{"id":112024,"date":"2022-05-20T15:20:41","date_gmt":"2022-05-20T15:20:41","guid":{"rendered":"https:\/\/staging.wingify.com\/blog\/building-customer-centric-cultures-with-data\/"},"modified":"2026-09-03T14:02:20","modified_gmt":"2026-09-03T08:32:20","slug":"building-customer-centric-cultures-with-data","status":"publish","type":"post","link":"https:\/\/wingify.com\/blog\/building-customer-centric-cultures-with-data\/","title":{"rendered":"Building Customer-Centric Cultures With Data"},"content":{"rendered":"

We invite you to also read our previous article in this series, Measuring Your Digital Impact<\/a>, or the series introduction<\/a>.<\/p>\n

This is the fifth part of our series on a data-driven approach to customer-centric marketing. We met with our partner <\/span><\/i>Sophie<\/i><\/b> D<\/i><\/b>\u2019Souza, Vice President of Optimization at Spiralyze<\/i><\/b>, and <\/span><\/i>R\u00e9mi Aubert, Co-CEO & Co-Founder of Wingify<\/i><\/b>, who talk about what a customer-centric culture really means, why it\u2019s so important for companies to foster one, the data that enables such a culture, and the challenges and benefits involved.<\/span><\/i><\/i><\/p>\n

 <\/p>\n

How would you define a customer-centric culture?<\/b><\/p>\n

In this data series, we\u2019ve discussed ways to use and analyze data, metrics, and experimentation to better understand your customers, meet their needs and forge emotional connections with them. All of these things contribute to the ultimate goal of building a customer-centric vision and culture for brands.<\/span><\/p>\n

But what defines a customer-centric culture<\/a>? For Sop<\/span>hie, \u201cBeing customer-centric means that the customer is at the nucleus of the business – the shared collection of values, expectations, practices, and decisions that guide and inform team members are centered around the customer and the needs of the customer. <\/span>And a big part of achieving that is ensuring data isn\u2019t siloed \u2013 it\u2019s not segmented to any one department like upper management or customer success; it permeates every aspect of the company; formal and informal systems, behaviors, business decisions and values all revolve around the customer.\u201d<\/span><\/p>\n

In R\u00e9mi\u2019s opinion, customer-centricity is also very much about \u201cPrioritizing customers above prospects in your day-to-day work. It\u2019s easiest when you\u2019re a small business, but it\u2019s vital to keep this spirit while you grow. Acquiring new customers is important, but we need to remember that our existing customers have already given us their trust. It\u2019s our job to repay them for that with positive experiences, or at least excellent customer support so we can maintain positive experiences and turn any negative experiences into positive ones to ensure we retain them.<\/span><\/p>\n

\u201cAbove all, being customer-centric means not being mercenary: it’s the foundation of organic growth, where word-of-mouth from satisfied customers spreads and turns prospects into new customers.”<\/span><\/p>\n

 <\/p>\n

Why is the democratization of data important?<\/b>
\n<\/b>
\n<\/span>\u201cData democratization is essential for building a customer-centric culture,\u201d explains Sophie. \u201cShared, accessible data that isn\u2019t siloed to any one department is the best way to gain customer knowledge. Equally important is a system for gathering, storing, interpreting, and acting upon this data whenever possible.\u201d<\/span><\/p>\n

\u201cConstant product and website experimentation has shed light on the value of feedback – both qualitative and quantitative – and proven its value for providing insights to the organization. Companies now understand the meaning of a data-driven culture, and the dissemination of these insights across the entire organization is what drives customer-centricity.\u201d<\/span><\/p>\n

R\u00e9mi notes that during the last ten years, the emphasis has been on collecting data. \u201cBut today, we\u2019re in a phase of interpreting data in order to act upon it \u2013 and this is a mature phase, we know the right KPIs to use to bring value; tomorrow, we\u2019ll be able to automate this data, but few organizations have attained that capability yet.\u201d<\/span><\/p>\n

 <\/p>\n

What types of data are needed to build a customer-centric culture?<\/b><\/p>\n

\u201cA customer-centric culture is a data-led business model, where both qualitative and quantitative data are essential \u2013 and experimentation plays a vital role,\u201d says Sophie. \u201cQuantitative data gives us brilliant direction. It\u2019s often dictated by product centricity – how customers are interacting with products, and the actions they\u2019re taking. Qualitative data, on the other hand, is dictated by customer needs. <\/span>Pairing them will provide tons of valuable information. You can gather this from many different sources:<\/span> engagement and community building (e.g., encouraging customers to leave reviews, asking questions on social channels, etc.).\u201d<\/span><\/p>\n

\u201cBut experimentation is a core part of this, allowing us to directly measure how individuals coming to our product or our website are interacting with us and what actions should accordingly be taken.\u201d<\/span><\/p>\n

