Würth Modyf

Ongoing multi-country direction, focus on customer centricity and omnichannel

Starting point

Würth Modyf sells workwear within the Würth Group through a complex sales structure: field sales reps, key account managers, telesales, eCommerce, a customisation site, dedicated eCommerce portals, and physical stores. A solid brand with a strong product culture, but with two challenges: historically product-centric communication and a customer experience that was not always consistent across channels. 80% of revenue flows through key accounts, yet marketing and digital struggled to support them effectively.

How do you make a company truly customer-centric when it has grown by business unit, with seven channels and an excellent product that has always sold itself?

What we did together

The starting point was structured work on the customer's perspective: surveys, interviews, data. Buyer personas were mapped by role and channel, the real buyer journey was reconstructed, and alignment workshops were run across marketing, sales, and product. A customer focus index was introduced to track progress. On the commercial side, an Account Based Marketing programme was launched for key accounts, with tailored digital initiatives. On the omnichannel front, we reversed the department-based segmentation logic: CRM was rethought as a process, not software, and the buyer/sales journey was used to identify experience gaps across channels. On the post-sales side, marketing and sales reps began building content together: practical outfit advice, customer interviews distributed across Modyf's channels, and sales rep interviews to bring marketing closer to the field.

Frameworks, managed services and training involved

What changed

Buyer personas became a shared language across countries and teams. Content shifted from product-focused to use-context-focused. Post-sales became a full part of marketing. On key accounts, ABM drove three consecutive years of double-digit growth. More than any single result, the way of working changed: marketing and sales now speak the language of customers, not that of brochures.

Voices from the client

What makes this case interesting

Modyf shows that customer centricity is not an add-on, but a choice that reshapes segmentation, roles, and processes. It is the case that demonstrates how Sales & Marketing Alignment and Customer Centricity produce concrete results when they are embedded in structures, not just in messaging.