All this sounds great but it doesn't happen by magic. Apart from a very powerful Customer Vision, we need to design and outsource (if we don't do it ourselves) a good B2B Customer Voice model that helps us obtain that differential value, that customer value that we must not forget, will be the one that finally validates our actions.
With this in mind, we must begin with the full strategic focus, especially focusing on: which market segments we prioritize and which we especially need to draw more grouped conclusions.
As in any logical process, the first step will be to el salvador leads define what objectives I am seeking and, above all, what information can be actionable in my strategic process. In other words, asking for the sake of asking or analyzing for the sake of analyzing is of no value.
Avoiding seeking opinions or questions that are too generic or open-ended and focusing your information objectives on data, on facts that have actually happened or are happening, will prevent you from having to make too many hypotheses with someone who, let's not forget, may be being too biased and condescending towards you.
What and when to measure in a Voice of the Customer model?
Obviously it will depend on the company, but without a doubt satisfaction, problems, evolution of the perception of my B2B brand , needs, competition, etc. will always be a “must”, but what is starting to become increasingly relevant is being able to draw conclusions about the business and the client’s day-to-day life with the idea of transferring the conclusions to your value proposition and to the conversations of the sales team’s visit to the client. These last two points are what we call “B2B empathy”.