R\u00e9mi agrees: \u201cEven if we understand the quantitative aspect or the qualitative aspect of our data, we won\u2019t be able to measure the impact of customer behavior if we\u2019re not able to change those behaviors. This is where testing and personalization come into play.<\/span><\/p>\n

\u201cIt\u2019s fine to identify issues, but if we can\u2019t propose solutions and measure their efficacy, we won\u2019t be able to adapt our culture of customer centricity to new needs. The complementarity between quantitative and qualitative data is essential. Quantitative data helps us identify problems, while qualitative data usually helps find solutions.\u201d<\/span><\/p>\n

Sophie\u2019s on board: \u201cExperimentation lets us put the customer first because we can test different solutions based on the problems we\u2019ve identified. So rather than rolling out an idea we\u2019ve deemed internally to be the best, experimentation lets the customer guide our actions, and in that way, we know we\u2019re responding to real needs.\u201d<\/span>
\n<\/span>\u00a0<\/span><\/p>\n

Are there problems associated with acquiring the necessary data?<\/b><\/p>\n

R\u00e9mi says the main problem is related to faulty data collection: “We sometimes see biased data due to incomplete data collection. Biased data is useless. Another issue we often see is that of overcollection: people collect far more data than they need, then find themselves lost in a data deluge that\u2019s impossible to analyze and from which they can\u2019t extract insights. The enemy of good data is too much data because you can\u2019t orchestrate it.\u201d<\/span><\/p>\n

\u201cWe\u2019ve learned that too much data equals clutter and distraction,\u201d says Sophie. \u201cThere\u2019s a lack of central systems in place that are efficient enough to process that much data and make it actionable. Designing systems to capture the information we need at scale and disseminate it while minimizing variance by individual interpretation is the objective for businesses today.\u201d<\/span><\/p>\n

 <\/p>\n

What are the challenges to achieving a customer-centric culture?<\/b><\/p>\n

R\u00e9mi tells a story about a client from a top-tier luxury jeweler. \u201cIt\u2019s very difficult for brands like that, which have strict graphic charts and editorial guidelines, to be customer-centric, as they have little flexibility for testing. These brands are very powerful: you can\u2019t make the slightest modification without validation by the entire brand team. So even if you know you can improve the customer journey or experience on the website, you can\u2019t implement any changes because brand policy prohibits it. The result? Even if you have data proving a given change will improve their customer satisfaction, brand \u2018integrity\u2019 won\u2019t allow it.\u201d<\/span><\/p>\n

Sophie sees a lot of progress being made, but certain barriers remain. \u201cTo be a data-driven organization, you need an open mind and an experimentation mindset, because a customer-centric culture is premised on innovation and constant change to meet customer needs. A big challenge today is that not everyone in a given organization has a data-driven mindset, although website and product experimentation and personalization are paving the way to its adoption.\u201d<\/span><\/p>\n

R\u00e9mi and Sophie agree that in a data-driven organization, people at every level are empowered to contribute, because it\u2019s data, not experience, that matters. A new hire can propose a test hypothesis just as valuable as one suggested by a CEO. This kind of democratization is happening at Hanna Andersson, a children\u2019s clothing manufacturer where all employees have a voice and are encouraged to submit test ideas. The best ones are acted upon, as in this<\/span> Wingify case study<\/span><\/a> where a small change in product image led to big impact.\u00a0\u00a0<\/span><\/p>\n

 <\/p>\n

How does a customer-centric culture benefit businesses\/brands?<\/b><\/p>\n

According to research by<\/span> Deloitte and Touche<\/span><\/a>, customer-centric businesses are 60% more profitable than their product-focused counterparts. Companies that put the customer at the center of their organization enjoy increased customer lifetime value and reduced churn.<\/span><\/p>\n

\u201cThere\u2019s a plethora of concrete benefits, including increased retention, customer loyalty, referrals\u2026 Operational efficiency is a major benefit, and it\u2019s fueled by experimentation. This means that we\u2019re not just guessing, but spending our time where it\u2019s most valuable: on meeting real customer needs.<\/span><\/p>\n

\u201cThen there\u2019s innovation. When we receive customer feedback, whether online or off, the products are iterated upon accordingly. It allows us to be more creative with solutions for customer problems rather than small iterations.\u201d<\/span><\/p>\n

R\u00e9mi adds that there\u2019s also an important internal benefit to being customer-centric. \u201cWhen your experiments have been successful and you\u2019ve increased customer satisfaction, your clients are happy and so are your teams. That boosts their confidence in the product they\u2019ve developed. It\u2019s very rewarding.\u201d<\/span><\/p>\n

Sophie enthusiastically agrees: \u201cIt rallies everyone around the customer. No matter what role you play in an organization, you can see the benefit of your work.\u201d<\/span><\/p>\n

 <\/p>\n

\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

We invite you to also read our previous article in this series, Measuring Your Digital Impact, or the series introduction. This is the fifth part of our series on a data-driven approach to customer-centric marketing. 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