Strategy22 Jan 2025Simon Druery

A Closer Look into CVP: Where Customers Drive Culture

Here's a powerful truth: Your customers are already driving your culture, and that's an opportunity many brands miss.

Think about it. Every interaction, every transaction, every fleeting moment of contact between your brand and your customers is shaping who you are. From the way your call centre brightens someone's day to how your website frustrates a potential sale, from brilliant social media responses to missed in-store opportunities - these countless touch points are writing your brand's story in real-time.

It's not your mission statement framed in the lobby or your values plastered on office walls. Those matter, but what really brings your brand to life is how customers experience and talk about you. The difference between success and failure often lies in this gap between what you say your offer is and what customers actually experience.

Your brand thrives in the success stories customers share with colleagues. It stumbles in the warnings they whisper to friends. It soars in moments of exceptional service and struggles when you miss the mark. These genuine, unscripted interactions - both positive and challenging - are the true architects of your brand culture.

And here's the exciting part: this happens every single day, creating countless opportunities to strengthen your brand. Every interaction is a chance to turn customers into advocates. The question isn't whether you can control this narrative — it's how well you're listening to and learning from it.

These customer experiences create something powerful; a living, breathing brand story. They spread through social networks, inspire buying decisions, and shape perceptions far beyond their original touchpoint. This isn't just about customer service anymore; it's about capturing the authentic essence of who you are as a brand - both the triumphs and the challenges that make you real.

Let me share a story that illustrates this perfectly.

How a bank let customers shape their digital experience 

Consider CommBank's digital transformation journey versus their competitors. Both had similar resources, comparable technology, and skilled teams. Yet CommBank's customer engagement through their app consistently outperformed others. By 2023, they had over 7 million digital customers actively using their services daily.

The difference? It's not in the product. It's not in technology. It's not even in the service, at least not in the traditional sense.

The secret? Customer culture in action.

CommBank did something that seems obvious in hindsight: they let their customers shape their digital experience. They noticed how their customers used their app, how they talked about banking, what features they used most. Then, instead of fighting these natural behaviours or trying to impose their own ideas, they adapted.

"Culture isn't what you declare," says Bernard Salt, leading Australian social commentator and business advisor, "it's what naturally emerges from the thousands of tiny interactions between your brand and your customers." — Bernard Salt, Australian demographer and social commentator (The Australian, 2021)

Part 1: The Three Pillars of customer-driven culture:
  1. Observation over declaration: CommBank's success wasn't built on focus groups or customer surveys. It came from watching, listening, and adapting to natural customer behaviours.
  2. Authenticity through adaptation: They didn't try to create a culture from scratch. They amplified what was already working naturally for their customers.
  3. Community over corporation: They understood that their most powerful asset wasn't their technology (although it's excellent) – it was their community of customers who felt genuine ownership of the brand experience.
The hard truth 

Most organisations get this backwards. They spend months in boardrooms crafting the perfect culture statement, only to find it doesn't match the reality of what their customers actually experience and value.

"Too many companies focus on crafting the perfect mission statement, values, and culture messaging in the boardroom, without truly understanding how their customers experience and engage with the brand in reality. This disconnect between intent and actual customer interaction is one of the biggest barriers to building a thriving, customer-centric organisation." — Charlene Li, Founder of Altimeter Group and Author of "The Disruption Mindset" (Li, 2018)

Part 2: The Listening Revolution

Let's talk about what real listening looks like in the age of endless customer feedback. Because here's the thing — most organisations are drowning in data but starving for insight.

Three methods for customer-driven success
1. Listen to the subtle signals

Most organisations only hear the shouting – the loud complaints, the glowing reviews, the viral social posts. But the real insights are in the quieter moments.

Case Study: Woolworths' evolution 

When Woolworths noticed a shift in how customers shopped during the inflation crisis, they didn't just launch another survey. Instead, they watched. They listened. They noticed customers gravitating toward their Own Brand products, comparing prices more carefully, seeking value in new ways.

The result? A complete transformation of their Everyday Rewards program and Own Brand range that didn't just address price points — it reshaped how customers felt about value shopping at Woolworths.

Key listening posts:

  • Informal customer conversations with front-line staff
  • Social media comments (not just mentions)
  • Customer workarounds and adaptations
  • Unasked questions in customer service

2. Build bridges, not barriers

"In an increasingly digital landscape, the companies that thrive will be those that find ways to create more human, personalised connections with their customers. It's not about abandoning technology, but about using it to enhance genuine interactions and relationships." – Maelle Gavet, former COO of Compass (Gavet, 2019).

