Early work in business-to-business markets indicated the importance of customer service (e.g. Cunningham and Roberts, 1974). More recently, customer service appears to be an implicit assumption within the notion of relationships, be it from an interaction or other relationship perspective: feedback occurs through the interactions that occur between customer and supplier (Håkansson, 1982; Turnbull and Valla, 1986; Ford, 2002). However, this feedback will often be informal in nature and may well be given to technical personnel. The question of how this can be best collated and used for strategic purposes then becomes vital. Some researchers suggest that the collection of such market intelligence is the role of the sales engineers although, in practice, this can be fraught with problems such as pressure to achieve new sales and failures in management information systems (Donaldson, 1998). Little explicit attention seems to be given to this issue in either the business-to-business marketing or the sales management literature. Indeed, Parasuraman (1998) has remarked upon the paucity of research into customer service in business-to-business markets.