Experience Strategy Podcast Newsletter: How to Change a B2B Organization to be Customer Centric

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Companies with large sales forces are now building CX in an increasingly digital world: B-B selling today is less about personal relationships and more about value creation. As buyers evolve towards more digital interchanges they still want knowledgeable customer support to create the most value at each stage of the buyers’ journey. In this episode, we are joined by Kellie Glueck to hear how Kimberly-Clark Professional has adapted to customer and market changes to make CX a central aspect of its business-to-business model with customers.

Welcome to the Experience Strategy Podcast Newsletter! Like our popular and long-running Experience Strategy Podcast, this newsletter is dedicated to those who design, manage, and lead experience strategies for companies large and small. Our big purpose is to catalyze the growth of experience strategy by sharing the tools, techniques, and ideas that are used by the most impactful teams and companies.

In each newsletter you’ll find practical, actionable concepts, drawn from our most popular podcast episodes, that you can use to serve your customers, employees, and company.

In this week’s episode, we’re joined by Kellie Glueck, the driving force behind North America’s Customer Experience and Marketing team at Kimberly Clark Professional, a subsidiary of Kimberly-Clark that uses a direct distributor model to serve end users in professional segments with brands like Kleenex or Scott or Cottonelle. Tune in as we explore the strategies behind transforming a B2B organization into a customer-centric powerhouse.

Introduction

In business-to-business (B2B), the mission of an organization serves as both compass and catalyst, shaping operations and relationships with customers. Step into the world of Kellie Glueck where her mission is to make customer focus not just a tagline but a tangible reality. At the heart of Kellie’s mission lies the pursuit of customer-centricity–understanding the true needs and expectations of customers. Her mission at Kimberly Clark Professional (KCP) has led to the transformation of B2B practices to harmonize with the evolving landscape of value-driven customer interactions. As B2B dynamics are shifting towards value-driven customer interactions, KCP’s approach transcends boundaries, engaging distributors, end users, and decision-makers alike. KCP’s voyage of transformation is a testament that in the B2B world of possibilities, success comes from embracing and adapting to the intertwined aspirations of all stakeholders. As B2B evolves, Kellie’s beacon of wisdom illuminates the path toward forging enduring relationships built on trust, understanding, and mutual growth.

Adapting to Digitalization with Purpose

As technology continues to reshape industries, companies are compelled not only to adopt digital transformation but to do so with a strategic blend of technology and customer-centricity to remain relevant and competitive. Digital transformation isn’t just about adopting technological tools, but also about integrating them with a strategic purpose that enhances the customer experience. It’s imperative to embrace and adapt to digitalization strategically while preserving the human touch that has always defined exceptional customer experiences. As exemplified by KCP’s success, this dual approach not only enhances customer experiences but also fosters deep connections that transcend technology barriers, propelling businesses toward unmatched value creation and sustainable success.

Identifying B2B Customers

Within the intricate tapestry of the B2B landscape, the process of identifying and classifying customers takes on a multi-dimensional significance. In this episode, Kellie reveals the intricate layers within KCP’s B2B customer ecosystem. At the heart of this approach lies a nuanced understanding that extends beyond the traditional notion of customers. While in a business-to-consumer (B2C) context, customers might be narrowly defined as end-users, the B2B paradigm introduces a more complex interplay of stakeholders. KCP’s delineation of customers transcends the conventional scope, encompassing various strata: distributors, end-users, and decision-makers. This broader framework is fundamental in recognizing the intricate relationships that shape B2B transactions. Distributors, acting as intermediaries, bridge the gap between KCP’s offerings and the end-users. Understanding the role of distributors as pivotal conduits to reach the end-users underscores the need to cater to their needs and expectations as well. Furthermore, acknowledging decision-makers as integral customers within this ecosystem highlights the nuanced negotiation processes intrinsic to B2B interactions. By extending the definition beyond end-users and incorporating distributors and decision-makers, KCP exemplifies a strategic approach that takes into account the intricate web of relationships inherent in B2B engagements.

Unleashing Differentiation

In B2B interactions, differentiation is a cornerstone of success, and KCP has masterfully employed a multifaceted approach to distinguish itself in this competitive landscape. By meticulously cultivating its brands, KCP leverages the recognition and trust associated with brand names like Kleenex, Scott, and Cottonelle to not only convey quality but also to establish an emotional connection with its customers. Moreover, KCP’s commitment to innovation serves as a dynamic driver of differentiation. Through the introduction of novel products and solutions, KCP not only meets customer needs but also consistently surprises and delights, setting itself apart as a forward-thinking partner. Another pivotal facet of KCP’s differentiation strategy is its unwavering commitment to sustainability. In an era where environmental consciousness is integral to brand perception, KCP’s focus on sustainable practices and products resonates powerfully. By aligning itself with eco-friendly practices, KCP not only fulfills customer preferences but also positions itself as a responsible and forward looking business entity. Yet, the differentiation doesn’t stop at product attributes; it extends to expertise. KCP understands that it’s not merely about selling products but about providing comprehensive solutions that cater to the unique challenges and needs of its diverse clientele. Through the provision of specialized knowledge and support, KCP builds trust and positions itself as a reliable partner in driving customer success. Unleashing a differentiation strategy should be a holistic approach that not only attracts customers but also fosters enduring relationships built on time well spent, trust and shared values.