The bridge-building toolkit:

  • Empower front-line staff to make customer-centric decisions
  • Remove unnecessary steps in customer processes
  • Create feedback loops that actually lead to change

Real-world example: Bunnings' trust 

Bunnings empowers every team member to solve customer problems on the spot. Their famous "lowest prices are just the beginning" promise isn't just marketing — it's backed by immediate price matching and problem-solving authority at every level.

3. Let your customers lead

Here's the truth: your customers understand your brand through their daily experiences. They're the ones living with your product or service every day.

The Telstra Case Study 

Consider how Telstra transformed their service model. Instead of telling customers how they should interact with them, they studied how people actually wanted to connect. This led to the development of their 24/7 app support and the transformation of their store network into solution centres rather than just sales points.

Let's get practical. Here's the implementation framework:
A. Observation phase
  • Track natural customer behaviours
  • Document unofficial customer solutions
  • Monitor social mentions and conversations
  • Analyse customer service patterns

The observation phase begins with deep, systematic monitoring of how customers naturally interact with your brand.

Take NAB's approach to understanding mobile banking patterns – they don't just track what features customers use, but how and when they use them. Coles applies similar principles in-store, using heat mapping to understand customer movement patterns. Meanwhile, CommBank gained valuable insights by noticing how customers were creatively using their app for budgeting in ways they hadn't anticipated.

B. Analysis phase
  • Identify recurring patterns
  • Spot gaps between official process and customer preference
  • Map customer-created solutions

This observation naturally flows into the analysis phase, where patterns begin to emerge.

Consider how Optus transformed their customer service by mapping recurring billing queries to identify systemic issues. This process reveals the gap between how organisations expect customers to behave and how they actually interact with services. It's about spotting the difference between the intended customer journey and the real one.

C. Action phase
  • Test customer-inspired solutions
  • Scale what works
  • Abandon what doesn't, regardless of internal preferences

The action phase is where insight meets implementation.

ANZ exemplifies this with their approach to mobile feature development — testing customer-inspired solutions in controlled environments before rolling them out more broadly. This isn't about rushing to implement every customer suggestion, but rather about thoughtfully testing and scaling solutions that demonstrably improve the customer experience.

Part 3: The mastery of customer connection

Real connection thrives on genuine dialogue and understanding. Consider how Qantas transformed their Frequent Flyer program by focusing on what members actually valued, not just what they thought members should value.

Create Meaningful Engagement

Clear communication always wins. Let's talk about how words either create connections or build barriers.

Traditional corporate speech often sounds like this: 

"We strive to deliver optimal solutions through innovative technology." 

"Our mission is to leverage cutting-edge platforms to enhance customer experience." 

"We facilitate seamless integration of revolutionary systems."

Sound familiar? These phrases might look impressive, but they create distance between you and your customers.

Now look at how real connection happens: 

"We're making banking simple. Here's how."

"Got a problem? We'll fix it today." 

"You asked, we listened. These changes are because of you."

The difference? The second set of examples:

  • Speaks to real people
  • Makes clear promises
  • Shows immediate value
  • Invites dialogue

Real Examples That Work: 

Instead of: "We're implementing enhanced customer service protocols." 

Say: "You can now get help in three clicks."

Instead of: "Our innovative solution optimises user experience." 

Say: "We've made it faster to find what you need."

Instead of: "We facilitate multichannel communication options." 

Say: "Call us, email us, message us - whatever works for you."

Here’s NAB's approach:
  • Direct, clear customer updates
  • Simple explainers for complex products
  • Real stories from real customers
  • Regular, meaningful check-ins
Taking action that matters — The Woolworths way:
  • Same-day response to feedback
  • Clear updates on changes
  • Regular community check-ins
  • Visible results from customer input
Here's an example of AMP's customer response:

During market volatility, AMP noticed customers seeking more guidance. They responded by creating a series of clear, actionable investment insights and proactive adviser check-ins - transforming uncertainty into understanding.

Showing impact. Here’s BHP's community approach:
  • Regular updates on local initiatives
  • Clear reporting on community investments
  • Visible response to local feedback
  • Celebration of shared successes
Measuring what matters. Look for these signals:
  • Unprompted customer recommendations
  • Engaged social media conversations
  • Customer stories shared naturally
  • Repeat engagement across channels
The Westpac example. Their customer feedback program goes beyond surveys to create genuine dialogue:
  • Regular customer forums
  • Branch manager community engagement
  • Local business roundtables
  • Customer advisory panels
Part 4: The advocacy blueprint

The best brand advocates emerge when customers feel they're truly part of your story.

Let's explore how Australia's leading brands turn satisfied customers into passionate advocates.

