Disruption min bare …

Når man har været i erhvervslivet nogle få år, så ved man at der popper trendsættende ord som alle skal synes om, have en mening om, og som Lemminger forfølge. Lige nu er ordet disruption.

Ordet er i sig selv fint, og nogle få skaber virkelig reel disruption. Der hvor min kæde hopper af, er når man bruger det som synonym for det som reelt blot er almindelig forretningsudvikling. Vi skal disrupte os selv, vores organisationer, produkt og serviceydelser, ja godaw do!

Alt lave disruption i en eksisterende organisation, branche eller bare på et enkelt produkt kræver mere end blot at være lidt småkreativ, det kræver at man skal ”kill your darlings” som i alle af dem. Det er nok de færreste bestyrelser og ledelser som reelt har modet, evnen og opbakningen til at føre den konsekvens helt ud i livet, og ofte er det nok efter devisen, vi ved hvad vi har, og vi ved ikke hvad vi får.

Sagen er, at hele brancher kan blive påført disruption af blot 1,2 eller 3 mennesker som intet har at tabe ved at være kreative og vende ting 180 grader. Dem som kun kan vinde, når alle andre taber, Det er dem som skaber deres egen lille Blue Ocean strategi, og som er totalt ligeglade med konsekvenserne hele vejen igennem processen. Man kalder dem ofte for iværksættere.

Min påstand er derfor at eksisterende virksomheder som eksisterende og etableret entiteter ikke er i stand til at være disruptive i ordets oprindelige betydning, men som nok bare er en smule mere smarte end konkurrenterne. Stadigvæk, så er det ikke disruption.

Desuden er disruption ofte et ”lucky punch” som skabes af mennesker med en entreprenør i maven, og ikke af en funktionær, uanset hvor veluddannet personen så måtte være. Sulten til at skabe noget unikt på egne premisser, koste hvad det koste vil, er et af drivmidlerne i denne udviklingsfase.De virksomheder der selvstændigt kan oprette eksterne og reelt uafhængige virksomheder der har til målsætning at disrupte deres engen industri eller produktområder, uden hensyntagen til egne eksisterende interesser, er måske dem som kan skabe noget nyt og disrupt.

Det kræver bare at de gamle interesser ikke for lov til at overtage, og i realiteternes verden er det kun få forundt at forsøge.

Jeg vil godt udfordre dig til at komme med bare 1 eksempel på at en eksisterende og veletableret virksomhed har skabt reel disruption.

Nyttig statistik når du bygger en ny hjemmeside eller webshop

Tænk over hvem du laver din nye hjemmeside eller webshop til.

Når du overvejer en ny hjemmeside eller webshop, så bør du tænke på dine kommende besøgende, inden du beslutter dig for et design. Hvem er dine brugere, og fra hvilke hardware enheder kan man tænke sig at de benytter, når de kommer ind på din hjemmeside eller webshop.

Er dine kunder med på beatet og har det nyeste og bedste udstyr, eller sidder de på gammelt hardware og software? Kan du besvare det, så kan du allere tage højde for designet af din nye hjemmeside eller webshop, så du skaber de bedste rammer og oplevelser på din side.

Web browser top 10

1 Chrome 53 28.40%
2 Safari 10 8.21%
3 Chrome 54 7.20%
4 Firefox 49 6.20%
5 Safari 9 5.36%
6 IE 11 4.81%
7 Chrome 51 2.86%
8 Chrome 52 2.76%
9 Chrome 49 2.56%
10 Chrome 44 2.13%

Skærmopløsning top 10

1 640×360 18.02%
2 1366×768 15.66%
3 1024×768 8.84%
4 1920×1080 7.18%
5 667×375 4.97%
6 568×320 4.37%
7 1280×800 3.76%
8 1600×900 3.10%
9 1440×900 3.06%
10 534×320 2.90%

 

Hvorfor skal vi gå fra http til https

Så er der igen forandringer på vej til dig som ejer og driver en hjemmeside eller webshop, og igen er det Google som viser/tvinger vejen for teknologiforandringerne.

I den kommende tid skal du overveje om det ikke er en god ide at skifte din nuværende internet adresse fra http til https.

Adressen der sådan her ud for de fleste

Gammel adresse

http://www.dinurl.dk

Sådan vil din nye adresse se ud efter implementeringen af dit nye SSL certifikat.

