Customer Alignment for Energizer
The brand had been hit hard by the rise of the Duracell brand and our role was to find a way to use customer service to claw back market share.
The company had fallen behind Duracell as market leader. Rather than try to use marketing as the mode of change, we decided what was required was a much fresher perspective.
Rather than make the prime focus ‘the consumer,’ we instead focused on the ‘customer,’ ie the purchasing people within the ‘multiples.’ We went out to meet them and asked what their buying criteria were. Although at first the standard ‘accuracy or of order and on-time delivery’ answers were given once we probed a little deeper it was clear it was about relationships. We therefore designed a customer service 360 for all customer facing staff and managers which gathered the views of customers to get a true picture of service at an individual, team and organisational level. We then used this data to restructure both processes and people to ensure there was a seamless service to customers, thus building far stronger relationships and designing the organisation around the changing needs of increasingly more sophisticated customers. As well as gathering essential data the exercise allowed very close, ongoing relationships to be built with customers creating greater market share.