Happy New Year - 2019
It’s that time of the year when everyone is planning for the new year, and the journey can be scary. As you already know, it’s wise to know in advance how to get where you want to go before you embark on any journey.
How many are you doing?
Do You Know How Your Customers R-A-T-E Your Business?
Ziglar, Inc., via Associated Press
The American author and motivational speaker, Zig Ziglar used the word R-A-T-E as a tool to assess how your customers are going to rate you.
R = Reliability, Recovery & Responsiveness
Customers understand that life is not perfect and mistakes will happen. However, this does not mean that your business is unreliable and frequently breaks its promises. Customers expect good businesses to be reliable and do what you say. On the rare occasions (they expect them to be rare) that you can’t then your customers expect you to make it up to them in another way, recover. How you make it up maybe as simple as an apology or some small compensation payment. They expect you to be responsive – i.e. quick to take action.
A = Assurance
Customers want to feel that their problem is being handled by an expert. Assure them that you know your business by demonstrating you understand their problems and the solution!
T = Tangibles
Your customers have an expectation of your brand and its appearance. From the staff and business setting to all of your on and off-line material. Your customers will judge you by your looks. Therefore part of meeting their expectations means making sure you look your best.
E = Empathy
Empathy is about connecting with your customers at an individual and personal level. Every customer wants to feel HUGged. That is Heard, Understood and Given incredible value. No one wants to feel like just another number or sale. You can HUG your customers by doing simple things like using their name when you address them, remembering specific details about their service needs/specifications that make it easy for them to buy from you. Show your customers that you care for them individually.
By really understanding the answers to these questions you will be able to set your customers’ expectations realistically and honestly. Customers tend to value honesty above everything. Setting expectations do not mean that you then can’t exceed them. It just establishes the baseline within the scope of your offer. For example, Richard Branson (Virgin), who has built an empire based on providing exceptional customer service explains it like this: “The key is to set realistic customer expectations, and then not to just meet them, but to exceed them — preferably in unexpected and helpful ways. Setting customer expectations at a level that is aligned with consistently deliverable levels of customer service require that your whole staff, from product development to marketing, works in harmony with your brand image.”
Are you interested in having a deeper dive?
An Elite Customer Journey: Q&A With Lisbeth Dalgaard
Dalgaard Supermarket logo
Retail and the consumer are evolving, so the smarter we can analyze the data, clues and insights, the better we will be at leaving customers feeling wanted, respected and appreciated at every stage of the interaction. Competition is fierce in the supermarket sector and today I am having a Q&A with Lisbeth Dalgaard from Dalgaard Supermarket (MENY) in Hørsholm, who is doing an exceptional job.
Can you tell me a little about yourself?
I started out studying French in Geneva and then I returned to Denmark with the intention to continue studying languages, but stopped rather quickly and took my education within the insurance business whilst working for an insurance company. After completing my Merkonom in Marketing, I moved into IT industry with IBM Denmark and studied HD whilst at IBM, and was also educated in Business Psychology. I am the Chairperson of DSK, Board & Executive committee member at Danish Chamber of Commerce, Board member KFI, Dansk Handelsblad (media) and Scanseason (seasonal merchandise), plus I also sit on a couple of advisory boards. On the personal front, I am married with 2 grown up sons and am really good at prioritizing my time between personal and professional activities.
Was your father the founder of Dalgaard Supermarket?
Yes, my father began in Frederiksberg as a grocery store owner in 1954 and then in 1962, he started Dalgaard in Hørsholm, which was in those days a small shop of 80m2. We became Dalgaard Supermarket in 1971 with an 800m2 store and have grown exponentially since then.
My father and I
When did you take over from your father?
I started in the supermarket around the year 2000. In the beginning, it was a bit of a trial - neither my father nor I was certain, but after 3 months, I was sure that this was the correct decision. Before I started I discussed with myself about what was going to be the major challenges, e.g. negotiations with the suppliers, but actually, it was the people. The personnel, as it was a completely different culture from what I was used to at IBM. Here when we reached a goal the mentality was not to get excited if the reward was an additional training course. I had to adapt the different culture very quickly otherwise, I would have been out of business very quickly.
At what stage did you become part of the MENY group?
