When was the last time you stopped to ask directly what your customers think about your cooperation? And what would your own team say to an outsider? We combine customer experience, management vision and the day-to-day life of your team into one clear picture.
Management has a vision. The team has a daily routine. Customers have the truth . The three are rarely perfectly aligned, and it is almost impossible to tell the difference from the inside. From the outside, it’s easier.
Better results for companies that systematically listen to all three
McKinsey Growth Survey
Projects where we have put the model into practice
Voitto Group
“What are you aiming for, what are you investing in and what do you expect the customer to value? Management’s view is necessary, but it is always a hypothesis.”
The model links long-term objectives to day-to-day activities, so that strategy does not remain a plan but becomes measurable growth. It also reveals which management assumptions about customers are correct and which are not.
The management perspective covers future visions, market challenges and critical objectives. The model helps to define what needs to be done on a day-to-day basis to achieve the objectives set.
“Management believes that the competitive advantage is in the product. Customers choose the seller based on personality”
The team knows the smallest details and bottlenecks of customer work, but this information rarely reaches the management. We challenge it and translate it into suggestions for improvement.
At the same time, you can see where the process breaks down and what is preventing a good customer experience in everyday life. The suggestions work because they come from the people themselves.
The sales team knows why deals are being lost. They haven’t told management because no one has asked directly, or because the answer seems difficult.
“The team knows where everyday life really gets stuck. They don’t always tell management because it would feel like criticism.”
“The customer tells the outsider what they don’t tell their own salesperson. Sometimes to avoid an awkward conversation, most often because no one has asked.”
Customers have the biggest voice in the model. We do not assume their opinions, but listen to them as an external and impartial interviewer.
We ask directly what customers value and what they want more of. That information is used to build the policies, services and products that deliver value in real, not imagined, ways.
None of the six interviewees felt that their needs were identified before the offer was made. The good news: even your competitors are not doing it yet.
Cf. Gartner 2024: 43% of B2B customer churn occurs without complaint.
The three-perspective model is the core. In addition, we have an extensive toolbox for different areas, from strategy clarification to KPI structures and from customer models to internationalisation playbooks.
We always choose the tools that are right for your project, not the other way around. The same model won’t work for a listed company and a 20-person growth company, and the same tool won’t work for a strategy workshop and a customer experience overhaul.
The tools are born from the everyday life of listed companies and growth companies and refined for the needs of SMEs. Each has been tested in 200+ projects.
Tested models for vision clarification, Must-Win-Battles and strategy translation into everyday life.
Playbooks for solution selling and points of influence in the buying path, tools for the everyday life of the salesperson.
Models that elevate the relationship from supplier to strategic partnership, shared KPIs and a common playbook.
Localisation models and market export plans, from the Nordic countries to Europe and the Baltic States.
The three-level KPI structure (company, segment, team) and the rhythm of decision-making by the management team.
Discover, build, walk. The client can start lightly and deepen the project as needed, step by step.
The analysis and conclusions of each project are always personally drawn by one of our three founders. The same person is responsible for the results from start to finish.
Average sales growth for our customers
Voitto Group – 200+ projects
Average NPS growth for our customers
Voitto Group – customer data
Average productivity growth
Voitto Group – customer data
Target ROI for the investment
Voitto Group – customer data
