Abstract/Summary

In recent times, there has been a significant shift in what organisations do to sustain competitiveness and continue to be relevant in today’s business world. Organisations that have previously been fully focused on external influences affecting their industries - such as new market entrants, alternative products and services brand equity, and customers’ negotiating power - are now focusing these efforts on being more customer-centric; not just by gaining a deeper understanding of customers, and providing a better experience through tailoring products and services, but also by spending time creating a culture around the customer and satisfying their needs. This paper focuses on customer-centricity; and whilst it provides an insight into what being customer-centric potentially means, it also goes some way to help organisations observe customer-centricity from their own perspective, by exploring areas of good practice and how such practice can have a positive impact on the future of their business. It draws on evidence from both communities in the last few years to help provide a greater understanding of customer-centricity and to move towards theory that is currently lacking.