MENY used to be called SuperBest, and we joined the SuperBest Group in 2008. I was on the SuperBest development team trying to develop what we now have as MENY, but at that time many of the group members were not ready. We were very close to introducing a new kind of SuperBest but the majority of the small supermarket owners were against the reform. There were about 25 supermarkets (ca. 70% of the group turnover) that were very keen to reform, but as we have one vote per supermarket, regardless of the size, and the small supermarkets were reluctant to change as they thought that a price-focused supermarket would be best. Already then, there was a trend that either you are very discount focused or very specialized, there was no future in the middle ground, but they wanted to be there. Democracy prevailed and we remained in the “middle segment” for 2 more years, on hindsight, this was for the best as it proved to the small supermarkets that it did not work, and they came back and insisted that we develop what is now MENY.
Do you have a clear set of customers in mind when making decisions?
Not really, if I were to put a label on our customers, it would be “that they are conscious food lovers and foodies.” In the 90’s you categorized customers in blue, yellow, green, whatever, based on gender, income, occupation, etc., nowadays you cannot do that! A good example is a single father who has his children one week and then the next week he is alone and has a date, the buying behaviour in these two weeks for the “single father” is completely different. You cannot judge that by the customer appearance as to their buying power or preferences, it is much more about situation awareness and that is how we train our staff to remain open-minded and curious over for the customers. We focus on quality and personal relationships, as we believe that it is much easier to sell to customers when we have created trust. We are also very particular when we choose the products we put on our shelves.
When focusing on the customer journey throughout your supermarket, how do you create an experience that taps into your customers’ emotions and behaviours?
As human beings, we like to be seen and welcomed and that is something that we have really been training. It is very important that all our employees meet the customers, look into their eyes, smile and welcome them into our supermarket. Subconsciously saying I have seen you and I am here for you, and this something we are training on a continuous basis. Also in the front section of the shop, where the customer is met by the staff in the Post Office, kiosk or bakery who see all of the customers as they enter our store and they can smooth the path for their colleagues further in the shop by just smiling and welcoming them as they begin their journey.
Dalgaard Supermarket is stocked with great products, which are displayed in a warm and welcoming way, your staff are knowledgeable and the real-life shopping experience is still where sales are made. How do you think the online experience will transform the supermarket business in the future? And how will you incorporate digital at Dalgaard Supermarket?
In a way, it already has, if you look at how nemlig.com has been struggling and are showing huge deficits in their balance sheets, year after year. And they have invested over 1 billion DKK into their business, in the beginning, it was because they wanted to master online food sales, but the value of the company today, as they see it themselves is big data. It is the behaviour of the customers because I think that it will take some years to crack the code, if ever, for how to make money on delivering goods to people because it is more expensive. As you have to factor in the cost of the employee selecting the products, which are usually the job of the customer in the shop, and now, you have to pay someone to do that. So it is very difficult to get a break even or profit under these economic conditions.
We at Dalgaard are also building big data but in a personal way. We know that this customer has just come home from a vacation and you ask how was the holiday? You know that this customer has just had a grandchild, how’s your grandson? And that is much more important to people today, as we are very much alone on a day to day basis in front of our PC’s. It’s easy to buy non-food products online, as it’s easy and convenient, but people need people (connectivity). We have customers coming to the store and all they want is a hug (metaphorically) and that is what they get here. We, in our line of business, should focus on the fact that we have a huge advantage in being with people. So we have to create an environment where they like to come, where they meet nice people, where they are excited and surprised, where they can be advised by professionals, where they can taste new products. So I think that we have a future even though there will be a huge competition from the online stores. Many of my customer’s say we buy beer, cleaning products, all the heavy stuff because we can get that delivered to our door, but I want to buy the food myself. I want to smell the tomatoes, I want to feel the avocados, I want to speak to the butcher about how I should prepare this kind of meat, etc.
We are planning to use the digital platforms as an opportunity to be more specific in addressing the customers that today we have “this and that” and “if you come between this time and that time it will be ready”. Order online, and we will start working with “Your Local” and “Too Good To Go” to conquer food waste. It’s also a way to get in touch with customers to let them know that we have ready to eat meals in our store. We are using Facebook a lot and also our website, where we generate a lot of traffic and that is monitored every month to see where the users are going, and recipes are always popular, the weekly offers and then our tasting and our events.
Clockwise: Cheese dept., fish dept., butchers and delicatessen.
I can see that you have collaborations with Post Nord, Emmerys and Peter Beier. How often are you hosting in-store events?
