Friction in the B2B buying process is emerging as a critical threat to customer loyalty—often outweighing price alone. A new UK and European study commissioned by Censuswide on behalf of TreviPay, the global B2B invoicing and payments network, highlights how slow onboarding, inconsistent invoicing, and rising expectations for AI-enabled processes are driving new pressures on loyalty beyond price.
We sat down with Inez Berkhof-Hollander, TreviPay’s Vice President of EMEA, to explore the findings and what they mean for finance leaders navigating an increasingly complex digital payments landscape.
Why did TreviPay undertake this research? Why is it important?
We undertook this research with Censuswide to better understand how B2B buyer expectations are evolving across Europe, specifically in the UK, France, Germany and Spain, at a time when finance leaders are under pressure to manage cash flow, and drive resilience, efficiency and growth. Our aim was to move beyond the idea that payments are simply a back-office function.
The data shows that payment experience has become a strategic lever for customer retention and long-term value creation. In B2B, loyalty is not emotional, it’s earned through reliability, trust and ease of doing business.
Our previous research demonstrates that revenue per B2B customer compounds significantly over time, with a clear inflection point after around seven years and substantial acceleration beyond that. But this growth is not guaranteed. Buyers are explicit: loyalty is conditional on simplified, seamless experiences, particularly around invoicing, credit and settlement, and on payment solutions that can adapt as their businesses scale.
For finance leaders, this research is important because it reframes payments from a cost centre into a competitive differentiator.
What are some of the key findings?
There are rising expectations for AI-driven processes in payments, and flexible payment options are increasingly valued. There are also subtle regional and cultural differences in each market influencing payment preferences.
On the AI front, respondents told us they want smart systems that enhance decision-making and automate repetitive tasks. However, practical implementation is crucial. Features like invoice/purchase order matching and status visibility being the most valued.
At the same time, pay-by-invoice (or net terms) and being able to offer flexible invoicing options is a decisive factor for getting repeat business, which remains deeply embedded in European B2B operations—although local preferences vary and need to be handled carefully.
Finally, reducing friction emerged as a key priority for these senior B2B executives. Even with widespread digitalisation, operational issues persist. Suppliers who can minimise errors, integrate with ERP systems, and ensure consistent formats who will have a competitive edge.
Can you talk about why and how AI technologies are increasingly being used in payment processes?
What the data shows is that AI adoption is utilized in the broader order-to-cash (O2C) process but the maturity varies, it’s not optional anymore though. Nearly eight in ten respondents say they always or often use AI-driven technologies in purchasing and payment processes.
Finance teams are applying AI where it delivers tangible value: improving decision-making through better data insights, strengthening fraud prevention and risk management and reducing manual work. This is not about replacing human judgement, but augmenting it so finance professionals can focus on higher-impact activities.
Friction comes up a lot in the report. What are some practical steps finance leaders can take to address friction in the payments cycle?
The first step is to look at the payments cycle end to end or from an O2C perspective, as we call it, and to add the ‘outside-in’ lens, from onboarding and credit approval through to invoicing and settlement, and identify where manual intervention still remains. Finance leaders should consider clean ERP integration with their larger customers, flexibility in local payment terms, and real-time visibility for both customers and internal teams.
Reducing friction is as much about mindset as it is about technology. Senior finance leaders should keep asking themselves, how can I make my client’s life easier, smoother, and what does that mean for my internal organisation?
Can you give me some examples of real organisations that are addressing friction in the payment processes?
Our work with Walmart Business and Lenovo shows that addressing friction is about aligning payment experience with how B2B customers actually operate. In both cases, extending net terms, offering localised invoicing and seamless digital experiences materially improved purchasing flexibility and customer satisfaction. The focus is on making things easier for their retail business customers. By leveraging a customised B2B payments platform, they introduced a convenient net terms option for business buyers. The Lenovo payment experience is fully localised to meet the needs of buyers in 14 different markets.
Anything else to add?
The overarching insight from this research is that friction is no longer tolerated as an inevitable part of B2B commerce. Buyers expect finance processes to be as efficient as the products they purchase. For finance leaders, payments have become a strategic lever influencing customer experience, retention and overall enterprise value. Suppliers that offer tailored payment options, integrate seamlessly with existing systems, and streamline onboarding can build and sustain long-term relationships across multiple markets.
