Just 28% of UK consumers say brands understand their needs.  Only 24% say brands act on what they know. Customer-centric behaviours are the specific, observable things senior teams do that make customer evidence the starting point for commercial decisions – not the garnish on top. They separate organisations that talk about the customer from ones…

According to Forrester, less than 1 in 10 employees believe they work for a business where ‘customer obsession’ is their way of working. Conclusion: Most businesses claim customer centricity. Far fewer can produce the evidence. Which makes the diagnostic question: how would we actually know? The biggest indicators of a customer centric business are satisfaction,…

According to Forrester, less than 1 in 10 employees believe they work for a business where ‘customer obsession’ is their way of working. Conclusion: Most businesses claim customer centricity. Far fewer can produce the evidence. Which makes the diagnostic question: how would we actually know? The biggest indicators of a customer centric business are satisfaction,…

Just 33% of UK consumers say their brands offer excellent service. Only 24% say those brands act on what they know. The three pillars of customer centricity are customer development, retention and acquisition. Most frameworks define them as people, process and technology – but that describes how to organise, not how to grow. Customer centricity…

Just 28% of UK consumers say brands understand their needs.  Only 24% say brands act on what they know. The two phrases get used interchangeably across strategy decks, brand platforms and leadership memos. They shouldn’t. The difference between customer-focused and customer-centric is small in language and significant in strategy – and for teams planning the…

Just 28% of UK consumers say brands understand their needs.  Only 24% say brands act on what they know. Most businesses measure customer centricity the same way they measure the weather: by looking out of the window. A glance at the NPS number, a quarterly tracker that lands three months after the fact, the occasional…

Just 28% of UK consumers say brands understand their needs. Only 24% say brands act on what they know. Customer-centric transformations have a notoriously high failure rate. The usual reason isn’t intent – most organisations starting this work genuinely want to get it right. The reason is that transformations focus on the visible parts (brand…

Most businesses don’t have a customer-centricity problem. They have a customer-distance problem. They talk about customers constantly. They track purchases, clicks, complaints, NPS and churn. Then they make big decisions from a thin, lagging view of the people behind those numbers. The gap comes from distance, not intent. A customer-centric business doesn’t just know what…