We have weekly events/tastings every Thursday, Friday and Saturday plus we have spontaneous tastings throughout the week, and we also have a lot of partners coming in to present, mainly new products. So long as we like it, we are not afraid to give a new producer or agent a chance to present their products in-store. They need to commit to making the introduction of the product in-store for 3 to 4 months because then we are sure that it will be a success both for them and ourselves. If we introduce a product via an introduction price, we will probably sell the product the first time, but we do not know whether they will come back to buy the product again. If they buy after they have tasted the product at full price, this is a proper test, and then we know that they will probably come back, so this is how we introduce new products via tastings.
Then we have special events, typically around wine - where we invite winemakers to DK and then we have a partnership with some of the local restaurants e.g. some in Rungsted Harbour, Kokkedal Slot, Søhuset in Scion (DTU) and then we have a dinner where the chef will incorporate a menu that compliments the wine. We have had flower arrangement courses with our florist and we have also had a cheese and wine travel (5 evenings), where we started out with cheese & wine from Italy, and then from Spain, then to UK, DK and finally the Nordics.
Left: Tasting evening Right: Tasting with Jakob de Neergaard
At what stage do you share your vision for the future with your staff?
When we are ready! Many of the new ideas we work on together, e.g. launching of new products. When we started out with the “Free Off range” (e.g. lactose-free, gluten-free, etc.) we had to make sure that we understood the concept before we went out to the customers. So we do a lot of training ahead and when we think that we are ready we launch. This one of the things that I learnt whilst at IBM that you have to test things beforehand before you go out to the clients. Then again I am very open to inputs, and my employees are always free to come and have an open and frank conversation.
Are you the go-to person or is it middle managers who the shop floor would approach?
I am on the shop floor mainly on Fridays and Saturdays, but all my employees are aware that I am also a resource of 2 hands and 2 feet, so if they need my help, they just call for it - my door is always open, so just come.
What measurement tools do you use to ensure that your staff act consistently with the stated values?
We don’t have any specific measurement tools, but we use our staff Facebook group, where we nominate each other or just praise - “I have a colleague and he/she did this or that and it was very good”. And we use some of this feedback directly and then once a month we have a morning meeting with the leader group where we speak about the nominees and we acknowledge the best one with a reward. The most important is the peer to peer recognition!
Educated staff members
Do you have a training program to support your employees? And how do you obtain feedback from them?
We are very open to employees wishes for education, so if an employee comes to me and says they would like to improve their skills in a specific area, I will try to see if we can find a course, person or something that can train that particular skill set. We are planning to have more IT training over the next couple of months. We have had the management group on trips to London together with ZBC (Zealand Business College), as they have access to managers in some of the top retailers in London and we can learn from all types of retail. We are currently planning another trip for September, as it’s important to see something that you haven’t seen before and because of the volume of customers in London, the retailers have to make their ideas work. And these best practices I share with a handful of colleagues who I debate ideas with as they are facing similar successes and difficulties.
What systems do you have in place to measure, reward and reinforce desired behaviours?
When we recognise a member of the team who is doing a really good job of welcoming, smiling and acknowledging the customer, we praise the behaviour in front of their colleagues. And we encourage this member of the staff to take responsibility for spreading the goodwill amongst the team.
What methods do you use in order to connect your employees to the Dalgaard Supermarket vision and mission?
We use our employee Facebook group and we have weekly management meetings, and then the managers have departmental meetings, so we have many opportunities to review and control that we are on track. There are always GOALS, not necessarily economic goals and we visit them every 2 months to see if we are doing the right things or have we decided to grow in an area where the customers are not ready and if so, we stop using the resources there and change direction.
Every week there are special offers available to all MENY customers in Denmark, so there is someone making the decision of what should be discounted this week in Dalgaard Supermarket?
We follow the MENY lead and do not spend a lot of resources on it. We also make our own weekly special offers in our local newspaper, which is much more focused on our customers' wants and needs. Facebook followers are also presented with offers. There is no real contradiction between MENY and Dalgaard Supermarket, our tagline is “The Meal Starts Here” and MENY’s tagline is “We Care For Food”.
Meny v/ Købmand Dalgaard - Kongevejs Centret 6, 2970 Hørsholm
Does the MENY HQ have systems in place to measure how you deliver on these promises or is that left to the individual supermarket?
Dalgaard Supermarket is run independently, but twice a year MENY run NPS Scorecard and of course, they look at all of the results, but we get our own results and we act on them.
What are you doing to help all your employees to understand their role in delivering on these promises?
