In “How to Navigate the Digital Shift in Customer Service in Industrial Distribution,” I discussed the advanced tools and diverse types of data available to distributors in the rapidly expanding digital world.
As you consider integrating cutting-edge tools like AI into your customer experience strategy, it’s vital to first address the basics. Jumping into complex solutions for problems that are not fully understood or defined can lead to challenges and a frustrated team.
Designing a comprehensive customer experience and leveraging the wealth of tools and data in today’s market may seem daunting. However, with a structured approach, it’s an achievable goal. In this article, I intend to narrow our focus to two key initiatives that distributors can implement immediately to set themselves on the right path.
Cultivating a REAL customer-centric culture and getting a thorough understanding of your current state. Both are projects that require a deep organizational commitment.It’s not for the faint of heart.
Talking Is the Easy Part
Most of us believe we are focused on customers and our culture is already customer-centric. The trick is making sure people know what a real customer-centric culture is, that it’s understood by everyone in the organization, and that it is essential for the long-term success of the company.
This shift is like a full-scale renovation, starting from the top and spreading down to every team member. It needs to be REAL to every team member throughout the organization.
It begins and ends with the question: Who is our customer and why is what I do for them important?
This vision needs to be more than just words; it needs to seep into every nook and cranny of the company’s operations and beliefs. It’s about creating an atmosphere where everyone, from the person answering customer calls, the salesperson making sales calls, the A/R specialist reconciling accounts to the one behind the wheel of the delivery van, really gets it – they’re all vital in making or breaking the customer’s experience.
At Redi Carpet, I developed and rolled out a “Who is our customer?” initiative to ensure we knew who they were, what was important to them and why what they did mattered. It was simple, engaging and effective at telling the story of the property manager and why what every team member did was important to him/her.
It was designed for employees at all levels, helping them to see and understand the needs and preferences of our customers. Whatever the method you choose, the key is to make it simple and easy to understand for your organization. This approach not only keeps the customer’s experience front and center in employees’ minds but also emphasizes their customers’ needs and preferences.
Delivering exceptional service is a team effort. By weaving this into the company’s fabric, businesses can guarantee that every team member is marching to the beat of the same drum, all aiming to deliver truly outstanding experiences.
Peek Under the Hood: Develop a Clear Understanding of Your Current State
To understand your customer experience, act like a careful architect who studies the land before building. By knowing exactly where we currently stand in terms of customer experience, our actions become more than good intentions. They become informed, specific steps.
This thoughtful start ensures every action taken is a step toward creating a culture that is all about fulfilling and going beyond what our customers want. It’s a start to a company-wide change that answers to and matches your customers’ needs.
The old Stephen Covey mantra “Begin with the end in mind” applies to CX experience, as well. You need to know what you want it to look like and be willing to uncover the truth about your current customer experience. I learned from a mentor of mine as a first-time district manager, that you sometimes must experience things for yourself.
He used to pick up the phone and call his branches and place an order to see how it went. It was a simple but effective search for the truth. You can’t do it these days with caller ID so you must find other ways. Executives who are far away from interactions need to jump in and experience their company for themselves. David Grainger, the long-time Chairman and CEO of Grainger, used to do the same thing; it was my first real interaction with him when I centralized the 1-800-Grainger number. I thought that anyone who was calling an 800 number wouldn’t mind getting the call center.
I was trying to solve the problem of the branches getting these calls because most of them were for ecommerce or technical support. He called and got the call center vs. a local branch and let’s just say that wasn’t his vision at the time. He called me to his office to discuss and to my surprise, he didn’t beat me up over it. He sought to understand my reasoning and coached me on what he was looking for.
Mr. Grainger knew what he wanted, and he called it out when it didn’t align with that. It was his leadership and approach to that situation that made it OK to mention the ugly parts out loud. Not to say I didn’t fear at the time that might be my last day at Grainger!
You must understand where you are and be willing to look at experiences that are not what you want. We sometimes believe the not-so-great things we may hear in a location visit are one-off and not indicative of our service. As leaders, we need to be open to the fact that all might not be well.
Using data is a great start. Many companies use survey data to better understand and manage customer experience. A comprehensive approach goes beyond just measuring customer satisfaction through tools like the Net Promoter Score (NPS). While NPS is a valuable metric in assessing customer loyalty and the likelihood of customers recommending a business, it’s only a part of the puzzle.
The approach should get into the reasons behind customer feedback. It’s not just about counting how many customers are promoters or detractors but understanding the why behind their ratings. Combine it with personal interviews, focus groups and potential conversations with customers who have fired you to get real insights. This is where real change starts.
Who remembers the old United commercial? The final scene shows an executive boarding a plane, and when asked where he’s headed, he replies, “Going to have a face-to-face meeting with the company who just fired us.” This is getting real with where you are.
After gaining a solid understanding, it’s important to initiate changes that enhance the customer experience. Focus first on the changes that will have the greatest impact, are within your control and are easiest to implement.
This approach ensures visible progress that the organization can recognize. Remember, this isn’t a one-off endeavor but a continuous process of improvement. Leverage the skills within your organization to sustain and build upon this progress. This consistent commitment to improvement ensures your organization continuously meets evolving customer needs and preferences and puts you on the road to delivering a great experience.
Brian Hopkins is recognized for his expertise in customer service and operational efficiency within the industrial distribution sector. His career trajectory showcases a series of impactful leadership roles, marked by innovation and strategic growth.
Notably, at W.W. Grainger (2002-2011), Brian significantly enhanced call center operations, and deployed the Grainger strategy by leading an operational staff of 7 direct reports and more than 800 employees in Illinois, Wisconsin, and Iowa Call Centers. His tenure as District Branch Operations Manager and Branch Manager demonstrated his proficiency in managing large-scale operations, overseeing 18 branches with $200 million in revenue, and effectively running a $25 million branch operation.
Subsequent roles include driving operational and customer service transformation at HD Supply Power Solutions (2011-2015), leading customer experience innovations at Hisco (2015-2020), and enhancing multi-site customer service strategies at Redi Carpet (2020-2022) and AZP Multifamily (2022-2023).
Brian Hopkins' career is a reflection of his unwavering dedication to customer service excellence and operational efficiency in industrial distribution. His tenure, especially at W.W. Grainger, has had a lasting impact, showcasing his capacity to innovate and lead in complex, multi-site operational environments. His academic background, including an MBA and a Bachelor of Arts in Business Management, complements his extensive practical experience.
Brian has consistently demonstrated his ability to lead, innovate, and drive sustainable growth across various operational landscapes.