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B2B Loyalty: how to protect margins and move beyond discount-driven strategies

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In the B2B consumer goods market, discounts have become the automatic response to every negotiation: a “conditioned reflex” of commercial dynamics that systematically erodes margins without creating real loyalty. Yet the issue is not the discount itself, but rather the structural lack of rules, tools and visibility within sales processes.

During our recent webinar organized together with our partner Salesforce and the editorial team at CloseUp Media — featuring the exceptional participation of our client ITAGENCY — we shared our perspective on how to manage commercial relationships and loyalty in the B2B Consumer Goods market while protecting margins and moving beyond competition based exclusively on price.

The context: increasingly autonomous buyers

The current market scenario highlights a clear trend: according to Gartner data, 61% of B2B buyers now prefer autonomous purchasing experiences. They no longer want to depend on sales agents for every order; instead, they want to browse catalogs, check availability and complete purchases independently, 24/7.

This behavioral shift, accelerated by the widespread adoption of artificial intelligence in the FMCG sector, is transforming the very role of sales teams. According to NVIDIA’s “New State of AI in Retail and CPG Survey” report, AI has been adopted by 71% of industry leaders not only to reduce operational costs, but also to genuinely increase revenue through personalization, faster decision-making and intelligent process automation.

What is emerging is what we define as Agentic Commerce: an experience in which AI agents anticipate customer needs, suggest complementary products and automate purchasing processes, freeing sales teams from low-value activities so they can focus on strategic consulting.

The four drivers to protect margins

Il vero cambiamento, però, non può limitarsi all’introduzione di nuova tecnologia: bisogna governare in modo più strutturato l'execution commerciale. E questo richiede di agire su quattro driver di business essenziali: 

  • Margin protection through clear rules. The first step is reducing exceptions and unstructured discounts by applying transparent rules that reward behaviors capable of generating growth. Too often, discounts are granted out of habit, without evaluating their impact on margins or the customer’s actual potential. Companies need systems that guide sales teams toward decisions aligned with the business strategy.
  • Stronger customer relationships based on value-driven benefits. B2B loyalty can no longer rely exclusively on offering the lowest price. Companies need structured programs capable of delivering tangible benefits: priority access to new products, dedicated support, preferential volume conditions and privileged visibility on targeted promotions. Customer status must become a perceived asset, not simply a discount shown on the invoice.
  • Commercial efficiency through customer autonomy. Allowing customers to autonomously manage basic operations — such as browsing catalogs, placing repeat orders and tracking shipments — enables sales teams to focus on higher-value consulting activities: proposing optimized assortments, suggesting intelligent bundles and helping customers maximize point-of-sale performance.
  • Full measurability of commercial activities. Without structured data, governance is impossible. Companies need to accurately track purchase frequency, promotional investments, average order value, campaign effectiveness and the behavior of every single customer. Only with this level of visibility can informed decisions be made and strategies continuously optimized.

The Itagency case: from fragmentation to strategy

A concrete example of the successful first steps in adopting this approach is Itagency, a company with 50 years of experience in tobacco product distribution and a network of over 52,000 retail outlets. Before its digital transformation, the company relied on fragmented manual processes: Excel-based order management, discounts granted by habit at the beginning of the year, and “blanket” promotional offers with no territorial or store-type personalization.

The result? Eroded margins, undervalued salespeople, an inability to scale the business and a complete lack of visibility into actual commercial performance.

To overcome this situation, Itagency implemented a digital platform structured around three fundamental pillars.

  • Proactively guiding the portfolio. Instead of waiting for customers to repeatedly order the same products, the system actively suggests brands and product references to improve cross-selling activities, based on historical data, seasonality and category performance. Sales agents become consultants rather than simple order takers.
  • Operational reliability and automated validations. Automating checks related to availability, commercial conditions, credit limits and order consistency dramatically reduced errors, verification calls and post-delivery disputes. The time saved is reinvested into high-value commercial activities.
  • Promotions delivered at the right moment with territorial personalization. Using centralized data and predictive analytics, the system suggests intelligent bundles tailored to individual stores or territories, anticipating customer needs. No more generic offers sent to everyone, but contextualized promotions capable of generating real perceived value.

The outcome of this transformation was twofold: on the one hand, greater operational efficiency and fewer errors; on the other, a true evolution in the role of the sales force, shifting from order “executors” to strategic consultants for their customers.

Real-time B2B loyalty: a paradigm shift

Implementing an effective B2B loyalty program is therefore not just an IT upgrade, but a paradigm shift requiring the redefinition of commercial rules and the company culture as a whole.

A modern B2B loyalty program powered by AI technologies enables companies to:

  • Reward virtuous behaviors (purchase volumes, purchase frequency, payment punctuality and assortment breadth) instead of granting indiscriminate discounts;
  • Create recognizable status levels that encourage customers to grow within the program;
  • Personalize offers based on customer profiles, purchase history and untapped potential;
  • Measure the effectiveness of promotional initiatives in real time and continuously optimize them;
  • Provide sales teams with intelligent “Next Best Action” tools suggesting which product to propose, when and to whom.

These benefits, however, require a structured approach capable of integrating technology, processes and people commitment.

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