20 Ways To Revive A B2B Or Vendor Relationship

Forbes

3 days ago

Relationships between businesses and vendors often change at the drop of a hat. Between miscommunication, delays and unmet expectations, it only takes one small misstep to prematurely end a business partnership, no matter how long a deal has been in place.
As experts, the members of Forbes Business Council have partnered with a number of other businesses and vendors. Below, 20 of them discuss their experiences of either nearly firing a business or vendor or almost being fired themselves. Read on to learn proven strategies that can bring a partnership back from the brink of dissolution.
1. Take Accountability
I had a close moment where I was ready to hit the eject button on a vendor, but they swooped in like superheroes. They owned their mistakes, listened to my concerns and delivered a solution faster than I could say 'contract termination.' They even followed up after. That mix of hustle and genuine care was a royal game-changer. They not only saved the deal but also earned my loyalty for the long haul! - Tonia Ryan, Techvoya
2. Avoid Deflecting Or Sugarcoating
Our business partner didn't deflect or sugarcoat. Instead, they leaned in, owned the failure and asked what mattered most to me going forward. They then delivered fast. That shift from damage control to partnership kept me on board. In B2B, how you handle the worst moments defines the relationship. - Miriam Groom, Mindful Career
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3. Make Needed Changes
Due to slow response times, we were close to dropping a vendor when their leadership stepped in. They owned the issue and assigned a dedicated point person with clear service-level agreements. That proactive ownership, along with regular check-ins, restored trust. It showed us they valued the relationship and were willing to adapt. - Asaad Hakeem, SARC MedIQ Inc.
4. Present Solutions With Clear Timelines
We were close to ending a partnership due to recurring delays. The CEO then personally reached out, took full accountability with no excuses, and presented a clear recovery plan with timelines. They also offered temporary compensation and assigned a dedicated project manager. That level of ownership and responsiveness restored trust and kept the relationship intact. - Maksym Blazhkun, Cronika
5. Communicate Proactively
We were on the other side as the B2B partner during a period of supply disruptions. The key was honest, proactive communication. We addressed the issues head-on and reassured the client that we were fully committed to delivering value for them. Challenges are inevitable, but transparency and consistent effort can rebuild trust and even strengthen the relationship. - Adam Shaw, VTS Global
6. Focus On Solving A Problem
We are a SaaS software company. Often, clients want to leave when they come up with a solution they think cannot be implemented. We reframe the conversation by asking, "What is the problem you are trying to solve?" This highlights the end result they want, enabling us to point them in the direction that will result in success. This allows the client to achieve their goal and resolves the retention issue. It's a win-win. - Asaf Darash, Regpack
7. Adapt To The Client's Needs
I almost dropped my executive coach during a cost-cutting phase. Because their three-month notice felt like too much, they generously offered to reduce it to one month. They then delivered so much value in that time that I couldn't justify letting them go. A year later, we're still working together. That smart, strategic move on their part has also been a phenomenal ROI for Kalicube. - Jason Barnard, Kalicube
8. Act On Feedback Early
We've worked with many B2B companies that saved at-risk clients by acting on feedback early. When they spotted a drop in satisfaction or a misaligned response, they reached out with genuine curiosity, not a script. That opened up honest conversations, surfaced hidden issues and proved they truly cared. As a result, it rebuilt trust and often turned quiet frustration into renewed loyalty. - Kári Thor R., Cliezen
9. Quickly Fix Mistakes
We were ready to walk away from a creative partner who missed the brief. The founder called, owned it and delivered sharp work in a week. Accountability and action bought them a second chance. Good vendors stumble, but great ones fix it fast and show they value the relationship. - Sahil Gandhi, Blushush
10. Commit To Honesty And Real Action
I was about to end my relationship with one of Switzerland's largest companies due to serious process and management issues. To their credit, they admitted the problems openly, brought in a new manager and committed to full transparency with regular updates. Their honesty and real action convinced me to stay. - Bojan Ilic, Swiss Security Solutions LLC
11. Make Internal Changes And Deliver
We almost let go of our entire UX and design team after a major launch went off track due to an outside developer missing deadlines and failing to communicate. Tensions were high and excuses were plenty, but a sharp project manager stepped up, brought in a new developer and over-communicated through the duration of the launch. The result was an award-winning product and a lasting team relationship. - Raj Tulshan, Loan Mantra
12. Improve Communication
I've been on both sides of the relationship. As a vendor, we almost lost 60% of our business because of a long, meandering, avoidable disagreement. Better communication was needed. To fix it and save the day, I went from wanting to be right (and win) to wanting to do the right thing for the client. When I dropped my ego, the energy of the conversations changed for the positive. - Joe Crandall, Greencastle Associates Consulting
13. Actively Listen To Client Concerns
We were this close to axing a SaaS vendor over chronic glitches. The CEO flew out, sat down, and said, "Show me every pain point. No fixes promised yet—just listening." They then delivered a brutal, non-sugarcoated audit with a 30-day turnaround plan. They showed total ownership and provided no excuses. They converted rage into respect by valuing our pain over their ego. We stayed. - Dmitrii Khasanov, Arrow Stars
14. Ensure Partners Feel Seen And Valued
It's amazing how fast things can turn around when you feel seen and valued. A sincere apology, clear accountability and genuine effort to rectify the issue can help restore trust. When a vendor treats you like a human, not a number, it changes everything. That kind of response has kept more than one business relationship going strong after a bumpy patch! - Natalie Ruiz, AnswerConnect
15. Send Apologies With Personalized Gifts
Our software vendor was underperforming, and I was ready to cancel. Instead of defending their service, they sent personalized gifts to each team member affected by their mistakes, acknowledging the human cost of their failures. That emotional gesture brought them goodwill and we allowed them to fix the technical issues. Sometimes, apologies need to feel personal. - Archer Chiang, Giftpack
16. Meet Expectations
When I took on a new role, I was ready to replace a vendor. The relationship felt stale, but once I set level expectations, they rose to meet them quickly and decisively. They stopped acting like a vendor and started operating like a true partner, becoming proactive, accountable and fully aligned to our goals. That shift in mindset, urgency and ownership earned them a fresh start and long-term trust. - Kamanasish (KK) Kundu, Kendra Scott
17. Embrace Flexibility, Transparency And Speed
We were able to save a client we were about to lose by being flexible and listening to their concerns. We provided tailored solutions that reassured the client that we cared about their success as well. The winning point was deciding to work through the issue with transparency and speed. - Maneesh Sharma, LambdaTest
18. Prioritize Quality
I nearly fired a CRM vendor over delays. I thought they weren't committed, but it turns out, they had the solution but held back for quality reasons. I reviewed the rough version, ran the numbers and realized rushing it would've cost more. I often think striving for perfection is a form of taking accountability. - Khurram Akhtar, Programmers Force
19. Do What's Right For The Clients
When we started a computer graphics company, a senior executive was a client. While proofing, we found a balance sheet error by the client. When we notified him, the client was upset that "dumb proofers" were bothering him. We apologized and repeated the request. An hour later, the client called to apologize. We never lost the client. The lesson is to always do what's right for clients. - Jerry Cahn, Age Brilliantly
20. Make Consistent Improvements
I have changed my mind a couple of times on vendors. They would apologize and improve their services, but I sometimes found that they would revert back to making old mistakes and missing deadlines, so I had to "fire" them. If a vendor or partner continues to provide bad service the second time around, it isn't worth having that discussion with them again. - Carmen Skipworth, CAMS Innovations