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Why do some B2B organizations command premium prices while others compete on price?
Many B2B organizations believe service excellence is primarily for retail, hospitality, and consumer-facing companies. Leaders and their teams are often inclined to focus on product specifications, technical capabilities, and price competitiveness.
But this creates a massive missed opportunity. What makes you stand out as a B2B organization is often not your product or your service. It’s the depth and quality of the relationships you form with clients, suppliers, and other entities your organization depends on.
A focus on building relationships can turn transactional interactions into genuine strategic partnerships. This shift creates opportunities for premium positioning even in commodity markets while building competitive advantages that go far beyond what technical skill alone can deliver.
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Below is an Autogenerated Transcript
Historically, when we thought about the word service, we would naturally think about restaurants, food and beverage, hospitality, maybe medical, transportation, airlines—all essentially business-to-consumer, you know, types of business where service is right there at the front line. But more and more, in fact, for our company, it’s been over the past 15 years that now the majority of our clients are actually coming from the industrial space.
So their large B2B manufacturing, supply chain, logistics, technology, hardware, software, back-end, large businesses where what it is that they have is a product or a core service to sell can be competed with by other companies who have very similar products. And so they’re starting to recognize that the actual client experience at every point of the client organization and every point of their organization, that the way these different people actually work with each other, those are all points of service. And so if one organization is in the industrial space, but also creates a better client experience, well, that’s exactly the kind of problem that we’re helping these B2B clients solve.
Now, the reason it’s working so well is that our principles, and you’ve seen them when I was with you, are actually like fundamental diagnostic analytic frameworks. And when you bring those to people who have a technical or an engineering or an analytic background, they grab it and say, “Okay, finally, somebody’s helped me understand this thing called service excellence, not like it’s warm and fuzzy, but like it’s about creating more value.” And what I’ve been missing and what we provide is the tools that help them look at the service that they’re providing as a service with different categories of value, so they can evaluate the quality of the experience they’re providing and then find ways to improve it. And I think any company in the industrial B2B space that doesn’t yet recognize that they are a service business, well, they’re going to catch up eventually if they’re still in business.