Forecasting Customer Needs

Forecasting customer needs in the ever-evolving landscape of B2B interactions is a strategic endeavor that requires a multi-dimensional approach, and KCP has honed a set of methodologies that exemplify the fusion of data-driven insights and intuitive customer understanding. One of the primary pillars of this approach is active listening. KCP acknowledges the importance of tuning in to the voice of the customer, capturing their feedback, concerns, and preferences. By meticulously analyzing customer interactions, feedback loops, and communication channels, KCP unveils valuable insights that provide a real-time pulse on customer sentiments. Buying patterns form another cornerstone of KCP’s predictive methodology. By closely scrutinizing historical data on purchasing behaviors, KCP deciphers trends, preferences, and patterns that help in forecasting future demands. This approach allows for KCP to anticipate customer needs with precision, ensuring that they can proactively align their offerings to fulfill those needs. However, KCP doesn’t limit its foresight solely to historical data; they also emphasize monitoring trends both within the B2B ecosystem and the larger business landscape. The interconnectedness of B2B and B2C behaviors in the digital age prompts KCP to constantly scan for emerging technologies, shifts in customer behaviors and market dynamics allowing KCP to stay ahead of the curve and respond promptly to changing demands. The convergence of these methodologies — active listening, data analysis, and trend monitoring allows KCP to create a comprehensive understanding of customer needs.

Hybrid Model Success

KCP’s triumph in the B2B world is intricately woven into the fabric of their hybrid model’s success – a dynamic blend of distributors and field sales teams. Kellie’s insights show how this strategic hybrid approach has become the backbone of KCP’s accomplishments. The hybrid model finely balances the proficiency of field sales teams and the strategic prowess of distributors, culminating in seamless customer engagement. Central to this accomplishment is the strategic orchestration that capitalizes on the expertise of both distributors and field sales teams. The field sales teams, equipped with profound product knowledge, foster invaluable personalized connections, serving as the bridge between KCP and distributors. This human-centric engagement bolsters the B2B experience, reinforcing the importance of empathy and understanding in the business landscape. In parallel, KCP’s reliance on distributors taps into their adeptness in distribution logistics and sales dynamics, enabling the optimization of resources and efficient market reach. The success of this hybrid model hinges on the fusion of these components, resulting in a comprehensive and adaptable approach to diverse customer scenarios.

CX Metrics

There is a balance between leading and lagging indicators that KCP employs to gauge customer experience (CX) performance and customer satisfaction. This approach serves as a compass guiding KCP’s relentless pursuit of delivering unparalleled value and engagement to their diverse customer base. Leading indicators encompass the proactive pulse-check of customer sentiment and engagement. KCP’s ongoing relationship surveys and engagement measurements stand as important examples, capturing the customer’s voice and allowing KCP to comprehend their evolving needs, preferences, and sentiments. These indicators provide the strategic foresight needed to proactively address issues and shape CX initiatives, demonstrating KCP’s commitment to anticipating and fulfilling customer expectations. Conversely, lagging indicators represent the aftermath of interactions, revealing the culmination of KCP’s efforts in customer satisfaction. Metrics like Net Promoter Scores (NPS), Customer Effort Scores (CES), and Customer Satisfaction (CSAT) offer a retrospective evaluation of the customer’s journey providing critical feedback on the effectiveness of KCP’s endeavors. By comparing and contrasting these lagging indicators with the leading indicators, KCP crafts a comprehensive narrative that bridges pre-engagement anticipation with post-engagement evaluation.

Navigating Convergence of B2B and B2C

Boundaries between B2B and B2C behaviors have been blurring, which affects how KCP approaches CX. Kellie shares how the digital world’s evolution and the amplification of online interactions due to the pandemic have instigated a transformative convergence between these traditionally distinct domains. This convergence prompted KCP to recalibrate its CX strategies, tailoring them to meet the evolving needs and expectations of both business clients and individual consumers. The once-clear distinction between B2B and B2C interactions is now increasingly fluid, reflecting the way customers engage with brands across sectors. The pandemic accelerated the trend, as digital access transcended the boundaries of business and personal contexts. KCP, attuned these seismic shifts, seamlessly navigating this convergence by redefining the channels of communication and engagement, uniting the essence of B2B value creation with the personalized touch inherent to B2C experience. By embracing this convergence, KCP has emerged as an innovative force, transcending traditional silos to form a cohesive CX strategy that bridges the gap between business stakeholders and individual end-users.

Fail Fast, Learn Faster

Kellie’s insight resonates as a beacon of wisdom for all CX leaders. The notion of Fail Fast, Learn Faster encapsulates a profound mindset that embodies the spirit of innovation and growth. This experimentation mindset is vital. In today’s world where customer expectations continually evolve and technology shapes new avenues, the ability to experiment becomes a strategic asset. Failures are not setbacks but mere stepping stones to success. Every failure carries invaluable lessons. It is both equally important and necessary to incorporate those lessons into ongoing strategies, making adjustments, and evolving with newfound knowledge. Her wisdom further extends into organizational culture, advocating for a culture of shared accountability. In this collaborative environment, the fear of failure dissipates, and the focus shifts towards collective growth.

Are you leading CX efforts in the B2B space? Tune in to “How to Change a B2B Organization to be Customer Centric” to learn the ways you can turn your B2B into a customer-centric powerhouse. Elevate your expertise and transform B2B experiences by staying ahead of the curve. Stay tuned for more from the Experience Strategy Newsletter.