Customer Service in B2B and B2B2C

I have yet to meet a company where customer service has few opportunities … or problems.

The customer at the centre – let’s go beyond words.

I have seen it in thirty years of professiona lexperience: customer service can really accelerate sales and generate repeated purchases, positive referrals and new customers. However, unsatisfactory service creates the exact opposite.

Excellent service – a perfect match of attitude and process

Attitude refers to the corporate culture and the attitude of employees to always offer the best possible service. Process includes the practical steps and procedures implemented to ensure this service in a stable manner. Increasingly, this is done digitally. Sustainable growth is not a matter of luck, but is based on a well-designed and practiced sales system.

Change happens anyway – harness the power of data and digitisation where it is needed and don’t forget the people.

The service strategy must align with the business strategy. Certainly, tactical and passive customer service offers short-term advantages, such as cost control and reduced complexity. The proactive approach, although considered more advantageous, is often procrastinated due to its complexity and the costs involved in managing various touchpoints.

Digitisation in B2B customer service, servitisation and after-sales management of the industry 4.0 / 5.0 type opens up great opportunities, but must be adopted step by step. In all this, it is crucial to ensure a uniform customer experience, whether on the phone, on the website, in e-commerce or via WhatsApp.

Preventive maintenance = downtime management

The truth is that a customer does not want to buy a spare part at all. In reality, the primary objective of B2B customers is the uninterrupted operation of a machine or production-system.

Preventive maintenance therefore means avoiding an unplanned outage, shifting an outage to a period of low utilisation and shortening an outage by ensuring that all resources are available to operate. Repairs must therefore be aimed at minimising interruptions. Exactly this must be the starting point for all efforts to maximise the availability of spare parts and reduce delivery times.

Examples what predictive maintenance includes: the advance planning of field-technicians, the drafting of customized service level agreements (SLAs), remote condition monitoring with automatic data transmission and analysis, the availability of the necessary technical documentation in real time to all, the creation of a control room with real-time data that optimises plant and asset management.

Sales and Operations: two sides of the same coin

In the technical B2B sector, customers want durable solutions for a large number of variants. Custom products and systems are distributed globally. When needed, the right spare part must be available  very quickly in an error free manner.

Some key elements that underpin excellent service:

• knowing how to identify critical parts in advance
• continuous optimisation of the warehouse and related processes: stock management, processing time and order-to-cash cycle
• using software solutions and digitisation for a seamless multi-channel approach
• managing prices and conditions in a coordinated and transparent manner
• create operational logistics tending towards 24/7 with self-service access for customers to their personal resources
• monitor and continuously improve performance
• synchronising sales and operations strategic decisions such as product-design, market launch and production cycles

Only by synchronising sales and operations can customer demands be met and competitiveness maintained. The use of business intelligence, control and reporting tools is a valuable support. The systematic use of performance indicators it facilitates the alignment of objectives and communication between departments, fostering more efficient collaboration and an ongoing commitment to excellence in customer satisfaction.

A good digital strategy transforms and optimises

Let’s start with an issue which should be obvious, but remains a widespread shortfall:

The quality of processes is directly linked to the quality of master data. A management system (ERP-CRM) only benefits if it uses well-maintained and accurately defined master data. The most typical dimensions of a good data-driven approach which enhances operational efficiency are:

1. completeness, accuracy, avoidance of duplicates, classification, absence of free text
2. implementation of processes for master data maintenance
3. mapping the product life cycle even in master data

This might seem like a simple task for a second line or IT specialists, but in reality it requires the full support of the top management combined with number- based measurements

“Silos” of non-integrated data may in some cases be beneficial at the individual or departmental level, but are generally “poisonous” to overall efficiency.

The choice of an ERP or CRM information system depends to a large extent on the specific needs and objectives of the organisation. Both systems offer valuable functions, but have different objectives. In many cases, it is necessary to integrate these systems in order to reap tangible benefits for the customers and the company.

I shortlist some dimensions of technologies, processes and content that positively affect B2B sales and service:

• Optimisation of order processing
• EDI for electronic data exchange
• Digitisation of S&OP processes
• Chatbots
• Workflow and document management
• Omnichannel platform linked to e-commerce functionalities
• Content Management
• The use of AI already becomes possible today if the data/documents are structured and of quality

Does interim management provide a solution?

It becomes possible to act in operations simultaneously on three levers: Processes, People and Organisation. Long practical experience leads to deep knowledge and specific skills that produce results.

There are numerous examples for “hands on” application fields:

optimisation of service processes, reduction of customer service costs, implementation of IT solutions, cross-selling and upselling, optimisation of CRM systems, creation of a control room, coordination of transformation and digitisation projects, adaptation of the spare parts warehouse, planning of warehouse expansions, creation of international project teams, relocation of locations and pricing.

In all cases, effective communication and connection between the sales and service teams and other departments, such as IT, HR, finance, and product management, is essential. New perspectives and impulses will enable the team to act promptly and effectively, maintaining operational momentum.

How to proceed

In my experience:

1. It is essential to focus on truly strategic initiatives, aligned with organisational maturity and available resources
2. The prevailing management style, the values of the company and the specific problems to be addressed must be taken into account. Without leadership commitment, it is not even worth starting
3. People in the organisation must be involved and supported in their autonomy, with a clear focus on objectives

My view of crucial aspects for this transformation or optimisation:

• Apply strategic and practical thinking at the same time
• At the beginning, define and resolve process errors and implement quick wins. Focus on sharply defined digital transformation initiatives, being clear about what is valued by the specific type of customer
• Optimise processes by eliminating waste and process errors by preparing an environment for continuous improvement and good data management
• Identify the right digital skills (tools – channels) applied to customer service
• Promote the ability to also analyse data and utilise acquired knowledge
• Be consistent and skilful in communication and using cross-functional and change management skills