The Coles effect 

When Coles noticed customers checking their Flybuys points balance more often than their actual shopping list, they spotted an opportunity. They saw how parents were pooling family points for Christmas, how university students were sharing tips for maximising rewards on social media, and how neighbours were swapping bonus point offers.

Instead of just doubling down on discounts, they created connection points. They launched personalised bonus point offers based on shopping habits. They introduced family-pooling features after noticing households sharing cards. When customers started Facebook groups to trade points strategies, Coles built these insights into their app.

The result? A simple points system evolved into a social experience. Today, you'll find grandparents saving points for grandchildren's Christmas presents, community groups pooling rewards for local charities, and countless dinner table conversations about ‘getting your Flybuys worth.’

What started as a loyalty card became part of Australian shopping culture — not because Coles dictated it, but because they watched, learned, and amplified what customers were already naturally doing.

"When customers feel ownership of a brand's evolution, they become its strongest advocates," says Steven Cain, CEO of Coles Group.

Building a culture of advocacy — Here’s how organisations achieve this:

1. The foundation: 

Starting with your framework first, consider how Medibank approaches open dialogue. They bring members together regularly through health forums and welcome direct input on new services. This creates a natural flow of ideas and feedback, leading to genuine improvements that members actually want.

2. Innovation through partnership: 

Next, look at Commbank's approach to innovation. Their customer labs don't just gather feedback — they create true partnerships where business customers help shape new financial products. When these products launch, the contributors become part of the success story, creating natural advocates.

3. Community-led development: 

Finally, AGL shows us how community-led growth works in practice. Their Future Energy program brings customers into conversations about sustainability and service development. This involvement creates a sense of ownership that turns customers into authentic advocates.

Making it happen: Your advocacy program  — Here’s how your organisation can achieve this:

1. Create spaces for connection: 

Start by creating spaces where customers can genuinely contribute. This might be through digital platforms or in-person sessions, but the key is making it easy and worthwhile for customers to share their thoughts and ideas.

2. Celebrate success stories: 

Then, make customer success visible. Share stories that highlight how customers are using your products or services in innovative ways. This isn't about promotional content — it's about celebrating real achievements and inspiring others.

3. Grow together: 

Finally, develop meaningful ways for customers to grow with your brand. This could be through early access to new products, exclusive events, or behind-the-scenes experiences. The focus should be on creating value, not just rewards.

Part 5: The Way Forward — Creating lasting value 

Your Customer Value Proposition (CVP) isn't something created in a corporate boardroom — it's a living, breathing entity shaped by every customer interaction. Let's explore how to bring this understanding to life in your organisation.

The evolution of value

"The key to sustained success lies in continuously adapting to serve our customers' evolving needs," notes Matt Comyn, CEO of CommBank. This insight reflects what truly sets market leaders apart in today's landscape.

These organisations don't just listen — they act. They actively seek customer feedback, transform insights into meaningful change, empower their communities to contribute, and continuously evolve their approach based on what they learn.

The most successful brands understand that customer value isn't static. It shifts and grows as customer needs evolve. By staying attuned to these changes and responding with agility, market leaders create lasting connections that go beyond traditional customer relationships.

Bringing your Customer Value Proposition to life 

This is where Belong Creative, a corporate branding agency specialising in Customer Value Proposition development, becomes invaluable. We understand that true customer value isn't created through traditional market research alone - it's uncovered through deep understanding of customer behaviour, needs, and aspirations.

Our Approach:
  • Research-led brand strategy that aligns with business goals
  • Creative solutions that increase visibility and cut-through
  • Humanised brand messages that inspire action
  • Smooth, collaborative project experience

The Path Forward 

Creating a dynamic Customer Value Proposition requires expert guidance. Belong Creative's proven Magnetic Brand Builder™ process helps:

  • Uncover authentic customer insights
  • Develop compelling value propositions
  • Create engaging brand experiences
  • Measure and optimise results

Making It Happen 

As Rita Clifton CBE, former Chairman of Interbrand observes: "Success comes from creating a culture of listening and responding to customers, rather than simply broadcasting to them." (Marketing Week, 2017)

Ready to transform your Customer Value Proposition?

Here's how to begin:

  1. Book a discovery session with our team
  2. Explore our Magnetic Brand Builder™ process
  3. Start your journey to customer-led success

Your customers are already showing you who you are. The question is: are you ready to listen and evolve?

Let's start that journey together. Contact Belong Creative today for a conversation about your brand's future.

Article by Simon Druery

Simon Druery is Director and Brand Strategist at Belong Creative. What gets him jumping out of bed each day is helping business owners and marketers craft brands that people want to belong to. When he’s not working you can find him travelling Australia in the family caravan and enjoying a tawny port by the fire.