customer orientation

In this day and age, customer orientation is a matter of course. Even so, studies show that a company’s self-evaluation of its own customer orientation differs greatly from its customer’s perceptions. Many companies struggle to provide benefits relevant enough to their customers that they would play a regular or even significant role in their lives.

We approach these challenges by consistently taking the customer-centric perspective. We follow the principles of customer dominant logic and delve into depths well past the classic concepts of customer orientation.

Grafik: Reifegrade der Servicetransformation
Our consulting approach follows a consistent Customer Dominant Logic

Strategy development
based on
Customer Dominant Logic


According to customer dominant logic, customer orientation and a profound knowledge of the customer are critical pre-requisites for a company to succeed. This goes beyond simply achieving a high level of customer satisfaction. Customer-centric positioning combines the goal of increased customer integration with the expansion of the customer-provider relationship. This approach opens new avenues for growth and key levers with which to increase share of wallet.

As opposed to the classic customer orientation concepts, which focus on developing popular services for their customers, the emphasis lies on observing how consumers use existing services to achieve their individual goals. This allows a service provider to develop a value proposition that is actually valuable from the customer perspective.

Our consistently customer-centric consultancy approach can be summed up with the following five principles:

  • Demystifying the customer decision logic: We develop a comprehensive understanding of the mental drivers of consumer behavior and think in relevant customer processes. After all: customer value doesn’t start with the product or service itself, but with its use.
  • Understanding the customer’s environment and ecosystem: We dive into the customer’s world and total ecosystem. Only once we understand how customers use products and services in their daily and business lives, can we add value. This means, for example, that we expand upon the concept of customer experience and analyze the processes before and after interactions with the provider.
  • Identifying drivers of value generation: We record both the functional and the emotional experiences of the customer because often the invisible, “soft” factors that add value.
  • Increasing customer awareness through service offers: We develop offers with which the provider can become a bigger part of the customer’s world. Only by becoming a part of the value chain, can a provider add value to it.
  • Orienting the company holistically toward the customer: We guide companies through transformations of organizational structure, processes, systems and culture to become entirely customer-centric. The goal being, that one can measure the company’s success by the intensity and duration of its customer relationships.