


The Wharton Executive Essentials series from Wharton School Press brings the ideas of the Wharton School’s thought leaders to you wherever you are.

Why the traditional models for determining the value of individual customers are flawed.How the ideas of brand equity and customer asset value help us understand what kinds of companies naturally lend themselves to the customer-centric model and which ones don’t.Why customer centricity is the new model for success in today’s data-driven environment.Using examples from Starbucks, Nordstrom, and more, Fader provides insights to help you understand:

In a new preface and afterword to Customer Centricity, Fader reflects on how the landscape has changed over nearly a decade since he first proposed that businesses radically rethink how they relate to customers. Fader advocates that in the world of customer centricity, there are good customers … and then there is pretty much everybody else. Starbucks is one of many companies that has successfully executed a pivot that puts the company in a customer-centric mindset, an approach that Wharton professor Peter Fader describes in Customer Centricity. Even companies that can seemingly do no wrong-like the coffeehouse giant Starbucks-have only recently started to figure this out. A powerful call to action, Customer Centricity upends some of our most fundamental beliefs about customer service, customer relationship management, and customer lifetime valueĭespite what the old adage says, the customer is not always right.
