Close the Loop: <\/strong>Finally, Milwaukee Tool ensured the program wasn\u2019t just about collecting data\u2014they closed the loop by following up on the insights gathered. This meant acting on the feedback, implementing changes, and communicating back to their partners what actions were taken as a result of their input. This step reinforced the value of the program and set up the relationship to include ongoing partner engagement.<\/li>\n<\/ul>\n\n\n\nIdentifying Stronger Signals<\/h2>\n\n\n\n
Milwaukee Tool\u2019s internal understanding of their partners\u2019 pain points provided a strong starting point. But to validate and prioritise these issues, they needed real data. Qualitative interviews formed the backbone of their approach, allowing the team to design a high-quality survey that addressed what truly mattered to their partners. This led to the creation of Retailer Personas\u2014from store managers to sales staff\u2014giving Milwaukee Tool a nuanced understanding of their network.<\/p>\n\n\n\n
Discovering Richer Insights with Driver Analysis<\/h2>\n\n\n\n
To avoid spreading resources too thin, Milwaukee Tool used driver analysis. This technique helped them pinpoint which pain points were not only widespread but also deeply impactful. For example, by analysing the data, they discovered that promoter stores\u2014 those highly satisfied with Milwaukee\u2014sold 220% more products than detractor stores. This insight helped Milwaukee Tool link advocacy directly to revenue, which provided a compelling business case for investing in these partnerships.<\/p>\n\n\n\n
One key insight emerged from these interviews: New Zealand retailers were significantly less satisfied with delivery experiences compared to their Australian counterparts. Milwaukee Tool responded by changing delivery partners for New Zealand, directly addressing this issue. This ability to identify and act on specific pain points strengthened their partner relationships and improved overall satisfaction.<\/p>\n\n\n\n
Taking Smarter Actions by Embedding the Voice of Customer in Sales Strategy<\/h2>\n\n\n\n
Milwaukee Tool didn\u2019t stop at gathering insights. They integrated Voice of Customer data directly into their sales strategy. Their National Accounts team began using these insights to build trust with distribution partners and create shared goals\u2014after all, that\u2019s the ultimate goal: deliver value to the distribution partner and deliver premium experiences. This transparency allowed for honest conversations about how Milwaukee could add value and co-create long-term plans.<\/p>\n\n\n\n
One example stands out: Qualitative research revealed disparate levels of engagement in selling Milwaukee products across a retailer store network due to differences in KPIs across the stores. Milwaukee\u2019s sales team took the findings from the qualitative interviews and worked with the retailer to align KPIs across the retailer network. The result? Sales at that retailer increased by 30% year-on-year, proving the power of actionable insights.<\/p>\n\n\n\n
VoDP Success Factors<\/h2>\n\n\n\n
Milwaukee Tool\u2019s program stood out due to a handful of important success factors that contributed to its lasting impact and effectiveness:<\/strong><\/p>\n\n\n\nOne of the key elements was the Customer Council, where Milwaukee Tool co-presented solutions with internal stakeholders. By involving these decision-makers from the beginning and collaborating with them on how to address partner feedback, the company secured buy-in from senior leadership. This ensured that the program wasn\u2019t just an isolated initiative but something embraced at the highest levels of the business, which paved the way for stronger internal support and long-term commitment.<\/p>\n\n\n\n
Another important component was their tailored communication strategy, centered on a \u201cyou said, we did\u201d approach. This allowed Milwaukee Tool to consistently keep distribution partners informed about the changes being made based on their feedback. By regularly sharing these updates, they maintained engagement and demonstrated that the partners\u2019 voices were being heard, which helped build trust and strengthened the overall partnership.<\/p>\n\n\n\n
Lastly, linking advocacy to revenue became a crucial factor in justifying the program\u2019s continued investment. Milwaukee Tool was able to quantify the financial benefits of advocacy, showing how improved partner relationships directly contributed to revenue growth. This ability to connect partner satisfaction and business outcomes provided a compelling business case for maintaining and expanding their Voice of Customer program, proving that happy, engaged partners lead to tangible financial success.<\/p>\n\n\n\n
Milwaukee Tool\u2019s journey highlights the importance of using actionable insights to improve B2B relationships. Their Voice of the Distribution Partner Program didn\u2019t just measure customer satisfaction\u2014it drove real business outcomes.<\/p>\n\n\n\n