SERVICE-CHANNEL DIVERSIFICATION AS A TOOL FOR INCREASING THE RESILIENCE OF FAST-FOOD CHAIN ENTERPRISES IN THE REGIONAL MARKET

Abstract

The article examines service-channel diversification as a form of related development of network fast food enterprises operating in a regional market. The relevance of the study is determined by the combination of limited regional demand capacity, demographic contraction, high substitutability of chain operators' offers, and the persistent role of digital and off-premise ordering channels. The purpose of the study is to substantiate a management mechanism linking market diagnostics, the financial constraints of an enterprise, the design of an omnichannel service model, and the assessment of economic efficiency. The methodological framework combines comparative and financial-ratio analysis, competitive benchmarking, project modelling, DCF valuation, and scenario analysis, Using data for the Smolensk Region and BURGER RUS LLC, the study shows that when competitors are concentrated in the same traffic hubs, resilience depends not only on the product offer but also on service speed, execution quality throughout the customer journey, availability of pickup and delivery, digital interaction, and repeat-demand mechanisms. The scientific contribution is the interpretation of service-channel diversification as an integrated managed system with a three-level implementation logic: regional diagnostics, resource and financial feasibility screening, and pilot implementation supported by financial, customer, process, and control KPIs. The model-based assessment confirms the economic feasibility of the proposed solution in the baseline scenario, provided that implementation is phased and controlled.