Ny adresse

https://www.dinurl.dk

SSl og få https på din hjemmesideGrøn hængelås viser dine besøgende at de benytter SSL og https.

SSL betyder Secure Socket Layer. SSL er en netværksprotokol, som laver godkendelse og krypteret kommunikationen imellem dine brugere og din hjemmeside eller webshop. Sagt populært, så er brugeren mere sikker på hvem du (hjemmesiden eller webshoppen) er, og de interaktioner som sker imellem din hjemmeside eller webshop og brugeren er langt mere vanskelig at ”aflytte” for en hacker. Det ligner en virkelig lille ting, men det er det på ingen måde.

Hvorfor gør Google nu det, og svaret er nok, at Google ønsker at kunne sikre brugerne den bedst mulige oplevelse når de leverer deres søgeresultater til brugeren. Det er jo et godt og fromt ønske, og selv om det ligner en lille og ubetydelig ting, så kan det have stor indflydelse på din tidligere opnået SEO rangering, og derfor skal du tænke dig godt om inden du går i sving med opgaven.

Din søgemaskineoptimering og rangering bliver nemlig påvirket når du skifter fra HTTP til HTTPS. Hvis man skal prøve at beskrive det med almindelige ord, så svare det til at du stadig har din gamle fysiske adresse, men at du lige skifter postnummer. Du bor måske stadig på ”Industrivej” men har lige flytte den fra Roskilde til Vejle, som sikkert også har en vej der hedder Industrivej. Derfor er det ikke en lille udetydelig ting med et https link.

Det er vigtigt at bibeholde den SEO effekt du har opnået igennem tiden når du rykker over til https. Det er reelt ikke et spørgsmål om du skal flytte, det skal du, men hvornår og hvordan du gør  er en anden sag.

Vi bliver selv nød til at flytte vores hjemmeside over til en https løsning.  De seneste nye hjemmesider vi har lavet for kunder, er alle lagt på https adresser, men ældre sider bør flyttes inden for kort tid. Planlæg din flytning i ro og mag. Gør du det, så risikerer du ikke at miste besøgende, eller kun få.

Du er også velkommen til at kontakte os, så hjælper vi dig igennem processen.

Størrelser på Facebook fotos

Se hvilke størrelser du skal bruge på de mest almindelige opslagstyper på Facebook

Tekster

Mindre tekst virker bedre på Facebook. Facebook har tidligere være forholdsvis strenge i forhold til hvor meget tekst du måtte eller kunne have på dine opslag.

Sådan er det ikke længere, men det betyder ikke at du bare skal gi los, og smække en masse tekst ind over dine opslag. Hold tekstmængden til et minimum, det virker bare bedst.

Facebook fotosHvad er DPI?

DPI betyder dots per inch og beskriver en printer eller trykmaskines opløsning. En printer har ofte en opløsning på 400 eller 600 dpi men fås også med 1200 dpi. Trykmaskiner har ofte en opløsning på 1200 eller 2400 dpi hvilket betyder at maskinen kan afsætte 1200 eller 2400 farvepunkter per tomme. På skærme, en telefon, en desktop eller tablet computer er opløsningen normalt 72 DPI.

Hvorfor skal du huske på DPI

hvis de almindelige skærme ikke kan vise en større kvalitet, så giver det ikke mening af benytte fotos med højere DPI end 72. Alt ud over 72 er normalt spild, eller giver brugeren nogle meget tunge filer, der tager lang tid at hente, og det vil du altid gerne undgå.

Salgsafdelingen har kun 40% direkte kontakt tilbage

Er du klar til den nye virkelighed? Måske har du hørt andre sige, at de kender deres kunder og marked som deres egen bukselomme. Det gør de sikkert også, men det er langt fra sådan det kommer til at ske i fremtiden, for som B2B virksomhed er en stor del at din kommende kontakt med […]

Derfor har Facebooks 10-årsplan betydning for din virksomhed

Virtual reality er en af Mark Zuckerbergs store satsninger. For din virksomhed kan virtual reality bruges til læring, demoer eller oplevelser. Illustration: Belle Djerberg

Kilde: Dansk Industri

Fem nedslag i Facebooks 10-årsplan, som kan få indflydelse på din virksomhed fra Astrid Haug, formand for Dansk Kommunikationsforening.

