On the other hand, the process of building a B2B or Industrial Customer Journey map is not simple. If we want it to be a tool that helps us move towards a Customer-centric organization, it requires proactivity, patience and dedication and a significant component of research and creation of B2B Customer VoC. Although , above all, a transversal culture of work and decision-making around it.
Any Marketing and Sales Consulting or B2B and Industrial Customer Experience process must impact on the ways of working beyond the representative aesthetics of the Customer Journey maps and subject this process to constant re-evaluation through customer research processes and internal decision-making.
Gartner has provided us with several insights into the ecuador lists generic interpretation of the B2B or Industrial Customer Journey through different data and conclusions. We share some of them with you:
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- The B2B Customer Journey Map is NOT linear.
- Moments and “jobs” to overcome in the B2B/ Industrial Customer Journey
- Influences on the B2B buyer On Line and Off line.
- The importance of the B2B Content Strategy.
- Mistakes when building a Customer Journey Map in B2B
The B2B Customer Journey Map is NOT linear.
B2B purchasing processes are very long and involve a lot of people. At the same time, the consumption of information when faced with such important decisions and with so many people involved in the decision is often overwhelming.
This means that this “journey” is not as linear and simple as the graphic representations of B2B Customer Journey Maps show us. Many times, buyers take steps backwards from an advanced phase due to the doubts that arise as progress is made due to the above.
This is what makes them not so linear and more like an asymmetric subway map: that constant need to review and go back again and again to reconsider, look for more context or even reinforce decisions that require a really high level of group commitment and perceived trust.