When we started out I spoke a lot about the MENY values and Dalgaard Supermarket values and how they actually supported each other. As before we started the MENY brand there were not any corporate values as such, the MENY brand values were good and we could use them.
Many thanks Lisbeth for taking the time for this interview, I am truly grateful. I can conclude that at Dalgaard Supermarket decisions are made through the customers' eyes and this ensures that they have the customers’ best interest in mind. Lisbeth Dalgaard appears to be an empathic leader and she is able to tell the right story and consistently match that story to the way Dalgaard Supermarket delivers the shopping experience. Making every customer visit count is amazing and significantly enhances loyalty, bringing customers together with a sense of community which is also socially powerful. For sure, there are lots of supermarkets that are run by Excel spreadsheet management teams with no thought about the customer, where the owners are just doing the bare minimum to follow the brand manual and only compete on price. Dalgaard Supermarket is by far the best supermarket I have seen in Denmark and hopefully one of many elite examples of business excellence within the supermarket sector.
Would You Like to Go for a Walk?
Photo credit: Lucien Pagés
People often say that "strength comes from within" but that doesn't mean that we don't need help from outside. One of the biggest threats to innovation is internal politics and company culture which doesn't accept failure. As Richard Branson said, “You don’t learn to walk by following rules. You learn by doing and falling over.”
It's not about 'internet of things', it's about the Internet of customers - behind everything is a customer. Every great customer experience should start with the main principle that you need your customer more than your customer needs you! And failure to understand this principle will have dire consequences for your organisation. According to Ricardo Saltz Gulko, we should not lead with strategy when thinking about customer experience, we should always lead from a place of quality in all details, and then the strategy. "Quality should be the main pillar of any product or service, and definitely the main pillar of customer experience. If you take away the quality, the experience is going to suffer. This applies to all sectors, for example, if you remove the quality of a car, the experience of driving it and transporting your family in it will suffer, and subsequently, people will not want to buy it."
Using your resources more effectively than your competitors is a key to business success, to be the winner, you have to generate the highest pleasure for your customers. Make time and not excuses! Would you like to go for a walk?
Getty Image
Money Talks, Bullsh*t Walks! Q+A with Mie Bilberg
Art by Emily May Rose
Continuing the Q+A sessions with industry professionals that may inspire organisations to think and act accordingly. This week we have the former Customer Experience and Marketing Director at Metroxpress, Mie Bilberg.
1. What are the industry trends affecting your business?
Well, the marketing industry has been disrupted, just to use a well-known expression. The challenge is that somewhere in between technology and human behaviour we may have lost the clear picture of what is the role of marketing. Everything from creativity, data, insights, technology, media and communication is now under the marketing umbrella. Marketing is expected to be here, there and everywhere and the big problem is that one day, we risk eliminating the marketing role. Right now, the Chief Marketing Officer has the shortest lifespan in the management team, probably because the role is no longer clear.
2. What are you doing now that you feel good about? Is there anything that you could be doing better?
There is always something I can do better, I believe in lifelong learning. I am on a mission, spreading the words of why we should listen and involve our customers. I am learning every day myself, but I believe in customer experience as a growth strategy, because I have seen it work and it makes sense in 2017 with the technology, we are lucky enough to have.
3. When you start a new project, how do you set yourself up to win?
With a positive approach and evaluating what works and starting from there. We tend to focus on the negative, but I think, there is a lot more to win if we focus on the positive! To win - it takes a clear goal, a specific plan and a team who are willing to learn and navigate from the learnings.
4. We know that feelings and emotions drive human behaviour, but why do you think that storytelling is a powerful tool to build culture?
This is because we remember feelings better than words, stories make us feel and relate. Therefore, if you want to tell me, why I should change behaviour or run after a new ambitious goal, you should start telling a story, to make me understand why this makes sense and which scenarios we are operating within.
5. Based on a prism of what's working and what's not from the customer’s perspective, how can your organisation realign to meet your customers' needs?
Well, in a way it´s easy as the customer will not buy if it doesn’t make sense to them. The street fashion brand Zara came up with a smart and agile way of testing every time a new collection comes out. They start with a small quantity of each item and then they observe the response of their customers. If it sells well, they push the button and produce more, if not, they take it off the market. In my opinion, this is a smart way to lower the inventory and increase the sales.
6. How does trust relate to the customer experience and customer relationships? And what about its impact on employee engagement?
