Enhancing the way we engage with customers
Sales is changing rapidly and facing a variety of new challenges. There is continuous pressure to deliver immediate results and build towards future success which often creates tension. At Quantic we believe that mutual value is accelerated when sales lead the organisation to be customer obsessed and continuously add value to the customer experience.
Connect, customise, commit
In an age of shifting market dynamics and empowered customers, strategies that focus on simply extracting value from customers will fail. Our approach inspires rethinking customer engagement and the customer’s experience to build a growth engine that can consistently deliver results for both parties through:
- becoming an expert on the customer’s business, their needs and challenges, metrics, modus-operandi and shoppers
- being and bringing the voice of the customer into the business
- re-focusing on the value being created for the customer across the full value chain against their metrics that matter
- building meaningful plans that attract shopper spend supported by appropriate investment
- cultivating relationships that go beyond the buying office and across all connections to foster broader conversations
- executing with excellence to commercialise the plan.
Organisations that adopt a customer-obsessed approach report two times higher revenue growth, two times higher profitability growth two times higher customer retention. (Forrester)
Today and tomorrow’s competitive landscape requires a different approach.
Customer centricity focuses on delivering a superior customer experience and customer needs. Customer obsession raises the stakes by constantly seeking to understand, anticipate and exceed customer expectations to foster a deeper organisation relationship and advocacy.
Commit to permeate every aspect of your operations to embrace the customer.
In an uncertain economic climate, plans to operationalise it can slip. When internal functions fly in formation to exceed customer expectations, everything moves faster – including the growth curve.
Leaders serve as catalysts.
Leaders create a thriving eco-system, lead by example and equip their respective teams. It requires a strategic approach that is informed using customer-driven data and agility to flex the approach as circumstances and demands shift.
Zero-in on how and what value is being delivered to customers.
Buyer behaviour is changing rapidly. Customer expectations are constantly growing and evolving beyond a simple transaction. Without really understanding the true value being delivered to customers and their shoppers, a positive customer experience is nothing more than a transient, short-term win.
Balance customer acquisition and retention across channels.
A Customer’s journey doesn’t end once you win an RFP or make the sale: they must be continually nurtured. By focussing on creating long-term relationships and continuously delivering value, your business can become the preferred supplier.
Reflect the scale of value being mutually created.
Resources are limited but suppliers and customers can challenge and change the way they work together by considering how to work in a more cross-functional, collaborative way; pooling expertise and resources across full value-chain functions, balancing priorities of growth and cost reduction from improved efficiencies.
Both parties win when the shopper buys.
The stakeholder of mutual interest should be the focus for growth plans. The sweet spot for growth is in the creation of plans that address targeted opportunities within the ‘three mores’ (more shoppers, buying more often, spending more per trip) and ensuring the shopper feels it was a positive experience.
Work with changing business models.
Customers business models across all channels are changing at an unprecedented speed. Suppliers who are recognised for their partnership and the value they create will have opportunities to participate rather than be left behind.
Unlock additional value from customer feedback.
Deeper and broader customer connectivity across all functions not only enhances the value suppliers deliver to customers but you gain more insightful feedback which can be commercialised. This amplifies business performance and competitive advantage.
We work with clients to develop stronger customer partnerships in three key areas:
Building a customer obsessed organisation (including across global organisations).
Understanding evolving customer needs and priorities.
Understanding value as measured by customers.
Facilitating collaboration and planning sessions.
Customer segmentation and prioritisation models.
Developing total value propositions.
Joint business plans that balance short and long term goals, and multiple customer environments (on and off line).
Building stronger connectivity across all elements of customer investment.
Integrating new currencies (eg: total value chain, data, efficiency and sustainability).
Creating customer teams that include multi-discipline functions.
Accelerating relationships from transactional to trust.
Decision making and stakeholder management.
Top to tops that make a difference.
Working together on strategic priorities such as sustainability.
Facilitating joint working sessions to identify areas of mutual value creation.
Problem
The client had an inconsistent approach to customer business planning. The customer agenda was driven by internal growth priorities. This was causing inefficiency, ineffectiveness and underachievement of the growth potential.
Approach
Working collaboratively, we reframed the behaviour of the sales team and supporting functions to be customer-obsessed. This was pulled through to a four step customer planning framework that could be scaled up and down so it was relevant for customers of all sizes and priority. This consistent framework was piloted in a cross section of markets and rolled-out to every FoodService customer worldwide from independent operators to national distributors and global chains.
Outcome
- The start of the journey to becoming customer-obsessed.
- Plans in which customers could see tangible value which shifted their willingness to start working differently.
- The unlock of broader business (not product) based conversations leading to joint projects including supply chain efficiencies and sustainability impact.
- New and repeat business secured including global chain contracts with groundbreaking front of house branded ‘menu mentions’, joint business plans with distributors and enhanced reach.
- A consistent approach across the global organisation including no re-learning as sales talent progresses.
- Higher and sustained AGS and NPS ratings.
Customer Engager clients
Our offers
Our team
SEE ALL
