All the small Big things3WM

SM

Experience and proven abilityWho we are:Insight-Mark Hollyoake: Mark’s expertise is focused on Customer Experience (CE) and Customer Management (CM) strategy development, CM evaluation and execution of CE/CM improvement plans (inc. organisational modelling for customer management) and programme design. Partnership & alliance development, management and implementation programmes. He has extensive practical experience on both a local and international level

In 2002, Mark set up, and is a Director of Springboard Commercial Solutions Ltd – a Customer Management consultancy practice and network of experienced Customer Management professionals who enable major to small corporate organisa-tions to deliver their Customer Management profitably and effectively. In 2009, Mark also set up, and is a founder facilitator of Star Commercial Academy – a customer management training and development consultancy practice, who enable organisations to improve their commercial capabilities and competencies, leading to tangible and measurable gains in their customer management.

Mark is a Fellow of the Chartered Institute of Marketing and Member of the Institute of Sales and Marketing Management. He is on the steering committee of the Henley Business School Pharmaceutical forum and a regular contributor and has written extensively within the business media

Mark’s expertise is focused on Customer Experience (CE) and Customer Management (CM) strategydevelopment, CM evaluation and execution of CE/CM improvement and development plans. Key customer management, partnership & alliance development, management and implementation programmes.He has developed a number of bespoke customer management and customer experience solutions

Invention- John Graham FCSD: Managing Director of London based design consultancy A D Creative, John Graham is a qualified designer with more than 30 years experience in design. He believes in design solutions that are suitably differ-ent rather than simply different. John has been responsible for work that can be seen on ‘pretty much’ every high street in the UK. The company has a long history of high profile work based on results. He has spent the last 3 years developing international business with considerable success. John is a Fellow of the Royal Chartered Society of Designers

Key recent major works include: Simply Foods for Marks & Spencer, 6000 sq m store in Lørenskog (Oslo) for Elkjøp, global repack for First Light Foods (New Zealand), 6 month Brand communication programme for Coca-Cola (Europe wide)

Integration-Chris Benham: Chris Benham of Mobius Services Ltd a niche retail performance improvement consultancy formed by Chris in 2005 following on from a 25 year store and strategic change management career at Sainsbury’s.

Mobius career highlights include organisational design and change programme for a 600 head ‘Top 4’ UK food retailer Trading function; OD, process and performance improvement for a leading UK hotelier; customer satisfaction programme for a leading UK Agroretailer; review and specification of ‘Business User’ requirements for the European purchasing arm of a global high street restaurant brand.

Sainsbury’s career - Chris was responsible for the successful deployment of the Nectar card launch to 11m customers through 130,000 retail colleagues; project and change management for the outsourcing of 350+ store restaurants; pro-gramme manager for Customer Obsession which changed the way that Sainsbury’s managed and implemented change in store; Scoping Manager for PICO a £1.25bn cost out programme from the end to end supply chain, Store management and Trustee Director of the Sainsbury’s Pension scheme.

Chris is probably one of the best ‘translators’ of retail strategy into operational action in the UK today.

We must address today’s mediocracy and commoditisation to set ourselves apart in the future

Our view of the big bad world

• How can you stand out from your competitors.

• How do you stop the slide towards commoditisation.

• You need to hold onto the customers youalready have.

• The current customers you have, you need to takea bit more.

• How can you do more for the same.

• How can you do more for less.

Pain Points

• Increasing customer demands.

• Customers down-shopping.

• Supplier base cost inflation.

• Inability to realise increased cost throughproduct/service.

• Product quality exceeds customer willingness to pay.

• Sliding towards commoditisation.

• Keeping good people

Outcomes in 3 stages

Providing the experiences that:

• Set you apart from the crowd.• Deliver competitive advantage.• Provide real added value.

- Understand the need.- Identify the pain.- Precision point the opportunity.

1 Insight

- Create the answer.- Visually respond to the issue.- Invent the advantage.

2 Invention

- Deliver consistent leadership.- Communicate the benefits.- Act for change.- Measure and review follow up

3 Integration

The EXPERIENCE you offer,used to make you stand out from the crowd – Now it’s the norm.

What/Where are the next set of experiences?

DEVELOPING AND DELIVERING – three levels

Shopper/consumer expectations and experiences are improved by making the small big things part of the business culture. Exceed the medium.

Meeting expectations through the small big things. Deliver at basic level.Le

vel 1

Leve

l 2

Developing bonded relationships; Bonded expectations into bonded experiences. Deliver the maximum.Le

vel 3

DEVELOPING AND DELIVERING the customer/shopper experience

CustomersActively tell others about the experience.

SuppliersActively suggest and prefer.

EmployeesHigh retention.

Efficiency & effectivenessLe

vel 1

Customers Come to you because of the experience.

SuppliersPrefer to work with you over others.

EmployeesPrefer to work for you than others.

• Increased store centre income market share within their defined catchment area.

• Pro-active communication.Preference

Leve

l 2

Pot

entia

l ups

ide

CustomersEfficiency experience starts to balance price/convenience.

SuppliersEngaged to prefer.

EmployeesIncreased engagement.

• Improvement in net surplus.

• Improved communication.

• Enhanced margin.

Brand advocacyLe

vel 3

Pot

entia

l ups

ide

• Increased store centre income market share within their defined catchment area.

• Two-way communication.P

oten

tial u

psid

e

the experiences you offer through your people, systems and processes

DEVELOPING AND DELIVERING Forming an Engaging work EnvironmentMaking employees more productive is even more crucial than it is ordinarily.

Three factorsThat drive people

performance

To unlock a team’s abilities you must spend a significant

amount of time on three activities:

Although attention to execution is important, it is not our

exclusive focus when looking at Integration.

The result is a working environment with:

The work climate

Helping the team understand the company’s direction and its implications for team members

Flexibility

Coaching for performance

Encouragement to make improvements

Improved morale

Measuring and reviewing achievement

The ways teams act together and things get done

The engagement, commitment, and satisfaction of employees

Delivering improved customer satisfaction from Integration of all these ingredients.

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A major UK food retailer added £100 million to their sales usinga programme like this.

Summary

• Identify pain & gain division for pilot.

• Familiarisation.

• Customer experience assessment.

• Scoping.

• Stakeholder assessment/engagement.

•insight

•invention

•integration

Turning the small big things into

a reality at customer facing level

Why not challenge us to resolve what’s keeping you awake at night?

The Royal Victoria Patriotic Building John Archer Way, London SW18 3SX, UK

John Graham: +44 (0)208 870 8743 / +44(0)7831 859 672

Email: john@adcreative.co.uk