Af Astrid Haug mail

I april lancerede Facebook en plan for sine næste 10 år. For en virksomhed med kun 10 år på bagen i en uforudsigelig branche er det et dristigt træk. Men virksomheder i Danmark gør klogt i at holde øje med, hvor Facebook er på vej hen, og hvilke teknologiske spor virksomheden satser på. Med sine 1,65 milliarder månedlige brugere er Facebook det mest dominerende sociale medie i verden, og brugerantallet stiger dag for dag. Stigningen sker især uden for USA/Canada og Europa, da udbredelsen her allerede er massiv.

Læs også: Vi lever i en informationsboble

Der er altså ikke nogen grund til at tro, at Facebook ikke også er her om 10 år. Spørgsmålet er bare, hvor stor en del af markedet de sidder på. Ikke blot for sociale medier, men inden for intelligente hjem, e-handel, virtual reality, droner, kunstig intelligens og medieforbrug. Risikoen for alle andre er, at Facebook lykkes med at blive den altdominerende portal for store dele af vores online-handlinger, så andre virksomheder er afhængige af Facebooks infrastruktur for at nå ud til deres kunder. I bedste fald bliver det en win-win for Facebook og virksomhederne.

Læs også: Sådan er du professionel og privat på sociale medier

Her er fem nedslag i Facebooks 10-årsplan, som kan få indflydelse på din virksomhed:

1
Chatbots til Facebook Messenger. En stigende del af brugernes aktivitet på Facebook foregår i beskedfunktionen, derfor vil Facebook gøre det nemmere for virksomheder og medier at nå ud til brugerne med beskeder. Chatbots muliggør automatiske beskeder til brugerne, for eksempel med vejrudsigten, børskurser eller de seneste nyheder. De kan også bruges til kundehenvendelser, og inden længe vil vi kunne bestille alt fra blomster, flybilletter og roomservice via chatbots. Spørgsmålet er, hvilken service din virksomhed bør stille til rådighed?

2
360 graders video er i vækst, ikke bare på Facebook, men også YouTube satser på denne type video. Her kan man som bruger bevæge sig 360 grader rundt i videoen og få en totaloplevelse af det, videoen viser. Det er for eksempel oplagt til events, oplevelser, sport og til at fremvise en lokation. For et par tusind kroner kan man købe et 360 graders kamera og komme i gang. 360 graders video er et oplagt første skridt på vej mod virtual reality.

3
Virtual reality er en af Mark Zuckerbergs store satsninger. Ideen er dels at tilbyde virtual reality via en brille som Ocolus Rift, men også at gøre oplevelsen interaktiv, mens at man som bruger kan påvirke det, der foregår, for eksempel ved at røre og tegne. For din virksomhed kan virtual reality bruges til læring, demoer eller oplevelser.

4
Connectivity Lab er Facebooks bud på at udbrede højhastighedsinternet til flere i byer såvel som i landområder. For jeres virksomhed betyder bedre internet til flere, at markedet for e-handel, e-læring og andre digitale services bliver større.

5
Kunstig intelligens er et stort indsatsområde for Facebook. Ikke bare til at regne ud, hvilket indhold folk gerne vil se i deres Facebook-feed, men også til oversættelser samt aflæsning af billeder og video, som blandt andet skal gøre det nemmere for brugerne at finde det rette indhold og hjælpe Facebook med at afkode, hvilket indhold brugerne gerne vil have.

Læs artiklen på Dansk Industris hjemmeside: Klik her…

Større effekt på Facebook og LinkedIn

Har du problemer med at skabe effekt på de sociale medier?

Har de opslag du bruger tid og energi på at lave, til de sociale medier, ikke ret meget effekt i forhold til dine konkurrenters, så undres du måske. Du har jo brugt så meget tid og kræfter på at lave noget som du mener er fedt, men lige lidt hjælper det, for der er for få der liker og deler dit indhold.

Når vi har skabt noget, så har vi alle en lyst til at få det ud så hurtigt som overhovedet muligt, og det er en naturlig menneskelig reaktion, men hvis du bruge nedenstående tommelfinger regel, så burde du få lidt mere effekt af de ting du poster i fremtiden.

Vores kunder benytter mest Facebook eller LinkedIn, så det er også de to som vi vil fortælle dig lidt om.

LinkedIn

  • Det bedste tidspunkt er: Tirsdag kl. 10.00
  • Maksimalt 1 opslag dagligt

Alternativt

  • Mandag – fredag i tidsrummet 10.00 til 18.00

Facebook

  • Det bedste tidspunkt er: Tirsdag kl. 10.00
  • Maksimalt 2 opslag dagligt

Alternativt

  • Torsdag og fredag i tidsrummet 09.00 til 17.00
Hvad skal der til for at vække opsigt og deltagelse?

