Upload
jose-martins
View
213
Download
1
Embed Size (px)
DESCRIPTION
Â
Citation preview
Gallup Business Journal: businessjournal.gallup.com
Creating Impact in B2B Relationships
Good products and service are just the starting point
by Ed O'Boyle and Craig Kamins
B2B companies
that narrowly
focus on product
and price are
doing the bare
minimum
required to
survive.
If you asked business-to-business (B2B) companies what they do, most would tell you that they
provide products and services to other companies -- and that doing this at the lowest possible
price is the key to success. This is true. Quality service and products at a reasonable price is a
basic component of operating a B2B company. But B2B organizations that see this as their only
function are gravely misguided -- and easily replaced.
Business-to-business companies that are narrowly focused on product
and price are doing the bare minimum required to survive. Yet Gallup
analysis shows that this approach is all too common -- the majority of
B2B companies operate this way.
If your company wants to move beyond price wars, you need to rethink
your mission and strategy. Being successful takes more than delivering
a product or a service; it requires helping your customers succeed by
improving their performance. The more your company can help your
customers thrive, the stronger your partnership becomes. B2B companies that fail to understand
how their products or services help their customers succeed lose two important competitive
advantages: the steadfast advantage of customer engagement and the lucrative advantage of
customer impact.
Creating customer engagement
Customer engagement goes beyond merely satisfying customers to provide an important
foundation for creating customer impact. Gallup defines engagement as an emotional connection
based on Confidence, Integrity, Pride, and Passion. Customer engagement is fundamental to
customer impact because it establishes an element of partnership, which requires a genuine
connection between your organization and its customers. (See graphic "How Engaged Are Your
Customers?")
The idea of engaging customers may seem
elementary, but few companies have mastered it
-- though the value of doing more than just
satisfying customers cannot be overstated. Fully
engaged customers deliver a 23% premium over
average customers in share of wallet,
profitability, revenue, and relationship growth.
1 de 6Página Creating Impact in B2B Relationshipse
07-12-2012http://businessjournal.gallup.com/content/153233/Creating-Impact-B2B-Relationship...
Success will come
from recognizing
the true business
of a B2B
company:
Simply put, if you aren't creating an emotional
connection with your customers, your
organization's sustainability and growth will
suffer.
A typical B2B company has an optimal
relationship with fewer than one in seven of its
customers. Gallup has conducted thousands of
interviews over the last few years with B2B
customers and has found that only 13% of B2B
customers are fully engaged. At one
professional services firm, for example, Gallup
tracked the customer engagement scores across
75 of the company's top accounts in Year 0
(baseline) then compared those scores to account growth in Year 1. We found that low
engagement scores were a prime indicator of future revenue decline:
• Of the accounts with high engagement scores (at or above 4 out of a possible high score
of 5), 21% of the accounts grew by 20% or more the next year, while 34% declined by 20%
or more.
• Of the accounts with low engagement scores (below 4 out of a possible high score of 5),
15% of the accounts grew by 20% or more the next year, while 60% declined by 20% or
more.
Customer engagement levels give you the clearest view into the status of your company's
accounts and are particularly efficient at identifying at-risk accounts. Given that most B2B
companies must deal with long and sometimes inconsistent purchasing cycles while balancing
multiple customer stakeholders, it could be easy to miss the warning signs that a customer
relationship is becoming unstable. Without a process for regularly monitoring customer
relationships, a company might not discover that it has a problem until a customer announces
that it is reducing its contract size or taking its business elsewhere.
Creating customer impact
Even when a B2B company's product is highly commoditized, the organization has a distinct
opportunity to establish a strategic advantage over its competitors by creating customer
engagement and driving customer impact. Gallup defines customer impact as providing a
meaningful change in a customer's business (or business processes) that significantly improves
the customer's bottom line. It means helping a customer be more successful by doing business
with your company than it could be by doing business with any other organization.
Creating impact requires providing a meaningful change in a customer's
productivity or profitability. Sometimes, that impact comes from
providing the customer with specific recommendations or other value-
added solutions that:
2 de 6Página Creating Impact in B2B Relationshipse
07-12-2012http://businessjournal.gallup.com/content/153233/Creating-Impact-B2B-Relationship...
creating an
impact.• allow the customer to use its products and services more
efficiently or effectively
• identify unseen product or service opportunities
• enhance the customer's standing in the marketplace and thus its potential for future growth
• have some broader effect on the customer's cost structure, perhaps through more effective
supply chain management, inventory control, or process improvement
Companies that employ this strategic approach can shift their customer relationships from "price"
to "advice." This requires a high level of expertise and in-depth knowledge of the organization
and the marketplace in which it operates. To obtain this level of trust, B2B companies must:
• know the customer's business
• bring the customer new ideas
• make those ideas work for the customer by tailoring them to the customer's marketplace
and workplace
This advice-based approach deepens a customer relationship. It also provides a "stickiness" that
is difficult to duplicate because it is often based on access that competitors won't have -- and it
more than offsets the value of any proposed reduction in price.
