Page 269 - DMGT552_VISUAL_MERCHANDISING

Visual Merchandising

Notes there is a lack of customer-centric thinking and behaviour. Based on some observations, here are
the top TEN key elements of what makes a great service brand.

Ten Key Elements

1. The Brand is honest, transparent and values customer feedback and interaction.
2. The employees or service ambassadors are well looked after and managed which make
them ‘happy’ and ‘eager’ to offer help and serve all customers.
3. The use of technology, people and channels for service and sales are integrated so that it is
‘easy’ to use for customers; and allows choice for users/customers.
4. The ‘customer service charter’ is not just wallpaper or marketing – but, central to the Brand
offer and differentiation. Benchmarking and performance are monitored and celebrated
as well as used to ‘fix’ problems or identify opportunity to improve.
5. The customer journey makes it easy and enjoyable to move from ‘shopper’ to ‘buyer/
customer’ – it is fun as much as entertaining or practical.
6. Service failure and recovery is the primary test and evidence of whether the Brand values
customer business, and loyalty.

7. The details matter: everything from signs, to scripts to receipts, is a part of the experience
and management ‘sweat the details’ every day.
8. Competitive benchmarking is not just measured by sales, but by customer satisfaction.
Service leaders use leaders in other categories to inspire and innovate.
9. Consistent performance within the experience, and over time reveals service to be ‘hard
wired’ into the culture of the organisation, and not just down to one or two highly
personable managers, employees or one-off experiences.
10. Service and profit are linked so that employees are incentivised to deliver what their
customers expect and demand, while also empowering employees to ‘surpass expectations
when possible’.

Seven Requirements for Becoming Customer-centric

There is a lot of talk these days about putting the customer at the centre of business thinking and
operations. Whether motivated by the economy, competition or a shift in strategic focus, the
dialogue in some hallways and boardrooms is starting to explore the following questions:

 What would be different if we put the customer at the centre?
 What would have to change?
 How would we get started?

 How would it make us more successful?
Although many retailers are trying to embed a customer orientation into their organisation’s
decision-making and culture, most are struggling to make real progress. Dunnhumby’s global
experience in helping to transform large, complex organisations has helped define the seven
requirements for customer-centric transformation. The following seven areas are necessary for
a successful and sustainable transformation:
1. CEO commitment to change strategy and culture: The CEO sets the strategic agenda for
the organisation. The decision to create a customer-centric enterprise will touch every

264 LOVELY PROFESSIONAL UNIVERSITY