The Customer as Strategy: When Business is Built on Relationships Have you ever wondered why there are brands we always return to, even when cheaper options exist? It's no coincidence. Behind these businesses lies a clear decision: to put the customer first. Not as a trendy slogan, but as a genuine way of managing the company, every single day. Being a customer-centric company means that all decisions—from the product itself to after-sales service—are made with the customer's experience in mind. A classic example is Disney. There, nothing is left to chance: even the placement of trash cans is based on studies of people's behavior. Every detail aims to make visitors feel comfortable, cared for, and happy.
Now, let's look at your business. How many of your recent decisions were made from the customer's perspective? Stepping outside and observing with empathy is a powerful exercise. Putting yourself in your customer's shoes and asking yourself what you would improve can make all the difference. When service quality is managed well, it ceases to be a cost and becomes a source of profitability.
Many entrepreneurs believe that providing great service is expensive. The truth is, what's costly is not providing it. A dissatisfied customer not only doesn't return, but they also tell their friends and acquaintances about their bad experience, and that does have a cost. Zappos, the shoe store, understood this very well: they allowed customers to return shoes up to a year after purchase. At first, it seemed crazy, but that decision made them famous and built a base of loyal customers who recommend the brand to this day.
The philosophy is clear: create special moments, give more than expected, and pay attention to the details. A thank you, a small extra, or personalized attention is worth more than you imagine. Even with small teams—or working alone—it can be achieved if there is intention and a method.
To apply this vision, it's helpful to think of customer management in three phases. First, acquisition, attracting customers with value and clear communication. Then, retention, nurturing the relationship with good service and follow-up. And finally, development, building loyalty, improving the offering, and generating recommendations. Spotify is a great example: it starts with free months, then personalizes the experience, and finally expands the relationship with family plans. This can be applied to any business. A bakery, for example, can offer weekly subscriptions, functional breads, or seasonal recipes. If it's also digitally active, it can add order lists, social media rewards, or valuable content through a blog. I recommend you easily start one at www.avisajes.com. A key point is understanding that not all customers are the same. Segmentation allows you to treat them differently based on their value and loyalty. Turn your most loyal and valuable customers into promoters. Strengthen the relationship with high-value but low-loyal customers. And serve low-value customers efficiently. This way, you make better use of your resources and improve the experience. All of this implies moving from transactional marketing to relationship marketing. It's not just about selling, but about building long-term trust. Amazon demonstrates this with guarantees, follow-up, and security. That's why many customers say, "I like how they treat me there." Ultimately, being customer-centric doesn't require huge investments. It requires intention, consistency, and perseverance. Design every detail of the process, train your team, automate repetitive tasks, and dedicate time to what matters most: people. Because, as the saying goes, your success lies in what you do for your customers when no one is watching.
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