How We Can Help You

Delivering customer excellence

Companies that provide an excellent customer experience will grow. Satisfied and loyal customers are born out of a service profit chain that begins with dedicated employees who deliver good products and services.


The Service Profit Chain

With employees aligned to the needs of customers, we make sure you have:

  • A strong brand that delivers against its promise.
  • Built good relationships with customers through frequent contact and with staff who are friendly and empowered.
  • Respond quickly to requests.
  • Are easy to do business with.

This is the recipe for customer excellence.

Developing customer value propositions

Every company has an offer. It needs to make sure that its offer stands out as being better than those of the competition. We help business to business companies develop customer value propositions in a ten step process.

Step 1 Agree the segments that will be targeted with CVPs
Step 2 Agree the personas who will be targeted within the segments
Step 3 Determine the demographic characteristics of the principal persona in the segment
Step 4 Establish the behaviours of the principal persona in the segment
Step 5 Establish the needs of the principal persona in the segment
Step 6 Compare the performance of key suppliers on the needs
Step 7 Plot the needs of customers against your comparative advantage
Step 8 Create a banner headline
Step 9 Pass the CVP through the 3-D test
Step 10 Launch, monitor and adjust

Carrying out a brand audit

B2B Advisory has developed a proprietary model for measuring and ensuring the health of brands and is based on 3 inputs:

The Brand Health Wheel
  1. Awareness and usage: A strong brand achieves high scores on the components of the AIDA model – awareness, interest, desire and action. These measures would be assessed by market research for brands in the competing sector.
  2. Brand position: A strong brand stands for something. It has values which make it distinct from other brands. The strength of a brand position can be assessed by testing word associations with the brand and assessing to what extent it is differentiated from other brands in the market.
  3. Brand delivery: A definition of a brand is “a promise delivered”. The brand delivery strength is measured by asking customers who use the brand, their satisfaction with it on various dimensions and also their likelihood of recommending the brand (a measure of advocacy leading to the Net Promoter Score).

The various scores in the three components make up a brand health wheel and can be summed to produce an overall brand score.

Segmenting your customers

Satisfying people’s needs and making a profit along the way is the purpose of marketing. However, people’s needs differ and therefore satisfying them may require different approaches. Identifying needs and recognising differences between groups of customers is at the heart of marketing. Different groups of customers are segments.

We develop a segmentation to meet the requirements of your business and your customers.

Our starting point is to examine your customers and potential customers. We will classify them according to their size, their industry vertical, their location, the number of suppliers they use, your share of business with the customer, the attitudes and values held by the customer and so on. We like to use statistics to group customers together with their common needs. This provides us with the possibility of segments. The segmentation we recommend could be based on firmographics of customers, their behaviour, or their needs. Sometimes it is a combination of all three factors.

We would discuss the segmentation possibilities with you and work out which segments are key targets for growth and which are not. For this we use a Directional Policy Matrix.

Capturing more value

Value based marketing (VBM) recognises that not everybody has the same needs and values. Some people will appreciate the features and benefits of the product more than others and be prepared to pay for them. Segmentation is important in value based marketing. The value based marketer targets only those customers who really do want and value your product.

Obtaining value in a market involves a five steps model.

Capturing More Value

Step 1: Discover

We work with you to understand your customers. We will define and map your market; understand exactly who the key players are within the market and who will be targeted. We also will explore the expectations of customers – what they want from a particular offering, how they find a company that supplies the offering and how they decide which offering they will buy. This leads to the discovery of value segments –that is groups of customers aligned with your product offering.

Step 2: Target

We will work with you to determine the best segments for your offer. We will help you develop a customer value proposition that showcases the superior features and benefits of your offer over those supplied by the competition. It is important at this stage that everyone within your company understands your target audience and what people are looking for from your products and services. Key performance indicators will be set to ensure that standards are met.

Step 3: Develop

Value marketing companies know the importance of delivering an excellent customer experience. From the top of the organisation there must be a commitment to provide value to customers, not only with the product itself but with the service that supports it. With support from the top we help you develop an offer that captures value because it has an appropriate price.

Step 4: Feedback

A value based marketing company is a listening company. It takes into account feedback from customers to understand their needs and wants. It knows why customer orders are lost and what improvements customers would like. We will work with you to ensure that you have a feedback loop that tells you how satisfied customers are with your offer and how to make improvements.

Step 5: Improve

Following on from the assessment and customer feedback, there are sure to be gaps between expectations and delivery.  We will help you close those gaps. Our aim will be to make you proactive in understanding customers’ needs, and wherever possible, anticipate them so that you are one step ahead in delivering them.

Understanding your customers’ journey

The concept of the customer journey is simple. Its importance is in working out the many touch points or moments of truth (MOT) that your customers have at each stage of the journey with you.

The moments of truth don’t all occur with sales and marketing staff. Receptionists, delivery people, technicians, finance departments and production departments could all interact with the customer at some stage on the journey. The customer journey is therefore a reminder of the life cycle of a customer, how they are treated in this life cycle and where there are weak points that need rectifying.

We will work with your team to develop a customer journey map which will provide a blueprint for action:

  • It will bring the whole company together as the map most probably will show the interrelationship between internal departments and how they affect the customer.
  • It will indicate where innovation is required to create touch points that don’t exist at the present.
  • It will help prioritise weaknesses in the company and show how they can be rectified. It is an important tool in improving the customer experience.
  • It will identify points of strength of the company which can be highlighted in the customer value proposition.
  • It will show competitive strengths and weaknesses which will help lead to suggestions for exploiting or combating these, as is relevant.
  • It will identify the different emotions that customers go through as they move along the customer journey. These emotions could be indicators of how best to communicate with the target audience.

A customer journey map is made up of a spine (the major stages that the customer goes through in the life cycle with the supplier) and all the moments of truth during each of these stages. At the point of developing the spine, there are some questions that we will ask:

  • What are customers doing at this stage?
  • What would motivate a customer to move to the next stage?
  • What are customers’ concerns and uncertainties at each stage? What barriers might prevent moving to the next stage?
  • What would alleviate these barriers, concerns and uncertainties?
  • What effort is required by the customer or potential customer in moving to the next stage?

An example of a customer journey map is as follows: