6 Putting the principles into action The challenges A layered approach How do we measure progress? Have we shifted the dial?
7 The challenges Service excellence means different things to different customers Distribution service industry Trading added value approach A decentralised and empowered business versus consistent service excellence Making it easier for customers given the complexity of wholesale Metrics- what targets to set and what to measure? Keeping it real- business continuity through change
8 Customer experience A layered approach KPIs, Measurement & Tracking Engagement and Training Mission, Vision & Values Team Structure Systems and Technology Investment & Infrastructure
9 XXX Are we on the right road to Service Excellence? Service Excellence Source: Wholesale customer survey 2015
10 What is service excellence? Qu: What does the term service excellence mean to you? Top Customer Service 2. On-time deliveries 3. Quality/range of products 4. Order accuracy 5. Cheaper/competitive pricing 6. Better communication 7. Product availability 8. More promotions 9. See rep more often 10. Be more flexible, helpful and knowledgeable
11 How do we measure progress? Surveys and regular tracking are the backbone of our service journey Sharing customer feedback and the granular details with teams right across our business is key The him! delivered wholesale survey gives us a competitive benchmark and great breadth and depth of insight We also run our own survey of 3,701 customers statistically robust enough to analyse by region, depot, customer type.
12 Red and green flags 20 key metrics are measured that built around key customer touch points and are key elements of what customers tell us they want from our service We build action plans for each depot.
13 Have we shifted the dial? Accuracy of delivery: % of customers who say they always receive their delivery in full Telematics Voice Pick Sub-supply has reduced by 20% Final order fulfilment measured by customer has increased by 5%
14 Have we shifted the dial? Quality of our products: Our customer measures of product quality have gone up every single year across our business We quality benchmark all our own brand products each year, some 2, 3 and 4 times- if it doesn t hit the mark it doesn t get in! Over 60 of our own brand products are accredited by the Craft Guild of Chefs.
15 Have we shifted the dial? Communication Qualitative research has flagged that: we have high quality people who communicate well our drivers are seen to be excellent, and helpful. customers value suppliers who proactively solve their challenges, giving them a clear understanding of what is going on, and building good relationships with their teams they expect that there will occasionally be problems they want these to be handled with honesty and open-ness they place a very high value on staff who can spot this and fix it before problems occur.
16 Have we shifted the dial? Communication Our own customer satisfaction survey identified that we have increased our scores on communication of: - new products - promotions - late deliveries - and unavailability.
18 How do we evaluate our journey going forwards? A tool that tracks performance? Or a tool to drives performance? Management teams (board, central management teams) Solution: brand perception feedback Priorities: representative & objective feedback Operational teams (depots, central departments) Solution: customer journey feedback & bespoke research Priorities: timely, specific, detailed feedback
19 What s key to measure via research? Customer satisfaction averaged across key measures? Net promoter score and customer advocacy? Easy to do business with? Likelihood to purchase?
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