From conventional sales to digital client experience. How SIG builds modern B2B sales in the Omnichannel model

What is an omnichannel strategy in B2B?

Omnichannel is an approach in which all sales and client service channels are integrated. Moreover, in this strategy, the buyer's experience remains consistent – regardless of where he starts or ends his interaction with the company.

In practice, this means that a business client can:

• visit the point of sale and get information about the offer,
• consult the order details with the sales manager or hotline,
• then place an order online through an e-commerce platform, maintaining the same prices, conditions and position of execution.

Unlike the multichannel model, in which the channels function side by side, they are closely linked in the omnichannel. This requires advanced integration of IT systems (ERP, PIM, CRM), but brings tangible benefits to the client and organization, including process simplification, access to uniform data and greater transparency of service.

Why is omnichannel the future of B2B sales?

The construction marketplace can be observed natural generational change. A younger generation of managers and entrepreneurs who usage digital tools on a regular basis – from mobile applications to online buying – comes to the floor. In their eyes, the deficiency of modern solutions in B2B is simply a barrier that hinders cooperation.

Simultaneously The importance of client experience is growing The B2B client, like the retail client, expects the full acquisition process to be quick, intuitive and convenient. acquisition experience is as crucial for B2B customers as the price and quality of products.

It is worth remembering that well designed omnichannel strategy:

• increases client satisfactionwho can choose the preferred contact channel,
• facilitates purchasing decisions through full availability of information,
• builds loyalty – the client is more happy to return to the supplier who simplifies his life,
• provides competitive advantagebecause many companies are inactive based on conventional sales channels

From the position of the omnichannel organization besides means more efficiency: centralised IT systems, unified procedures and the anticipation of analysing data from multiple channels let better planning of sales, logistics and after-sales service.

How to effectively implement the omnichannel strategy in B2B?

The implementation of omnichannel in B2B is simply a complex and time-consuming procedure, the engagement of many departments and appropriate preparation. This is not a one-time project, but a strategical transformation that touches organizational culture, working methods and client service. It is worth taking it step by step: start by diagnosing the current state of affairs (e.g. to learn about procedures and to know the needs of customers), and then build a team. Tools and solutions can be tested in practice.

The implementation of omnichannel in B2B is simply a complex and time-consuming procedure, the engagement of many departments and appropriate preparation. This is not a one-time project, but a strategical transformation that touches organizational culture, working methods and client service.

1. Current state diagnosis – a map of processes and client paths. Omnichannel cannot be effectively implemented unless you realize the current sales and service processes. The first step is to know precisely what the customer's contact with the company looks like today.

How to do this in practice?

• Collect a plan squad and make a map of the purchasing processes – from first contact to transportation and after-sales service.
• Map client paths – which channels they use, what contact points and where barriers appear.
• Identify the most crucial needs of customers (e.g. online availability of product information, order status, fast valuation).
• Compare current procedures with client expectations – this will let you to identify areas for improvement.

2. Building a squad and defining roles. Omnichannel is not the task of 1 department. This is simply a strategical task that requires the engagement of the full organization.

How to do this in practice?

• Create an interdisciplinary implementation squad composed of sales, marketing, IT, logistics, client service and finance representatives.
• Designate a task leader, preferably a individual with experience in managing change and the ability to combine different perspectives.
• Establish clear roles and work – who is liable for procedures, who is liable for IT systems, who is liable for interior communication and who is liable for data analysis.
• Look for changes among the "ambassadors" workers who will advance a fresh approach in their teams.

3. Determination of value and priorities for the client. The omnichannel strategy must be based on real client needs alternatively than theoretical assumptions.

How to do this in practice?

• Do surveys or interviews with applicable clients.
• Ask them what is most convenient and what is most frustrating in the current procedure.
• Select 2-3 crucial values that should be the basis for implementation (e.g. "fast access to information", "channel flexibility", "single prices independently of the channel").
• Set priorities – not everything can be implemented at once. Start with areas that offer the highest value from a client perspective.

4. Choice and integration of technological tools. Omnichannel without coherent technology is just a marketing slogan. Systems should be integrated so that the client in each channel has access to the same data.

