Focusing on what has historically been done well, for example a product, in order to survive is like holding on to a life preserver in the middle of an ocean.
This is why more and more B2B or industrial malta phone number library SMEs are choosing to capitalise on their extensive customer knowledge by adopting a customer-centric approach (in parallel to production) to take advantage of it. In other words, they remain product experts but also experts in a specific type of customer in order to differentiate themselves.
Today, I will tell you about the 10 signs of SMEs that are betting on B2B Customer Experience as a differentiation strategy.
These are the signals that I help implement as an Industrial B2B Customer Experience Consultant , activating and accompanying the change process to implement B2B Customer Experience as a differentiation and even Marketing strategy.
In my opinion, they are these:
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Is the customer the scarcest resource in a B2B Industrial SME?
Today, probably not. However, talent, capital or a GOOD supplier can be and at least can share in the “historical reign” of the customer.
The methodological work of B2B Customer Experience for SMEs can also be developed to improve the experience of the employee himself and even for the good (I insist) supplier.
Therefore, in my opinion, we must stop seeing the customer as the only goal of business success or failure, and instead see it as a great lever for generating benefits for everyone.
How to do it? : Incorporating it into the value dynamics of a company, listening to it, co-creating with it, visiting with it, etc.
Your CEO is committed and leads by example.
Neither Marketing Director, nor CXO nor anyone else, the CEO is the main promoter and evangelist of the fact that the customer cannot be seen as "the one who buys from you" but rather as someone to be helped in many ways.
B2B/Industrial Customer Experience Implementation processes are processes of human change and require a very strong push from "top down" and at the beginning to "gain followers."
The CEO's Customer-Centric leadership and his/her perseverance on a day-to-day basis is essential for the organization to internalize it and understand that EVERYONE can do their job better with that focus.
Even though outsiders like me can help in the design and implementation of the strategy, the organization will always be observing the attitude of its leadership to understand if the effort is worth it and if this is here to stay.
CEOs who start a process knowing how to convey a need for urgency and transformation from the methodology and philosophy of B2B customer experiences for SMEs, are CEOs who understand that the best way to adapt the organization to change is by being closer to the customer.
For a CEO, investing today in a trade fair, a new machine, a new salesperson, etc. can be very attractive due to its great impact in the short term, but in the long term only the Vision and the Customer-Centric culture with its acquired capacity to adapt to change can trigger sustainable results.
