Customer Centricity in B2B Context: Exploring Triggers, Enablers, and Barriers to Strategy Formulation and Implementation

Abstract

Customer centricity is recognized for its potential to generate value for both organizations and their customers; however, its formulation and implementation in B2B settings remain complex. This study empirically examines the triggers, enablers, inhibitors, and conditions influencing customer centricity strategy formulation and implementation in B2B organizations. Employing a qualitative multiple case study approach, the research involved 22 in-depth interviews with senior managers, two focus group discussions, participation in customer centricity workshops, and interactions with three expert facilitators. Customer centricity strategy formulation enablers include departmental integration, employees’ perception of customer centricity, collaborative B2B customer relationships, supportive organizational culture, and strategic vision. Barriers were rooted in product-centric mindsets and rigid decision-making systems. Effective implementation relies on leadership support, employee empowerment, and customer voice heterogeneity, while challenges include lack of management commitment and department cohesion. This study contributes to understanding the complexities of customer centricity and provides actionable insights for B2B organizations seeking to adopt customer-focused strategies.