Today, all companies claim to be customer oriented. But what exactly is the difference between a customer-oriented and a customer-centric company? What are the structural and cultural consequences of a customer-centric orientation for the entire company? Or more specific: Are processes in your company today already being developed and thought from the customer's point of view? What obstacles - such as internal security requirements or regulatory requirements - keep getting in the way? Do all employees already have a deep sense of their own responsibility to inspire customers every day? Customers want to have their needs and desires fulfilled - even in areas that have previously been perceived as relatively unemotional. Why then do most companies still just sell products and services?
It is the central challenge of sales to ask these questions and find individual answers. The transformational part of the solution is to change the mindset of each individual and consistently focus on the customer. Customers will become fans only if all employees put the customer at the center of their actions!
Only enthusiastic customers become real ambassadors and actively recommend a company. Mere customer satisfaction is not enough. However, to inspire customers at every touchpoint of their journey, transparency about the level of customer satisfaction and the level of willingness to promote the company is required at every touchpoint of their journey. Open and honest continuous measurement sets the focus on the central question in sales: how can the customer experience be improved every day and how can consequently customers be inspired and surprised even more?
However, many companies avoid this form of relentless transparency across the entire customer journey and the entire value chain. On the one hand, they shy away from the purely technical challenge, on the other hand because of the feared effects on employee motivation. Yet there are already mature methods available today, such as the Net Promoter Score (NPS) revealing not only potentials in sales, but also in delivery and service. Companies that consistently embrace such transparency and continuously improve customer experience at every touch point outperform the competition and sustainably increase their sales.
True holistic customer centricity requires a fundamental transformation of the company in all areas, especially outside of sales. In this journey, we cover cultural as well as structural aspects and jointly develop with our client a well-defined transformation approach.
A qualitative study in ccoperation with the CBS International School Mainz
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What distinguishes customer-centric companies? How can they successfully focus on their customers and thus be more successful than the competition? As part of the study, we developed a success model and the key success factors with leading CSOs.
What do customer-centric companies do differently and how do they succeed in rigorously focusing on the customer in order to be more successful in the long term?
We have answered this question in a study conducted together with the CBS International School in Mainz. The study is based on scientific findings and topic-related expertise. The development of the success model and the key success factors are based on the experience of leading CSOs, which we collected in interviews.
4C Study: "Success Factors of Customer Centricity"
What distinguishes customer-centric companies? How can they successfully focus on their customers and thus be more successful than the competition? As part of the study, we developed a success model and the key success factors with leading CSOs.
What do customer-centric companies do differently and how do they succeed in rigorously focusing on the customer in order to be more successful in the long term?
We have answered this question in a study conducted together with the CBS International School in Mainz. The study is based on scientific findings and topic-related expertise. The development of the success model and the key success factors are based on the experience of leading CSOs, which we collected in interviews.
Partner
Master of Engineering and Business Administration
Patrick Utsch always gets up in the morning to make things better every day. This is also how he understands his consulting approach. In doing so, he puts the customer in focus. He asks himself how processes can be aligned with customers in such a way that maximum added value is created for them. And how organisations have to adapt and handle necessary change as a result. He is driven by passion and positive thinking. He says, "it's always about people!". Only those who take people along on the business expedition and show genuine interest in them will be able to effect change.
Patrick combines more than 20 years of sales experience in various management roles in financial services and consumer goods with many years of consulting experience. His focus is on the development of sustainable and resilient business and sales models, holistic customer centricity of organization through digitalization and transformation, and overall sales excellence.
An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.
His focus is in business transformation, digitization, business development & growth as well as restructuring.
He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.
Partner
Master of Engineering and Business Administration
Patrick Utsch always gets up in the morning to make things better every day. This is also how he understands his consulting approach. In doing so, he puts the customer in focus. He asks himself how processes can be aligned with customers in such a way that maximum added value is created for them. And how organisations have to adapt and handle necessary change as a result. He is driven by passion and positive thinking. He says, "it's always about people!". Only those who take people along on the business expedition and show genuine interest in them will be able to effect change.
Patrick combines more than 20 years of sales experience in various management roles in financial services and consumer goods with many years of consulting experience. His focus is on the development of sustainable and resilient business and sales models, holistic customer centricity of organization through digitalization and transformation, and overall sales excellence.
An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.
His focus is in business transformation, digitization, business development & growth as well as restructuring.
He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.
