Business-to-business (B2B) companies devote significant resources to measure customer satisfaction but lack guidance on critical aspects of implementing satisfaction programs. Accordingly, executives ask: (1) What are the key strategic attributes driving B2B customer satisfaction? (2) Are the strategic attributes satisfaction balancing, satisfaction maintaining, or satisfaction enhancing based on the pattern of asymmetry? (3) Do the sign and magnitude of asymmetry vary across industry and customer subgroups? and (4) Is there a generalizable link between satisfaction and financial performance for B2B firms? Study 1 uses qualitative and secondary research to identify and validate eight strategic attributes pertinent to B2B companies—quality of product/service, pricing, safety, sales process, project management, corporate social responsibility, communication, and ongoing service and support. Study 2 examines industry-subgroup heterogeneity in the nature of asymmetry across industries, then links satisfaction with performance (i.e., sales). Study 3 finds customer-subgroup heterogeneity in the nature of asymmetry within the customer base of a B2B service provider, then links satisfaction with performance (i.e., dollar value of purchase).

企业对企业（B2B）公司投入大量资源来衡量客户满意度，但缺乏有关实施满意度计划的关键方面的指导。因此，管理人员会问：（1）推动B2B客户满意度的关键战略属性是什么？（2）基于非对称模式的战略属性满意度是否达到平衡，保持或提高满意度？（3）不对称的符号和大小在行业和客户亚组中是否有所不同？（4）B2B公司的满意度与财务绩效之间是否存在可概括的联系？研究1使用定性和辅助研究来识别和验证与B2B公司相关的八个战略属性-产品/服务质量，定价，安全性，销售流程，项目管理，企业社会责任，沟通以及持续的服务和支持。研究2考察跨行业不对称性质的行业子组异质性，然后将满意度与绩效（即销售）联系起来。研究3在B2B服务提供商的客户群中发现了不对称性质的客户子群异质性，然后将满意度与绩效（即购买的美元价值）联系起来。