graduate student
employee
The article critically analyzes and distinguishes the categories of "customer orientation" and "customer-centricity" in the context of the transformation of modern management strategies due to digitalization and the transition to an economy of personalized experiences. It is proved that despite the frequent identification of these concepts as synonyms, they have fundamentally different essential nature: customer orientation is a set of tactical competencies at the operational, marketing and organizational levels aimed at meeting known customer needs and increasing loyalty. Customer-centricity acts as a strategic paradigm that rebuilds all business processes around value for the customer, including anticipating hidden needs. The study classifies approaches to defining categories, highlights their key elements, functions, and levels of implementation, and compares them by focus, client role, tools, and results. The evolutionary development is proved: from the customer orientation of the 1980s-2000s as a tool for meeting expectations to the client-centricity of the 2010s as a philosophy of long-term relationships. Differentiation is necessary for the formation of effective strategies in conditions of hypercompetition.
customer orientation, customer centricity, customer experience, management paradigm, business transformation, customer interaction, loyalty
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