Management and Marketing of High-Tech Process-Based Services

The relevance of this study is determined by fundamental shifts occurring in the modern economy: the sustained growth of the service sector’s share, increasing complexity in service structure and content, and the profound impact of digital technologies and platform-based solutions on the service industry. Under these conditions, high-tech service acquire particular significance, requiring a rethinking of traditional management approaches. The paper proposes a typology of high-tech services based on their delivery format: project-based service – one-off, with clearly defined timelines and outcomes and process-based service - recurring, characterized by dynamically evolving parameters of stakeholder interaction. The study focuses on processbased service as its research object, since their management faces the greatest challenges: ensuring consistent quality, adapting to changing customer requirements, and integrating technology with human capital. The paper justifies the applicability of C. Lovelock’s integrated service management model in combination with M. Hammer and J. Champy’s business process reengineering (BPR) concept for the systemic improvement of three core business processes: operations, marketing, and human resource management. These processes are analyzed as critical to ensuring service alignment with customer expectations and sustaining competitive advantage. Additionally, the study emphasizes knowledge management as a key factor driving sustainable growth and innovation in high-tech service management.