Your Score:
Insights and Recommendations
Overall:
This quiz doesn't have a pass/fail score. Instead, it helps you understand how strategic your relationship is with a particular customer. A higher score indicates a more strategic relationship, requiring a more customized approach.
Key Points:
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Segment Your Customers:A "one-size-fits-all" approach won't work. Consider the Kraljic Matrix (mentioned in the report) to categorize customers based on their criticality and profitability.
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Embrace Feedback: Actively seek feedback from various levels within the customer's organization. This will help you understand their needs and concerns.
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Map the Customer Organization: Identify key decision-makers and understand their buying process. This will help you tailor your communication and sales approach.
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Track Customer KPIs:Monitor relevant metrics specific to each customer segment. This data will guide your strategic decisions.
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Gather Input from Multiple Sources:Combine surveys, interviews, CRM data, and industry trends to gain a holistic view of the customer relationship.
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Close the Loop:Communicate any changes you make based on the gathered insights. Show the customer your commitment to continuous improvement.
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Create a company culture that embraces feedback:Encourage two-way communication where feedback is freely given and received at all levels. This helps you understand customer needs better and allows you to tailor your offerings for a stronger strategic partnership.
Insights Based on Score Range:
0-10: Non-Critical Products: This likely represents a transactional relationship with a non-critical, readily available product. Re-evaluate your value proposition and consider focusing on efficiency and cost-effectiveness to maintain a competitive edge.
11-20: Leverage Product: This could indicate a supplier of a product with a higher number of competitors, offering some negotiation leverage for the buyer. There's potential for a stronger partnership. Increase communication and collaboration with key decision-makers. Explore opportunities to improve your value proposition beyond just price, such as offering additional services or customization options. Cut cost from the value chain.
21-30: Bottleneck Product: This suggests a critical product with a limited number of readily available suppliers. It might not be the most critical for their overall operations, but disruptions can cause significant issues. Focus on building trust and reliability as a supplier. Ensure consistent delivery, explore ways to improve responsiveness, and potentially negotiate favorable terms due to your critical role.
31-40: Strategic Product: This represents a critical product from a single or very limited number of suppliers. Collaboration is essential for long-term success. Work closely with the customer to anticipate future needs and develop win-win solutions. Proactive communication and innovation are key in maintaining this strong, strategic partnership.
The quiz is a starting point.Use the insights to develop a customized sales strategy for each customer. Make sure to regularly re-evaluate your customer relationships and update your approach as needed. By following these recommendations, you can develop stronger, more strategic relationships with your customers, leading to increased sales and long-term success.
This report is brought to you by EvaluationsHub and Intenz
Gain actionable insights from this report, then leverage EvaluationsHub, a powerful software for B2B evaluations and Customer Experience Management (CEM). Additionally, our collaboration with Intenz, a leading Danish consultancy firm, can help you implement these findings and transform your customer relationships to reach more growth
Start a conversationExplanation behind the questions:
Understanding Access and Influence:
1.How frequently do you meet with senior management at the buying company?
Why we ask: Regular meetings with senior leadership indicate a strong relationship and potential for influence beyond transactional sales.
2.How often do you receive in-depth feedback from key decision-makers at the buying company (e.g., product manager, supply chain manager)?
Why we ask: Frequent, in-depth feedback suggests a strategic partnership where your input shapes future decisions.
Engagement and Strategic Alignment:
3.How often are you invited to participate in Requests for Quotations (RFQs), auctions, or tenders for the buying company?
Why we ask: Frequent invitations to bidding processes suggest the customer sees you as a potential long-term partner, but it could also be just for a one-time supply. This situation might also indicate that you are not having a strategic product for them.
4.Does the buying company proactively inquire about your future product or service innovations?
Why we ask: The customer's interest in your future offerings suggests they see you as a strategic partner for long-term growth.
5.In addition to problem-solving meetings, do you have regular meetings (at least twice a year) with the buying company to discuss long-term relationship development and mutual benefit opportunities?
Why we ask: Regular strategic discussions demonstrate a focus on building a mutually beneficial, long-term partnership.
Criticality and Dependence::
6.Does the buying company express concern about maintaining consistent delivery of your goods or services?
Why we ask: High concern about consistent delivery indicates your product/service is critical to their operations.
7.If you stopped delivering to this customer, would it significantly disrupt their production processes?
Why we ask: A significant disruption suggests your product/service is essential to their operations, making you a critical supplier.
8.Does the buying company maintain a significantly higher inventory level of your products compared to other suppliers?
Why we ask: A higher inventory level of your products suggests a higher level of dependence on your offering. It could also mean that they want to optimize their purchasing efficiency, and buy in bulk to avoid regular purchase orders.
Market Competition and Profitability:
9. 9. How many readily available competitors or substitutes are there for your products or services?
Why we ask: A lower number of competitors or substitutes increases your leverage and potential profitability
10.Does your sales offer represent a significant portion of the buying company's overall revenue (more than 1%)?
Why we ask: A larger portion of their revenue suggests your offering is more critical to their business and might be less easily replaceable. However, in combination with many competitors in the market, this might increase the buyer’s negotiation position.