Lad være med at tro at dine opslag udelukkende kan være af sælgende karakter. For at skabe opmærksomhed bør dine opslag vække glæde, angst, vrede eller. Desuden bør du benytte grafik eller fotos på alle opslag.

Mange mennesker der arbejder i B2B virksomheder har en tildens til at lave lidt for ligegyldige selvfede opslag. De er jo seriøse og arbejder i seriøse virksomheder, men denne mangel på at skabe indhold der skaber menneskelige reaktioner, er også medvirkende til at gøre deres opslag på sociale medier mindre effektive. Du kan godt lave opslag der har et tvist og blink i øjet, uden at virke useriøs, det kræver blot lidt fantasi og omtanke, så det er blot at komme i gang med processen.

Du må godt tviste dine opslag på Facebook mere end på LinkedIn. Facebook er klart en bedre platform til at poste indhold med et tvist, så det er ikke altid du kan nøjes med at lave et opslag og dele ukritisk på tværs af alle platforme.

God fornøjelse med at skabe mere effekt for din virksomhed.

Jensens Bøfhus sat til salg

Historien om Jensens Bøfhus og den lille fiske resturant har kostet Jensens Bøfhus dyrt. Den er også historien om en grundlægger der ikke har taget ting alvorligt, og blot har handlet “som vi plejer”

Jeg er sikker på at hele historien kunne være håndteret meget anderledes, så Jensens Bøfhus ikke står med regnskaber der bløder millioner i tocifret millionklassen.

Læs artiklen på Børsens hjemmeside, ved at klikke her, og tænk over hvordan du selv vil håndterer en potentiel Shitstorm, hvis den skulle ramme dig og din virksomhed.

Improving the business-to-business customer experience

Link til original artikel (tager dig bort fra denne side)

Many discussions of customer-experience strategies begin with a flawed assumption. When executives delve into the competitive advantages of building a more customer-centric organization, they very often focus on interactions with retail buyers—the end consumers. But in our experience, a customer-centric mind-set is just as critical in the B2B space, and more and more executives are developing B2B customer-experience strategies with striking results.

B2B customer-experience index ratings significantly lag behind those of retail customers. B2C companies typically score in the 65 to 85 percent range, while B2B companies average less than 50 percent. This gap will become even more apparent as B2B customer expectations rise. Digitization and the rising use of smartphones are establishing new standards for fast, seamless customer service in all settings. Real-time responsiveness and easy-to-use apps for daily banking chores or ordering groceries are setting a high bar for speed and ease of doing business in B2C industries, and these expectations are migrating to B2B. One sign of changes to come: a logistics start-up called Shipster has translated retail tracking and tracing apps to B2B international shipping by putting live tracking of international shipments on apps for web and mobile phones for all its customers.

Such developments are making improved customer experience at least as critical for B2B companies as for B2C players. In our experience, customer-experience leaders in B2B settings have on average higher margins than their competitors. In cases where companies have undertaken broad transformations of their customer-experience processes, the impact among B2B and B2C players has been similar, with higher client-satisfaction scores, reductions of 10 to 20 percent in cost to serve, revenue growth of 10 to 15 percent, and an increase in employee satisfaction.

Consider one IT-services provider that found itself battling emerging low-cost players in a maturing industry. Executives realized that customer satisfaction was increasingly becoming a way to stand out from its lower-cost rivals, but its net promoter scores were much lower than those of its peers. To respond, the company launched a customer-experience transformation in 2012. The company redesigned a set of 20 customer journeys end to end, addressing all dimensions of customer experience—process, customer tools, performance management, and employee mind-sets. After 12 months, its negative net promoter score had turned positive, and a year after that, the company was outperforming the industry average.

As with B2C customer-satisfaction improvements, benefits to the bottom line can include “stickier” customer loyalty, which can also accrue more quickly than is typically seen in B2C settings. For example, another IT-services provider served 30,000 employees at a large global client. Each employee reported multiple small incidents each year. Minor though the incidents were, the overall volume caused so much dissatisfaction that the client threatened to switch providers. The company responded by making drastic improvements to its incident management, broadening the focus from only severe incidents to also include minor, high-frequency incidents that annoyed every-day users. A 45 percent reduction in incidents followed, leading one of the company’s clients to cite the incident-reduction program as the reason for renewing and expanding the scope of its contract with the company.

Understanding a complex experience

Make no mistake, however. In fundamental ways, a B2B company’s customers and their buying patterns are more complex than those of a business focused on retail customers. Indeed, a B2B company requires specific strategies to differentiate itself via customer experience.

First, in B2B there is not one single customer; ensuring a great and consistent experience for all isn’t always possible. For example, one European corporate bank wanted to optimize its corporate-lending process. This process entails providing multimillion-euro loans to client organizations to meet strategic objectives, such as the purchase of new machinery or growth through acquisitions.

Taking up the customer journey it sought to improve, the bank faced multiple stakeholders in many of the individual client organizations it served. Many had differing needs. Others would only participate in different parts of the lending journey. The CEO and CFO of a client organization might participate in initial strategic discussions to explore different financial solutions but then leave it to the company’s treasury department to negotiate the loan terms. Legal teams worked out the details of the contract, and payments officers arranged interest payments. To understand the perspectives of these different stakeholders and their needs, the bank typically had to undertake a complex mapping exercise.

Such a plurality of stakeholders also creates complex buying behaviors. Even though B2B purchases are commonly assumed to stem from rational decisions, in our experience they hardly ever do. Overall total cost of ownership is never the only decision factor. Other factors also influence decisions, such as long-standing relationships with procurement teams and the general reputation of suppliers.

What’s more, B2B companies are often one step further removed from the ultimate user of their product than B2C companies are, so buyers and users of B2B services are typically distinct. Consider an auto-component manufacturer in India whose buyers consist of the automaker’s procurement group, while its true end users are the carmaker’s R&D team and its shop-floor workers. To address both groups, the component manufacturer created a client-coverage matrix by mapping its sales force to the procurement team, its own R&D team to the carmaker’s R&D team, and finally its manufacturing head to the automaker’s shop-floor manager. This structure helps the component maker better respond to the automaker’s varied needs. For example, the component maker can choose when it’s time for the automaker’s R&D team to test new designs for future car models and react quickly when it does; it can accommodate the shop-floor team’s need to maintain just-in-time inventory.

Another challenge to B2B customer-experience efforts is the fact that customer journeys are simply more complex than those for retail customers. B2B companies often have more offerings and services than B2C companies. The offerings are also highly tailored to individual customer needs and often consist of different products and services bundled together. In our experience, most B2B companies have far more critical customer journeys on which to focus than the ten that many B2C players average. B2B journeys also tend to be long, complex, and quite technical, and consist of a continuous interaction of services and sales touchpoints. Journey experience and operations are often fragmented by account and location, involving multiple teams in different departments.

For example, the export-financing journey of one financial institution involved four organizations: the financial institution itself, the importer, the exporter, and an export-insurance company. The journey required one and a half to two years to complete and included many highly technical components that bedeviled redesign efforts. Among the technical elements that required expertise to redesign were detailed financial data, as well as extensive compliance inputs and risk assessments. The financial institution therefore included a lawyer and a financial analyst in its customer-experience-redesign team to ensure enough technical expertise to address these elements.

Improving the experience

Although B2B customer-experience improvements can often be challenging, lessons we’ve learned from working with leading practitioners can help in tackling some of the more fundamental customer-experience problems, as part of both incremental improvements and broad transformations. They include taking the following actions.

Mapping all customers. An elevator manufacturer supplied elevators to large office buildings and residential complexes. Contracts were negotiated with the buildings’ facility-management teams, and the manufacturer understood well what satisfied this group. However, the manufacturer overlooked two major customer groups. Presidents of housing-owner associations turned out to be strong influencers in purchase decisions on elevators. What’s more, the actual users of the elevators, the residents or office employees, experienced elevator performance on a daily basis. Their complaints ended up with facility managers. The company started to map the entire journey and all of its relevant stakeholders, and started to track customer satisfaction for each of these groups separately, finding new insights about how to boost key stakeholders’ satisfaction.

The investigation revealed that a key element in customer satisfaction for housing-owner associations was proximity to their vendors. Presidents of these associations are now involved in all key moments of the journey, including face-to-face meetings with sales representatives and field technicians. In addition to providing the desired proximity, the elevator manufacturer made its activities and the status of breakdowns more transparent for both the housing association and facilities managers.

