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By: Daniel Futter,Jim Tincher (Author)

Do B2B Better is positioned as a call to action for business-to-business and B2B2C organizations that want to improve their customer experience strategy. It treats customer experience as a core business activity. It does not frame it as a side project. The book starts from a principle many leaders recognize. Customer loyalty is the key to a thriving business. It then brings the B2B reality into focus by asking what changes when the customer is another business. \n\nThe book explains why this shift matters. Serving businesses is described as more complex than serving individual consumers. That added complexity is presented as a primary reason B2B customer experience often falls short.

The book references consistent research that shows most B2B companies lag behind their B2C counterparts in customer experience. The gap is not treated as a minor issue. It is presented as a strategic weakness that makes a clear customer experience strategy necessary. \n\nTo guide that strategy, the book centers on a model called the CX Loyalty Flywheel. The model is presented as a powerful foundation for improving customer experience strategy in B2B and B2B2C organizations. The emphasis is on using a defined model to shape how customer experience work is approached, rather than relying on disconnected improvements. The book positions this as a way to build and sustain superior customer experience over time, keeping customer experience aligned with core business priorities. \n\nThe book also anchors its message in lived experience from the customer experience field.

It draws on interviews with hundreds of customer experience leaders. Those interviews provide stories of how B2B companies have implemented customer experience programs. The book names examples including Dow, Hagerty, and UKG. These stories are used to show how customer experience programs have been implemented in practice, and to connect strategy to real organizational action in B2B environments. \n\nAcross its framing and examples, the book focuses on differentiation. It invites readers to discover what sets top performers apart from the competition. It also connects customer experience to measurable business impact by linking exceptional experiences to bottom-line results. The book frames customer experience strategy as a way to drive growth, while keeping the core focus on improving the experience delivered to business customers. The stated goal is to help readers learn how to deliver exceptional experiences and bottom-line results for their organization.

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