PROCESS-BASED MANAGEMENT OF THE CUSTOMER JOURNEY IN THE SYSTEM OF STRATEGIC DEVELOPMENT OF THE ENTERPRISE

DOI: 10.31673/2415-8089.2026.015608

Abstract

In the context of digital transformation, growing
market uncertainty, and increasing complexity of customer interactions, the customer journey is no
longer perceived as a purely descriptive marketing concept but is increasingly interpreted as a
strategically significant object of managerial influence. Contemporary enterprises operate within
nonlinear, omnichannel, and data-driven environments in which customer interactions are shaped by
algorithmic personalization, platform ecosystems, and dynamic social contexts. Under such
conditions, traditional linear models of customer journeys lose their explanatory and managerial
relevance, necessitating a process-oriented reinterpretation of customer journey management within
the system of strategic enterprise development.
This article addresses the relevance of conceptualizing the customer journey as a
multidimensional process system embedded in strategic management logic. Particular attention is
paid to the transformation of customer journeys from spontaneous sequences of interactions into
deliberately designed and managed architectures of value creation. The discussion focuses on the
process nature of customer journeys, emphasizing their dynamic, adaptive, and recursive character,
which requires cross-functional coordination of marketing, operational, analytical, and
technological processes. The article highlights the growing importance of seamless integration of
digital and physical touchpoints, as well as the strategic role of consistency, contextual sensitivity,
and personalization in shaping holistic customer experience architectures.
Special emphasis is placed on the value-oriented dimension of the customer journey, which positions it as a continuous process of consumer value formation rather than a set of isolated
transactional moments. The paper examines the managerial implications of balancing technological
efficiency with ethical, emotional, and perceptual aspects of customer experience, particularly in
environments characterized by intensive data usage and algorithmic decision-making. The customer
journey is discussed as an open and networked system influenced not only by firm-controlled
touchpoints but also by partner, social, and customer-generated interactions, which expands the
boundaries of managerial responsibility and strategic coordination.
The article also underscores the heightened relevance of process-based customer journey
management for enterprises operating under conditions of extreme uncertainty, including crisis
situations and post-crisis recovery contexts. In this regard, the customer journey is positioned as a
strategic mechanism for enhancing organizational adaptability, resilience, and long-term value
creation. By integrating process management principles with strategic development objectives, the
customer journey becomes a central element of contemporary enterprise management, enabling firms
to align customer experience design with sustainable competitive positioning in dynamic
environments.
Keywords: customer journey; process management; strategic development; customer experience;
value creation; omnichannel interaction.

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