Branding is about trust! We pick a brand instead of a no-name because we trust a friend more than a stranger. When the market of private labels is huge is it because we trust the store behind the private label. When speaking about employee engagement, trust is quite basic, e.g. would you feel excited and engaged if you didn´t feel trusted? You should bear in mind that trust is something which must be earned, as an employee, external consultant or brand, you are chosen because people believe they can trust you, but you still must prove that they were right in trusting you.
7. How do you use customer experience in the battle to win the hearts and minds of your customers?
Customer Experience is basically about making sense for the customers. If your new app or your new shampoo add value to the customers, then you have nailed it. If not, well then you will just be another one in the line. The best products and strategies in 2017 are developed with the customer in the centre of the decision-making process, and how we do that is the biggest difference from the past. It's not new knowledge that creating great products which your customers consider useful is a good idea. But it is new, that you cannot just speed up your sales or marketing campaigns, and then eventually you will hit the targets. We have way too many options today and we don´t want to waste time on things that don’t make sense or add value to our lives. I have worked with customer experience for more than 3 years now and the reason why it´s so hard for the most people is, that it goes against our human nature, as we are born to think of ourselves first. Being customer-centric means that you must think with the mind of your customers, and this means you should spend time with them, listening and learning.
8. In your experience, are external consultants better suited to engage employees in dialogue when discussing risks and benefits of customer experience management?
No, but an external consultant brings an extra hand, new eyes and ears and they are not limited by historical internal issues. It can be a very good idea, to have external consultants to bring new perspectives, and they also have experience from a range of other businesses and tasks which brings needed knowledge to the table. I have used external consultants to help me when we were changing from being a brand-centric company to a customer-centric business when I was working in the media business. It was a great help, as they added value, knowledge and they revealed our blind spots. So, it was not only me who had to tell people that we needed to change because no one likes that, but it is sometimes needed. Sometimes, an external consultant can bring an authority to the table which in a way an internal leader cannot.
An external consultant is a trusted advisor, therefore, we selected our consultants very carefully, because a bad consultant is a waste of time, money and leaves you behind looking like a fool!
9. Engagement is a challenge, but in your opinion, when you bring the suggestion to hire an external consultant to your bosses, what questions do you expect them to ask?
I think the most important is the experience and speciality which an external consultant brings to the company. What value are they able to create and what is the framework of working, is it valid and realistic? And, also which resources would be required from the company's side? I personally don´t care if they work day and night, all I care about is if they take us to a better place and make it easier for us to deliver results.
10. If your boss asks – "What extra value will this service bring?" How will you prepare for that from a business justification stand-point?
It depends :)
Mie Bilberg’s blog: www.miebilberg.dk
How Do You Compete and Win in a Highly Competitive Market
This was the question posed to me at a recent dinner party by a Sales Director after we had gone through the formalities of "What do you do for a living?" He explained that his company was 12 years old and they sold high quality "timeless design classics". The company do not work with agents or distributors, but they have a telephone sales team, and I answered him with an analogy. If you go to your doctor and said that you were sick, the doctor would proceed to ask you a whole host of questions, check the symptoms you had described before prescribing any medication. He smiled and asked whether he could book me for a sales training workshop, with the aim to motivate and inspire his team to increase their sales performance.
We agreed that I should come and spend a day observing his sales team, as you always get great ideas from people who are doing the job. I have found that involving the staff when researching for sales training workshops ensures the team feel a sense of ownership, and then everyone is rolling in the same direction.
Here are a couple of observations from the exploration day in their sales office after listening to the types of calls they were making: "The salespersons have so much to speak about, that they tend to over explain and not focus on what the customer is really looking for." Too much of their sales pitch is in the "so what" category. "Price is a phantom objection", it just means that you have not demonstrated value for the customer, etc.. I also asked the sales team individually amongst other things, whether they were happy at work? What were they doing that they felt good about and what they felt that they needed help with?
The subsequent one-day workshop was built on 3 pillars of excellence: FOCUS - ACTION - REFLECTION
Role-playing to help the sales team understand how to divide their calls between categories (courtesy, qualifying, arranging and pure sales calls). How to interpret customer reactions? How to identify and react to receptive states? How to introduce the company in under 45 seconds? How to build questions around planning, production, pricing, placing, enthusiasm, respect and references. And of course, the classic, how to overcome objections?
I am only qualified to deliver measurable results as passion, guts and hard work are not enough to make a real impact on results! You can always adapt to challenging circumstances by developing your sales team and their skills. I am an optimiser!