Scaling your B2B program: lessons from top brands
Introduction
As businesses increasingly adopt B2B payments and accounts receivable (A/R) automation, scaling these programs requires a mix of the right technology, internal marketing and change management. During the panel discussion, Scaling Your B2B Program at TreviPay’s Crossroads Conference, leaders from Best Buy, Toyota Material Handling, General Motors and Red Wing Shoes shared their insights on how they successfully grew their B2B programs and the lessons they’ve learned along the way.
Moderated by Martha Salinas, this insightful conversation featured Doug Bitney of Best Buy, Nick Ostergaard of Toyota Material Handling, Lisa Coggins of General Motors and Todd Holzer of Red Wing Shoes. Together, they dove into the complexities of building and scaling a B2B payments and A/R program, offering practical advice for those looking to expand their own initiatives.
We’ve compiled the top insights from their discussion—read on to discover the key strategies for scaling your B2B program.
We feel like a lot of the work that’s been building over the last ten years is now ready to switch the payments landscape,B2B payments are having their day in the sun.
Brands on the panel
Key takeaway 1: Empower your team and embrace agility
Scaling a B2B program is not a one-time effort; it requires continuous iteration and flexibility. Nick Ostergaard of Toyota Material Handling emphasized the importance of empowering teams to make decisions and adapt quickly. “Identify the ideal state, be truthful about your current state and break down gaps into manageable chunks,” Ostergaard explained. This agile approach ensures that businesses can respond to changing market conditions and buyer expectations, which can shift dramatically over the course of a large-scale initiative. He also emphasized the need for leadership to give teams the freedom to operate: “As a leader, you’re accountable for the strategy, but you have to empower your people to take charge and execute.”
As a leader, you’re accountable for the strategy, but you have to empower your people to take charge and execute.
Key takeaway 2: Understanding buyer and dealer needs is essential
Todd Holzer of Red Wing Shoes said success depends on understanding both buyers and dealers. “We had to make bold moves to modernize our billing processes and dealer reimbursements,” he said of replacing Red Wing’s manual processes with TreviPay. With 500 stores, fast and accurate reimbursements keep dealer relationships strong. “If it takes six months to reimburse a dealer, you’re going to lose their enthusiasm.”
We had to make bold moves to modernize our billing processes and dealer reimbursements.
Key takeaway 3: Customer segmentation drives personalization
Doug Bitney of Best Buy underscored the importance of customer segmentation for driving a tailored approach to B2B relationships. Best Buy serves businesses through a variety of channels—retail, online, APIs and salespeople—and has divided its B2B customers into specific verticals such as healthcare, education and hospitality. Each vertical is supported by dedicated salespeople who understand the unique needs of their industry, which helps Best Buy better serve its customers. “Customer segmentation allows us to provide more personalized solutions that align with each vertical’s needs,” Bitney said. This personalized approach ensures that B2B customers, whether large enterprises or small businesses, receive the right solutions and support.
Customer segmentation allows us to provide more personalized solutions that align with each vertical’s needs.
Key takeaway 4: Lean on strategic partnerships
Lisa Coggins from General Motors shared how leveraging vendor expertise can help scale programs more effectively. She highlighted the value of building strong partnerships, particularly when scaling operations. “I don’t view working with TreviPay as just a vendor relationship anymore; it’s a strategic partnership,” Coggins said, referring to the collaboration between General Motors and TreviPay. Coggins also stressed the importance of transparency and education in fostering successful partnerships, noting that GM’s initial failure to properly educate their dealers on the benefits of their billing program led to missed opportunities. “We were the best-kept secret at General Motors, but we’re not anymore,” she admitted, explaining how their team re-engaged with dealers to ensure everyone understood the program’s value.
I don’t view working with TreviPay as just a vendor relationship anymore; it’s a strategic partnership
Key takeaway 5: Focus on long-term strategies and execution
When it comes to scaling a B2B program, it’s not just about setting goals; it’s about setting realistic, actionable plans that evolve over time. Holzer emphasized the need to be realistic: “Make yourself equal before you make yourself different.” In other words, execute your current strategy flawlessly before attempting to introduce new innovations. Scaling isn’t just about the end goal—it’s about mastering each step along the way.
Make yourself equal before you make yourself different.
Looking ahead: preparing for 2025 and beyond
As B2B buyer expectations become more aligned with their B2C experiences, companies are increasingly focused on delivering personalized, seamless and efficient solutions. Whether through leveraging technology, empowering teams or fostering strong partnerships, the panelists agreed that adaptability and a customer-centric approach are critical for scaling B2B programs in 2025 and beyond.
Ready to scale your B2B program?
Whether you’re just starting to build your B2B payments strategy or looking to refine and expand your existing program, now is the time to act. Leverage the insights shared by industry leaders to remove friction, streamline operations and meet your customers’ evolving needs. Contact TreviPay today to learn how our solutions can help you scale your B2B program and drive long-term growth in 2025 and beyond.