A global leader in packaging solutions — 77,000 employees, over 40 countries, US$23 billion in annual revenue. Serving some of the world's largest consumer goods, food, beverage, and pharmaceutical brands.
© 2025
Client #1
Client #1
The Situation
The client faced tough feedback across their portfolio: customers found them difficult to work with and saw a lack of agility and proactivity in their teams. They were perceived as missing a true understanding of customer needs—showing up as value inhibitors rather than value enablers.
The commercial impact was immediate: lower revenue, lost deals, fewer new sales opportunities, and slower growth.
The Mission
As part of the client’s intervention implementing a top-down strategy shift of making the whole organization more customer-centric, FIVIS was engaged to establish the important customer-centric mindset among employees, bottom-up.
FIVIS’s role was to help teams change old patterns of behavior of sub-consciuous product-, supplier-, self-centred approaches, and unleash new habits to think and act customer-first.
WHAT WE DID
We trained more than 350 employees across sales, marketing, R&D, customer service, and finance — each through a specially designed five-month programme. We embedded our customer-centricity model into the organisation, coaching individuals and teams on what customer-centricity meant in their specific role and what their customers needed to see from them.
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The Outcome
• Organisation-wide shift from talking about customer-centricity to practising it.
• Teams engaging customers with confidence, clarity, and a shared language.
• Stronger, more meaningful customer relationships.
• Teams engaging customers with confidence, clarity, and a shared language.
• Stronger, more meaningful customer relationships.
More profitable B2B relationships.
Measurable increase in sales and new business opportunities.
More customer-first collaboration, internally and externally.
