Insights
Practical Insights for Stronger B2B Client Relationships
Our mission is to help B2B companies build stronger client relationships. Here, we share what we’ve learned from research interviews with professional services leaders and client-side decision makers, and from testing and iterating with B2B companies while developing Foxie.
Find practical ways to better understand the state of your client relationships, improve collaboration, and recognize risks and growth opportunities, whether you use Foxie or not.
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When do clients start considering a new partner? We listened to both sides
Interviews with client-side decision makers and professional services leaders: what decided whether a partnership continued, and why clients could already be weighing alternatives while things looked normal.
NPS without context can be misleading: how to interpret the score in B2B client relationships
When experts serve long-standing clients personally and tailor their services to each client’s needs, the NPS score alone covers only a narrow part of the relationship. Here is how to track the score without getting a distorted picture.
How to measure client satisfaction reliably in B2B relationships
Find out whether decision makers see the value and whether operational contacts find the collaboration smooth, then compare their views with your own team’s assessment.
How not to ask for client feedback
Common mistakes that make B2B feedback requests harder to answer, and how to gather useful feedback, track relevant metrics and follow through.
How to make client feedback a routine rather than a one-off project
Plan a repeatable feedback rhythm, gather client and team perspectives, and make sure feedback is understood, handled and discussed with the client.
Which client relationships need your attention first?
Prioritize urgent concerns and growth opportunities, route practical feedback to the right team, and decide where account-owner involvement is needed.
Two companies, six months of client relationship reviews
- ~4% of annual revenue at acute risk (Company A)
- ~8% of annual revenue at acute risk in two key client relationships; both continued (Company B)
- 80% of development points handled within the account team (Company B)
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