Page 54 - Impiantistica industriale

INNOVATION

In a recent survey by Bain & Company of 290 exe- create economic and strategic value for our busi-
cutives in B2B industries throughout 11 countries, ness? Do they simplify our daily operations (and my
68% of respondents said customers are less loyal own work life)? Can I trust them? Do I like working
than they used to be. with them? An easy, trustworthy partnership in B2B
markets can evoke personal feelings every bit as
Some B2B companies have reversed this trend strong as with consumer products and brands.
through intensive, CEO-led efforts to earn custo-
mers’ loyalty. While each organization has unique Most B2B companies have various offerings that
characteristics, they also share several common target quite different customer segments—say,
principles in their approach. equipment for a multinational agribusiness versus a
version designed for local bakeries. To understand
Identify what really delights the needs and behaviors of target segments, and
how well the firm meets the needs of each seg-
and annoys customers ment, it’s important to push past the simple avera-
ges of NPS, share of wallet or profitability.
A delighted customer? Some B2B executives
might think that’s impossible. But in fact, loyalty Regular feedback from customers provides the
leaders often find that they earn enthusiastic advo- raw material for uncovering the root causes behind
cacy for their service or for the company overall. customers’ attitudes toward the firm. Engaging
customers in ongoing dialogue allows employee
That’s because most B2B customers evaluate pro- teams to learn exactly which elements of the busi-
viders on a combination of several criteria: Do they ness most appeal to or annoy customers and thus

Figure 2: A large account me-
rits a map of the people that
matter

Figure 3: Documenting the
customer experience from
end to end pinpoints where to
solicit feedback

52 52 Impiantistica Italiana - Novembre-Dicembre 2020