Lead Consultant – Anirban Banerjee

Client: Mid-sized B2B industrial equipment company

The Challenge:

• Customer churn was rising and NPS had plateaued despite strong products and market share.
• Key accounts cited “ease of doing business” and service experience as reasons to switch to competitors.
• Customer centricity existed as a slogan but wasn’t translated into measurable behaviors, metrics, or capabilities.
• Functions operated in silos: sales managed relationships, service handled breakdowns, and back-office rarely interacted with customers.

The Solution – Customer Centricity Competence Model:
Built around four pillars:

1. Linking customer centricity to business outcomes
2. Mapping and managing the end-to-end customer journey
3. Structured customer listening (surveys, CSAT, qualitative interviews)
4. Solving major customer problems and driving continuous improvement

Key Interventions:

• Customer Journey Mapping: Identified expectations, pain points, and “moments of truth” at every stage, with clear ownership and success measures.
• Structured Listening: Replaced ad-hoc feedback with surveys, CSAT, and interviews to prioritize high-impact improvements.
• Big Problem Squads: Cross-functional teams addressed recurring issues, redesigned processes, and piloted solutions with measurable customer and financial impact.
• Continuous Improvement: Introduced customer experience dashboards alongside financial KPIs and encouraged regular small improvements and annual innovation projects.

Outcomes:

• Measurable improvement in NPS and share of wallet with key accounts.
• Reduced escalations to senior management.
• Leadership discussions shifted from “How did we perform?” to “Where is the customer winning or losing with us?”
• Established a culture of true customer centricity across the organization.

Discussion Questions:

• Could this model be adapted to your industry or business?
• Which stage of your customer journey might hide the biggest “silent pain”?
• How can governance and incentives make cross-functional teams accountable for customer experience, not just functional KPIs?