3 de 6Página Creating Impact in B2B Relationshipse
07-12-2012http://businessjournal.gallup.com/content/153233/Creating-Impact-B2B-Relationship...
Gallup recently analyzed the customer engagement and impact scores for the relationship
managers (RMs) at a financial services company. Based on our analysis of a survey
administered to the RMs' customer accounts, we found that customer engagement levels varied
by RM -- but customer impact scores were universally low.
This was a surprise to the RMs, and many of them said that customer impact, as Gallup defines
it, "wasn't really part of their job." From their perspective, their job was to sell and provide service
to their accounts. Their supervisors agreed, saying that as a company, they had never really
talked about their customers' business goals.
But within minutes of receiving this feedback, supervisors and RMs were talking about ways they
could learn more about their customers' business goals and how they could support them. This
discussion sparked an intellectual renaissance in the division. Within a week, the RMs were
sending emails to their Gallup team outlining the conversations they were having with their
customers, their reinvigorated relationships, and their optimistic plans for the future.
What leaders should do
Implementing a customer impact approach doesn't negate the importance of the functional
drivers of engagement, particularly quality, utility, service, and responsiveness. Those elements,
while essential, can be easily matched by your competition. To create impact, your organization
must satisfy those functional requirements; generate high levels of emotional engagement; and
produce tangible, positive, lucrative change for your customers.
If your organization wants to implement this approach, it's crucial to have a strategy to move
forward. First, you must articulate what makes your company different from your competitors and
reinforce that difference at every customer touchpoint. A lack of alignment costs time and energy
and undermines customer impact.
Second, your organization should immediately start a dialogue with your most important
customers. Ask them what their business goals are, then partner with them to find a way to solve
their problems and meet their needs. Next, follow up by creating business-level plans with your
account teams, building in accountability and performance metrics.
Developing and implementing a customer impact strategy takes real effort. It requires a new way
of thinking and working, and it starts with a substantial investment in discussion and research
internally and with key customers. It also requires your organization to revise its accountability
plans, its performance metrics, and its own idea of success. Ultimately, success will come from
recognizing the true business of a B2B company: It's more than selling a product -- it's creating
an impact.
Ed O'Boyle is Practice Leader, Marketplace, for Gallup.
Craig Kamins is a Senior Practice Consultant for Gallup.
4 de 6Página Creating Impact in B2B Relationshipse
07-12-2012http://businessjournal.gallup.com/content/153233/Creating-Impact-B2B-Relationship...
5 de 6Página Creating Impact in B2B Relationshipse
07-12-2012http://businessjournal.gallup.com/content/153233/Creating-Impact-B2B-Relationship...
RELEASE DATE: 27 March 2012
SOURCE: http://businessjournal.gallup.com
CONTACT: Gallup Business Journal
INFORMATION: Editorial and Executive Offices, 1251 Avenue of the Americas, Suite 2350, New York, NY 10020.
+1.888.274.5447
Copyright © 2012 Gallup, Inc. All rights reserved.
Gallup , A , Business Impact Analysis , CE , Clifton StrengthsFinder , the 34 Clifton StrengthsFinder theme names,
Customer Engagement Index , Drop Club , Emotional Economy , Employee Engagement Index , Employee Outlook
Index , Follow This Path , Gallup Brain , Gallup Consulting , Gallup Business Journal , Gallup Management Journal ,
GMJ , Gallup Press , Gallup Publishing , Gallup Tuesday Briefing , Gallup University , HumanSigma , I , L ,
PrincipalInsight , Q , SE , SF , SRI , Strengths Spotlight , Strengths-Based Selling , StrengthsCoach ,
StrengthsFinder , StrengthsQuest , TeacherInsight , The Gallup Path , The Gallup Poll®, and Wellbeing Finder™ are
trademarks of Gallup, Inc. All other trademarks are the property of their respective owners. These materials are provided
for noncommercial, personal use only. Reproduction prohibited without the express permission of Gallup, Inc.
® 8™ ™ 11® ®
™ ® ™ ™
™ ™ ® ® ™ ®
® ® ™ ® ® ® 10™ 3™
™ 12® 25™ 34® ® ™ ™ ™
® ™ ™ ®
6 de 6Página Creating Impact in B2B Relationshipse
07-12-2012http://businessjournal.gallup.com/content/153233/Creating-Impact-B2B-Relationship...