Client’s confidence – ​resource for a modern company and its role in client-­oriented business model

The article is devoted to the development of a customer-­centric management model that transforms the perception of the client from a passive object into a strategic asset and a source of sustainable competitive advantage. The relevance of the study is dictated by the need for theoretical understanding and practical implementation of customer-­centric approaches that allow organizations to adapt to rapidly changing market demands, increase loyalty and maximize customer value. The authors critically comprehend traditional transactional approaches based on standardization and the principle of “client is always right,” which lead to a decrease in staff efficiency and an increase in the number of “toxic” consumers. As an alternative, a relational model is proposed based on the generation of “customer value,” operationalized through loyalty, engagement, recommendation readiness and consumer activism. Scientific novelty lies in the synthesis of theories of behavioral economics, psychology of motivation and management (Bass’s transformational leadership) to create a comprehensive customer-­centric model that takes into account the unique socio-­economic, technological and behavioral features of the modern stage of transformation of the Russian economy. The model assumes deep organizational changes: revising the role of the leader, introducing employee engagement systems through autonomy and purpose, and institutionalizing feedback using CEM (Customer Journey Mapping, VoC) tools. Particular attention is paid to adapting the model to the digital environment and working with the phenomenon of “introvert client” in the context of the digital economy. It is concluded that successful implementation of the model requires cultural adaptation and abandonment of universal solutions in favor of flexibility and a person-­centered approach. The development of the model takes into account the instability of the external environment. Of particular value is the fact that, unlike classical static models, the proposed model has the ability to quickly rebuild processes, value propositions and communication channels in response to macrosocial changes.

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