This paper is an investigation into the business-to-business experience (B2BE), how it differs from the business-to-consumer experience (B2CE) and the core elements of a bonded B2BE. Much of the current ‘wisdom’ about customer experience relates to the B2C domain. This is because the largest budgets are within the B2CE sector. Throughout B2BE, there is limited genuine hard evidence-based research and correlation to academic theory. This raises questions over the validity/value of much that is written or spoken on the subject in relation to the B2B sector. Within the B2B sector, the absolute number of customer relationships may be fewer, but they are far more complex. They often include multiple contacts at differing levels across a large number of touchpoints. Customers themselves are becoming more vocal, sophisticated and demanding around what they expect. Consolidation brings with it leverage and an ability to become more demanding of the supplier base. Before embarking upon the pursuit of a bonded experience with every customer, it is important to understand the importance of the overall B2B relationship: the investment value input into the experience needs to match the level of value gained. In essence, segment your customers first, and be clear where and with whom to develop experience at the appropriate level. This paper uncovers a layered approach to the B2BE. The involvement of professionals, with a rational and detached nature to expectation management and experience, also comes through in terms of the key factors at each level. At base, the key drivers revolve around the buyer(s) and the expectations of procurement teams that it is possible to do business: their experience tells them whether or not a business partner can fulfil the base level. It is about reliability, consistency, dependability, problem resolution, appropriate contact, choice and flexibility. Once an organisation has achieved the delivery of a consistent experience that meets base expectations, this paper identifies key areas that enhance the B2BE. These coalesce around co-creation of value, strategic understanding and contact at all levels across the organisation, working within strategic business units, flexibility and pro-activity. Finally, the relationship moves into what is described as a ‘bonded experience’. Nearly all the research points to trust as being at the centre of the bonded experience. Supplementary areas that support trust at this level to develop a bonded experience are also identified. These are communication, interdependence and integrity. It is not so much the relationship or the way customers are managed that differentiates as this has become broadly similar. It is the experience developed through the relationship that makes the difference.