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The article analyzes the approaches of different authors to understanding the essence of the term "customer-oriented". Based on the McKinsey "7C" model, various aspects of the client-oriented approach are demonstrated. A substantial model of customer orientation is proposed on the example of ArcelorMittal Temirtau one of the most important plants in the Asian region for the largest steel company ArcelorMittal International. The model allows, on the one hand, to structure the orientation to the client, and on the other - to evaluate this competence in the company. The basic values of client-orientedness are determined. The main approaches of economists to understanding competences and allocation of key competencies are analyzed. The main new competences are proposed the strategic vision in the context of the modern development of the theory of relationship management. The client-oriented strategy of the company is formulated. The reasons and peculiarities of the renaissance of client-oriented behavior of firms in modern conditions of economic re-industrialization are investigated. Within the framework of the conducted research the client-orientation was evaluated, in the interests of achieving the leading positions in the target markets, using the example of ArcelorMittal Temirtau.
Keywords: client, customer, customer orientation, key customer management, key competencies.© This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.