A research summary of Kimia Saadatmandi’s master’s thesis at Ghent University

In today’s volatile business environment, crises are no longer a question of if, but when. From global disruptions like pandemics and geopolitical conflicts to isolated incidents like cyberattacks or supply chain failures, companies are increasingly tested on how they respond—not just operationally, but relationally.

In her master’s thesis at Ghent University, Kimia Saadatmandi explores a crucial but under-researched question: How can companies retain their key B2B customers and rebuild trust after a crisis? Her qualitative study, based on 14 interviews with professionals across Europe and Australia, offers valuable insights for sales leaders, key account managers, and SaaS providers alike.

📘 Source: Saadatmandi, K. (2022). Brand and Trust Recovery in Key Account Management in Post-Crisis Situations. Ghent University. Available via lib.ugent.be

Why This Research Matters

In B2B markets, key accounts are not just customers—they are strategic partners. Losing one can mean losing millions in revenue, years of relationship-building, and a significant portion of market share. Yet, most crisis management literature focuses on consumer-facing brands or internal operations, leaving a gap in understanding how to manage B2B customer relationships post-crisis.

Saadatmandi’s research fills this gap by focusing on:

• Crises caused by external factors (e.g., pandemics, geopolitical events)
• The B2B context, where customer relationships are long-term and high-stakes
• The role of trust and communication in customer retention

Methodology in Brief

The study is based on 14 semi-structured interviews with professionals from nine companies across industries such as automotive, food processing, IT, and manufacturing. Most participants were based in Germany, with one in the UK and one in Australia. The interviews were analyzed thematically using NVivo software.

Key Findings

1. Communication Is More Important Than the Crisis Itself

Across all interviews, one theme stood out: how a company communicates during a crisis matters more than the crisis itself. Customers are generally understanding—especially when the crisis is external—but they expect transparency, speed, and consistency.

“How you manage this crisis and how you communicate it has a much greater effect than the crisis itself.” — Dr. Jürgen Heller, CSO, Hauni Maschinenbau GmbH

Best practices include:

• Early, proactive outreach (within 48 hours)
• Personalized communication (not mass emails)
• Clear, honest updates—even if all the facts aren’t known yet
• Involvement of senior leadership (e.g., CEO or country head)

2. Trust Is Hard to Regain—But Not Always Lost

Most companies reported that trust was not broken during the crisis—especially when they had strong pre-crisis relationships. In fact, many said the crisis strengthened their customer relationships.

“We grew a lot closer because our whole forecasting was aligned.” — HR Business Partner, Food Processing Company

However, when trust is broken, it’s difficult to recover. Companies must work “three times as hard” to regain it, and even then, success depends on the customer’s willingness to forgive.

3. Crisis Management Is a Team Sport

Effective crisis response requires cross-functional collaboration. Sales, supply chain, quality management, and communications must work together to:

• Secure the supply chain
• Provide alternative solutions
• Maintain service levels
• Keep customers informed

Some companies even helped customers source products from competitors to maintain goodwill.

4. Crisis Prevention Builds Confidence

While not all crises can be prevented, preparedness builds trust. Companies that had:

• Business continuity plans
• Risk assessments
• Dual sourcing strategies
• Stockpiles of critical materials

…were better able to reassure customers and maintain operations.

“We have bigger stocks, we have other warehouses which we just rented out. It’s capital which you have bound, but that’s better than losing customers.” — HR Business Partner, Food Processing Company

5. Compensation Is Rare—But Not Always Necessary

Interestingly, most companies did not offer monetary compensation. Instead, they focused on:

• Transparent communication
• Fast problem-solving
• Service-level agreements
• Goodwill gestures

Customers valued reliability and responsiveness more than refunds.

Practical Implications for B2B Leaders

Saadatmandi’s research offers several actionable takeaways:

• Invest in pre-crisis relationships: Trust built over time is your best insurance policy.
• Communicate early and often: Even if you don’t have all the answers, say so.
• Be transparent and human: Admit mistakes, show empathy, and involve senior leaders.
• Prepare for the worst: Crisis prevention measures like dual sourcing and stockpiling matter.
• Focus on solutions, not blame: Customers care more about how you fix the problem than whose fault it was.

Final Thoughts

Kimia Saadatmandi’s thesis is a timely and insightful contribution to the field of crisis management and B2B relationship marketing. It reminds us that trust is not built in a day—but it can be lost in one. And in times of crisis, the companies that retain their customers are not necessarily the ones with the best products, but the ones with the best relationships.

📘 Read the full thesis: Ghent University Library