local authorities. The methodological toolkit for strategic analysis enables the systematization of strategic problems and the justification of alternative choices. Matrix methods such as BCG and McKinsey are adapted for use in decentralized markets. The competitiveness of service enterprises in local markets is a critical stage in strategy formation, involving both quantitative and qualitative assessment methods. Strategic management during the period of martial law requires a higher level of vision, permanent monitoring, and rapid response to changes in logistics and the security situation. The goal of management ensuring business resilience through anti-crisis measures and intellectual decision support based on mathematical models. The practical implementation of the strategy involves overcoming barriers such as financial instability and personnel shortages by investing in human capital and actively participating in municipal development programs. Keywords: management strategy, service sector, decentralization, territorial community, competitiveness, service management.

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