B2B sales traditionally have remained close to the margin when talking about customer experience models. During years the focus has been situated on consultative sales, existing in the market numerous methodologies oriented towards the improvement of B2B sales, tightening close to the business objectives of the customer.
But the way in which this sales process takes place from a customer standpoint and feelings involved during the process, had never been a priority for the service quality models. Obtaining customers feedback (Voice of Customer) is much more delicate for B2B than for massive clients. Generally the contacts volume is inferior, reason why obtaining a representative sample of ratings is always much more complicated, leading to the necessity of employing different techniques (focus groups, interviews, data analysis, etc.) to reach relevant conclusions about the experience perception in the case of corporate clients.
Despite these difficulties, improving the B2B customer experience is attracting more and more attention from the companies, having Clientship developed several projects for corporate banking entities and private companies and law firms, among others.
In many cases challenge lies more within change management than a strictly technical one, having to convince technical staff and of business development of these professional service enterprises about the importance not only of reaching business goals, or delivering the best products or the best advice, but being able to match the perception of the experience to that of products and services, from a rational and emotional point of view, has been excellent.
Boarding these initiatives requires most of the time reviewing service processes, building customer journeys bound to back office processes (service blueprints), and sharing with the customer a reflection about what elements of this customer journeys should be modified or adapted.
Often, re-segmentation initiatives take place as well, deeply reviewing what group of customers (or clusters) are the ones who are contributing the most value at this moment in time and, moreover, who fit the least with the business strategy of the enterprise on the long and midterm.