How to do this in practice?

• Assess current IT systems and their integration possibilities.
• Bet on support solutions: ERP – the consistency of sales, orders and logistics processes; PIM – the central product database, visible in both e-commerce and traders; CRM – the management of client relations and history.
• Ensure integration between systems – data must be uniform regardless of the channel.
• Ensure the safety and stableness of infrastructure – in B2B customers anticipate 100% reliability in terms of procurement and settlement.

5. Communication and organisation change management. Resistance of workers is 1 of the biggest barriers to implementation. Without appropriate squad preparation, even the best technology will not have effect.

How to do this in practice?

• Conduct transparent communication – explain why the company introduces omnichannel and what benefits this will bring to customers and employees.
• Organize training – show how to usage fresh tools and how regular work will change.
• Create an interior channel to ask questions and comment.
• Appreciate and reward those who actively support change.

6. Gradual implementation and testing. Omnichannel transformation is simply a long-term process. Attempting to implement everything at erstwhile usually leads to chaos and frustration.

How to do this in practice?

• Start with piloting in 1 region, division or group of customers.
• Monitor effects and collect feedback.
• Make adjustments and then scale the full organization.
• Measure success with KPI indicators – number of orders online, client service time, client satisfaction (NPS), number of return buyers.

7. Continuous analysis and optimization of client experience. Omnichannel is not a task with an end date, but a process of continuous improvement. The market, technology and client expectations are changing besides rapidly to halt at one-off implementation.

How to do this in practice?

• Regularly analyse data from different channels – watch what works and what needs improvement.
• Organize regular client meetings and collect their opinions.
• Update processes and tools erstwhile marketplace needs change.
• Set the rhythm of reporting advancement within the implementation squad – specified as quarterly reviews.

What are the most common errors erstwhile implementing the omnichannel strategy and how to avoid them?

I'd trade it for sure. no client concentration and focusing on technology alternatively of real needs. A major problem is besides insufficient interior communication, which causes workers to neglect to realize the point of change. They frequently appear besides trying to implement everything at once, without staged approach and testing. Another problem no strategy integrationthe client receives inconsistent information in different channels. Avoiding these mistakes importantly increases the chances of success.

What function does the e-commerce platform play in the omnichannel SIG strategy?

For years, the SIG has been consistently developing innovative solutions in the field of construction materials distribution. 1 of the pillars of this strategy is the e-commerce platform SIG.pl, an integral part of comprehensive, omnichannel client service.

On the platform, customers have access to:

1. the full and current product range,
2. detailed product cards, method documentation and annexes,
3. individual trading conditions,
4. 24/7 procurement possibilities,
5. current availability and position of implementation,
6. e-Factur and electronic papers for the release of goods from the warehouse.

Importantly, the SIG.pl platform operates in full integration with another sales and service channels. The client can start the acquisition process stationaryly, proceed the telephone call, and end online – without losing continuity and without differences in offer or price. Effects? yearly increase in platform users and expanding online channel share in sales structure.

What trends will form the future of B2B omnichannel?

I think they'll play an increasingly crucial role. mobile purchasing channels, marketplaces B2B and integration into client systems. Automation of procedures, specified as self-service paper generation or order forecasting, will become a standard.

It is besides worth keeping in head data that are the fuel of Omnichannel. Analysis of client behaviour in different channels allows for better forecasting of demand, optimization of offer and personalization of communication. Companies that invest in data analysis will be able to respond more rapidly to marketplace developments.

B2B besides grows waiting for an individual approach to the customer. Thanks to the integration of systems and the usage of AI, it is possible to adjust the offer to the circumstantial characteristics of a peculiar client – from product recommendations, through custom-made discounts to personalized service in each channel.

The omnichannel strategy for B2B sales is not a temporary fashion, but a necessity resulting from changing marketplace realities. Companies that invest in integrating sales and service channels will gain competitive advantage, greater client loyalty and unchangeable development.

The future of B2B sales is simply a combination of the best in conventional commercial relations with the possible of digital tools. Omnichannel is simply a bridge that connects these 2 worlds – and the direction in which the full manufacture is heading.