There has been an extreme shift in retail strategy evolution, going from focusing on integration of channels to concentrating on value creation around customers. Seamless integration of all digital and physical channels has become insufficient in retaining customers with long-lasting loyalty. In this paper, I advocate for the frame of Channel Agnostic, Customer Centric (CACC) retailing, in which the channel becomes inconsequential, and the aim becomes the customer experience, customer experience personalisation, and value alignment. Using an exploratory sequential mixed-methods design, I employed qualitative interviews with customers and retail executives to conceptualise and identify key determinants and drivers of CACC in the first part. In the second part, I employed a survey to test constructs of personalisation, experiential consistency, value alignment, frictionless utility and retained loyalty, which I quantified and examined through structural equation modelling. I found that the channel-agnostic perception serves to mediate the effect of CACC drivers on emotional, behavioural, and advocacy loyalty. While the empirical contribution of the paper is the introduction of a validated scale for channel agnosticism, the theoretical contribution is the transition of the customer-centric paradigm to include channel agnosticism. For managers, the study shifts the focus of CACC and the accompanying KPIs to customer lifetime value. The key lesson from the study is that customer loyalty is driven not by omnichannel integration, but by hyper-personalised, value-based experiences