OPTIMIZATION OF INTERNAL BUSINESS PROCESSES OF THE ENTERPRISE WHILE ENSURING CUSTOMER-ORIENTED BUSINESS IN THE CONSUMER MARKET

Abstract

It has been established that, under conditions of increasing dynamism in the consumer market, intensifying competition, accelerated changes in the structure of demand, and growing consumer requirements for the quality of service interaction, the optimization of an enterprise’s internal business processes acquires not only operational but also strategic significance. It has been proven that modern customer orientation should be considered through the coherence of all internal procedures, information flows, managerial decisions, and resource transformations aimed at creating, maintaining, and reproducing consumer value. It has been substantiated that internal business processes act as the hidden infrastructure of customer experience, while their inconsistency, excessive fragmentation, duplication of functions, information gaps, lengthy approval procedures, and insufficient integration between departments are directly transformed into a decline in service speed, deterioration in the quality of communication, loss of customer trust, and weakening of the enterprise’s competitive position.A theoretical and applied understanding of the optimization of internal business processes has been developed as a purposeful managerial influence that involves not the mechanical reduction of costs or simplification of individual operations, but the systemic restructuring of the internal architectonics of enterprise activity in accordance with the logic of creating value for the consumer. It has been established that the effectiveness of an individual business process cannot be assessed in isolation from its place in the overall chain of customer experience formation, since the local efficiency of a functional unit does not guarantee a positive final result in the absence of cross-functional coherence. The necessity of shifting from the traditional functional approach to a process-based vision of enterprise activity has been proven, whereby all structural elements of the business are regarded as interconnected links of a single cycle of creating, delivering, and maintaining consumer value. It has been substantiated that, under conditions of customer-oriented development, the key directions for optimizing an enterprise’s internal business processes include the elimination of operations that do not create value for the consumer. It has been established that customer-oriented optimization of internal business processes should be based on a combination of process-based, systemic, marketing, and digital approaches. It has been proven that it is precisely the integration of internal process performance and external customer value that enables an enterprise to respond more rapidly to changes in market conditions, increase the stability of repeat sales, strengthen consumer trust, and form sustainable competitive advantages in the consumer market.