Professional Documents
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According to Gallup, only 29% of B2B customers are engaged with the companies they do
business with.
Let that sink in. That means 71% of your customers are likely not committed to sticking
with your company or, even worse, are actively seeking to move their business elsewhere.
This problem is not new. Too many companies ignore the voice of the customer, blast
cookie-cutter emails to all the names in their marketing spreadsheets, and lack the right survey
and interview tools to gauge the health of their customer relationships.
Customers expect the companies they do business with to understand them as individuals
and connect with them in ways that are valuable. Doing this in the age of big data is more
complicated and competitive than ever, requiring a thoughtful approach. Companies need a
strategy focused on the future growth of the relationship as well as the bottom-line value for both
parties. They need ongoing, two-way interactions and a willingness to invest in listening, to get
personal, and to create a shared vision for success.
Strategic customer relationships require thoughtful interactions, which start with companies
asking themselves the right questions. These include:
You’ll find the basic answers to these questions in your data, but more insight will come
from the conversations you have with customers. Their answers will inform where you should
double down, whom you should target for which type of engagement, and where there may be
gaps in your approach.
With our clients, we’ve found that a 30-minute call — clearly defined as a strategy
discussion rather than a sales call — is a good place to begin gathering these answers. The
discussion should be focused on the client’s top strategic areas, whether those areas are related to
your business and offerings or not.
For example, at IBM, if we know a client is trying to advance their efforts with analytics,
we can connect them to our analytics work to help them build their expertise. This method can be
used by companies of all sizes in all industries. It’s about understanding what matters most to the
customer and providing a way for them to attain it, through either your company or your
connections. And it doesn’t necessarily need to be about something you sell.
At IBM, this focus on the customer and client engagement comes from all levels in the
organization. We build cross-functional teams focused on customer needs and have a defined
client engagement model, led by a senior leader, to ensure that all parts of the organization are
aligned around the customer’s goals. In many ways, the customer serves as a simplification
principle for helping us align around the right set of goals at the right time.