Creating tracks. B2B journeys often grow complex because they must accommodate the special needs of small percentages of the client base. Such relationships require specific tailoring, extra services, or additional checks. Splitting the journey into standard and specialty tracks can minimize complexity for a majority of clients, resulting in easier journeys for clients and significantly lower costs.

One European corporate bank radically redefined the customer journey into three tracks, helping clients and employees better understand how complex international financing deals could get approved. An express track was set up for relatively easy deals that entailed low risk and could be executed with fewer checks, smaller teams, and shorter timelines. An advanced track for more difficult deals included extensive auditing, the addition of senior executives to the working team, and more interactions with the client. Between these two was the standard track. After reviewing a proposal, loan officers map the risk indicators and choose the track that includes the most conservative approach to processing the deal (exhibit).

Managing rework and incidents. Rework is often a cause of significant delay for a B2B customer, extending the length and increasing the complexity of B2B customer journeys. The culprit is often internal control procedures, internal auditing, or compliance requirements. For example, an IT-services provider required its internal purchasing department to validate the acquisition of new equipment purchased for clients, which delayed the completion of transactions by more than two weeks. However, customer expectations were quite different, given that some equipment and IT services such as cloud space can be purchased in a matter of minutes from online vendors such as Amazon. But smartly front-loading internal auditing by, for example, preapproving batches of similar purchases allowed the IT-services provider to remove the time-consuming control procedures from the customer journey, improving satisfaction.

Digitizing journeys. Digitizing the customer experience is a lever often left unused by B2B companies. There is great potential in the B2B realm in using concepts such as self-service, online interfaces, and automated decision rules. For example, the use of digital “track and trace” interfaces enables B2B clients to see the status of their customer journeys in real time. Some organizations even take social-media technology to the work floor, with community interfaces to help flag and track continuous journey-improvement initiatives and share ideas. Other organizations create client applications, where all the information and interaction about a supplier’s equipment is made available, including its age, working information from equipment sensors, its next scheduled maintenance visit, and an open box for user feedback.

Creating journey transparency and work cells. To navigate through the complexity of B2B customer relationships, some leading practitioners strive to build greater transparency into the customer-experience-improvement process. For instance, the European corporate bank in the earlier example typically took three to four months to complete a loan approval, while best practice in the industry was five weeks. During the process, no one at the bank could tell the client the exact status of the loan application or what to expect for immediate next steps. Back-office departments did not feel responsible for the client experience. For the most part, loan applications were little more than a stack of files to process.

To reform the process, the bank started by making the customer journey more transparent, both internally and externally. Internally, it became clear for the first time for many participating department teams, such as legal, payment operations, and risk, how their work contributed to an overall journey and which colleagues were responsible for other parts of the journey. For clients, the bank created a “journey guide” that explained the process of applying for a loan in simple, visualized steps.

Next, each time the bank initiated a corporate-loan application, a dedicated end-to-end work cell was created, consisting of managers from each department dedicated to that specific loan. In a joint kickoff with the entire work cell, the account manager laid out the client’s needs, establishing timelines for each step in the journey. This enabled accountability and made sure a deal was not lost in, for example, the legal department for two weeks. A journey coordinator orchestrated the journey and monitored end-to-end journey key performance indicators.

The relationship manager was responsible for guiding the client through the entire journey, so the client worked with one consistent face instead of being handed over to a different representative many times during the journey. Finally, a journey dashboard tracked the pipeline of clients through the corporate-lending journey and monitored the status of each client.

Results were impressive. While in the past, relationship managers spent only 30 percent of their time working directly with clients, they could now increase that to as much as 65 percent because they did not need to chase deals through internal departments. Rework was significantly reduced, as handovers were minimized and the entire team was aligned on the specifications of the end product from the start. At the first stage of improvements, the bank did not manage to reduce the time the journey took to complete. Still, being able to tell the client how long the process would take represented a major improvement in customer satisfaction by itself. Later, the throughput time shrank as well, and satisfaction increased even more.


Although customer-experience improvement is typically associated with B2C players, it is at least as critical in the B2B setting. While the nature of B2B relationships makes the reform challenge more difficult, with regard to customer and journey complexity, the competitive advantages and significant bottom-line gains that flow from it make the effort worthwhile.

About the Authors

Nicolas Maechler is a principal in McKinsey’s Paris office, Sanjeev Sahni is an associate principal in the Dubai office, and Martine van Oostrum is an associate principal in the Amsterdam office.