Customer Strategy Consulting Services

There is no single required degree for strategy consulting. Many consultants hold bachelor’s or advanced degrees in business, marketing, economics, psychology, data analysis, or related fields. For customer strategy work, practical strengths in research design, interpreting qualitative and quantitative feedback, communicating recommendations, and understanding B2B decision-making are especially important. Relevant industry experience can be as valuable as a specific academic major.

Customer strategy consulting helps an organization understand customer expectations, behavior, and retention risk, then convert those findings into prioritized action. Engagements may include executive briefings, customer feedback program design, marketing research, retention analysis, and recommendations for key accounts or customer segments. The goal is not simply to collect opinions, but to create a reliable basis for decisions that improve relationships and business outcomes.

NPS® measures willingness to recommend, which can be useful as a broad sentiment indicator. The Business Retention Index is designed to assess whether a customer is likely to remain with a business. The Dunvegan Group’s proprietary metric draws on more than 25 years of research and is positioned to predict customer retention with 90%+ accuracy, helping teams identify risk before revenue erodes.

Yes. Executive Briefings combine leadership calibration, confidential customer dialogue, and Business Retention Index analysis to compare internal assumptions with customer intent. The result is a concise executive report that ranks priority actions and highlights high-value accounts showing meaningful renewal risk. This helps leadership direct attention toward the relationships where timely intervention may have the greatest business impact.

No. The Dunvegan Group works with large B2B corporations as well as smaller companies and start-ups. The appropriate scope depends on the organization’s customer base, strategic questions, and retention objectives. A smaller firm may need focused feedback from priority customers, while a larger organization may require a broader program that examines account segments, executive assumptions, and patterns across the customer lifecycle.

Employee experience can directly affect customer experience, continuity, and retention. Employee retention and engagement research identifies where leadership’s perception of workplace conditions differs from employees’ actual experience. Addressing those gaps can reduce avoidable turnover, protect institutional knowledge, and support the teams responsible for delivering customer value. It also gives leaders evidence for making more targeted people and operating decisions.

A useful feedback program should measure more than present satisfaction. It should capture the factors that influence future behavior, including customers’ priorities, unmet expectations, relationship health, and likelihood of continuing the relationship. The program should also define how findings are interpreted, shared, and acted upon. A predictive signal gives leaders more time to address concerns than a periodic satisfaction snapshot alone.

An executive briefing provides a focused view of where leadership perception aligns with, or differs from, actual customer intent. The Dunvegan Group combines leadership calibration, confidential customer dialogue, and Business Retention Index findings into an executive-ready report. Leaders receive ranked priorities that clarify which issues and accounts require attention, supporting practical discussions about ownership, resources, and next actions.