NPS Blog

Webinar Q&A: How is Net Promoter system different for B2B companies?

Fred and Rob discussed the upcoming book in a July 20 webinar. In this and subsequent posts, they answer additional audience questions from the webinar question-and-answer session.

Q: How should business-to-business companies think differently about implementing the Net Promoter system? How might the costs and benefits differ from a business selling directly to consumers?

Business-to-business applications of the Net Promoter system require a slightly different approach. Yet some of the most successful Net Promoter companies are B2B companies.

In general, B2B companies face complicated decision-making/buying groups within a company. Several different people across the customer organization may be involved in the decision to purchase the products or services. Often, there are still others who need to implement or administer the contract. Finally, there may be a completely different population of customer organization employees who use the products and services. Gathering and acting on the feedback from these diverse constituencies can pose challenges. Moreover, the B2B company may face still more complexity in acting on feedback, since account management, product development, servicing and other customer-facing organizations may be only loosely coordinated.

Therefore, B2B Net Promoter systems must be highly tuned to the structure of each company’s customers and to their own organization.

Costs and benefits of a Net Promoter system for a B2B company should be the same as for B2C. Net Promoter feedback helps everyone in the organization identify opportunities to better serve customers and learn from their own decisions and actions. Done well, a good Net Promoter system will not only help prioritize important changes to products, pricing, service offerings and the delivery of these to customers, but also facilitate faster learning about how to meet and exceed the needs of customers. As a result, investments should be more focused, the amount of “recovery” or “clean-up” work should be significantly reduced, customer retention should increase and revenue growth should increase as a result of additional cross-selling.

Comments are closed.