1. 1 MANAGING CHANGE NEW SKILLS AND ATTITUDES

2. 2 WHAT WILL CHANGE CHANGE IN CUSTOMER MINDSET/EXPECTATION. GREATER COMPETITION LOW AVERAGE THROUGHPUT PER RE-SELLER AND HENCE GREATER RELIANCE ON MARGINS & RANGE. LOW EMPHASIS ON PRODUCT DIFFERENTIATION GREATER EMPHASIS ON RELATIONSHIP, SERVICE, CONVENIENCE US AND THEM VS PARTNERSHIPS RETAILING – THE CUSTOMER FOCUS

3. 3 THE CUSTOMER IS WHY

4. 4 HQ COOS DIVISIONS AREAS FRONTLINE CUSTOMERS FRONTLINE AREAS DIVISIONS SUPPORT CENTRE ORGANIZATIONS TO BE DELAYERED TO BE MORE CLOSELY ALIGNED TO CUSTOMER NEEDS COOS

5. 5 CUSTOMERS FRONTLINE TERRITORY MANAGER MARKET UNIT FUNCTION CEO ONLY 3 LAYERS BETWEEN CEO AND CUSTOMER EVERYONE ELSE IN THE ORGANIZATION SUPPORTS THE FRONTLINE

6. 6 DRIVING CUSTOMER SATISFACTION SOME FUNDAMENTALS LET THE CUSTOMER DECIDE WHAT SATISFIES HIM CUSTOMER SATISFACTION GET DRIVEN BY MIND & NOT PURSE ‘CUSTOMER SATISFACTION’ WORKS AS A MULTIPLIER FOR YOUR INITIATIVES BALANCE CUSTOMER EXPECTATION WITH BUSINESS PRUDENCE

7. 7 DRIVING CUSTOMER SATISFACTION WHAT DRIVES CUSTOMER SATISFACTION TRUST TRANSPAARENCY TOGETHERNESS

8. 8 DRIVING CUSTOMER SATISFACTION WHAT DRIVES CUSTOMER SATISFACTION TRUST-PRODUCT IS PURE -PRODUCT QUANTITY IS RIGHT -COMPLIANCE WITH COMMITMENTS AND AGREEMENTS -AVAILABLE WHEN THE CUSTOMER WANTS -REGULARITY OF VISIT TRANSPARENCY-CONSISTENCY OF TRADING TERMS AND POLICIES -CONSISTENCY ACROSS LEVELS & TIME

9. 9 WHAT DRIVES CUSTOMER SATISFACTION DRIVING CUSTOMER SATISFACTION TOGETHERNESS-ATTITUDE -UNDERSTANDS MY NEEDS -SUPPORTS AND GUIDES -SAFEGUARDS MY INTERESTS -PERSONAL BOND (KNOWLEDGE OF CUSTOMERS/ FAMILY DETAILS -READY TO HELP CUSTOMER MAKE MORE MONEY (PROMOTION, PRICING, ETC.)

10. 10 DRIVING CUSTOMER SATISFACTION CUSTOMER SATISFACTION SURVEY - IN THE EYES OF CUSTOMER WHAT ARE THE FACTORS WHICH DRIVE CUSTOMER SATISFACTION -WHICH ATTRIBUTES OF OUR SERVICE IMPACT OUR CUSTOMERS MOST -HOW DO OUR CUSTOMERS RATE US ON THESE ATTRIBUTES -WHOM DO THE CUSTOMERS RATE AS THE “BEST IN TRADE” -HOW DO WE COMPARE OUR ATTRIBUTES VS “ BEST IN TRADE”

11. 11 DRIVING CUSTOMER SATISFACTION CUSTOMER SATISFACTION IS INTEGRAL PART OF RETAIL TRACKING MECHANIM CUSTOMER SATISFACTION SCORES ARE PART OF EMPLOYEE APPRAISAL OBJECTIVE\CUSTOMER. CUSTOMER SERVICE CELL AT EACH LOCATION. SERVICE STANDARDS/ KPIS SPECIFIED AND TRACKED SALES TOOLS AND TRAINING PROGRAMS GEARED TOWARDS BETTER EXECUTION AND BUILDING PARTNERSHIP WITH CUSTOMERS

12. 12 THE BIGGEST CHALLENGE --PEOPLE TRAINING, TRAINING & TRAINING AT ALL LEVELS CUSTOMERS SATISFACTION FOCUS AS OPPOSED TO DELIVERY CAPTURE IMPULSE BUYING THROUGH OUTSTANDING MERCHANDISING PASSION TO WIN COMMITMENT TO OWNERSHIP TEAM ABOVE INDIVIDUAL SUCCESS RECOGNIZING AND REWARDING SUCCESS

13. 13 THE KEY STRATEGY CONSUMER PULL (MARKETING) SHOULD BENEFIT CUSTOMERS CONSUMER PUSH SHOULD BE FRONTLINE FOCUS TOM NEEDS CONTINUOUS FOCUS EYE FOR EXCELLENCE AND QUALITY WILL PROVIDE WINNING EDGE.

14. 14 MINDSET CHANGE OF RETAILER FRONTLINE ATTRACT CUSTOMER WITH APPEARANCE OF OUTLET/ GOOD MERCHANDIZING CONVENIENCE e.g. SUPER MARTS/ FAST FOOD/ HOT FOOD ON HIGHWAY GOOD AND CLEAN REST ROOM FACILITY/ TELEPHONE FACILITY RUN ATTRACTIVE FIELD PROMOTION/ GIFTS QUICK MECHANICAL CHECKS/ QUICK REPAIRS RELIABLE REASONABLE PRICE ACCESSORIES CONVERT VISIT INTO SALES OPPORTUNITY

15. 15 WAY FORWARD PEOPLE WILL BE CORE TO SUCCESS TRAINING ON INTEGRITY/ BEHAVIOUR/ ATTITUDE CHANGE CRITICAL TRAIN ON RELEVANT RETAILING/ SELLING/ SERVICE SKILLS DETERMINE CLEAR OBJECTIVES FOR TEAMS DETERMINE CLEAR OBJECTIVES ON CUSTOMER SATISFACTION EVALUATE THRO’ RESEARCH BASED ON CUSTOMER FEEDBACK CELEBRATE SUCCESS/ REWARD ACHIEVEMENT/ PERFORMANCE

16. 16 SUMMARY 21 ST CENTURY WILL OFFER NEW CHALLENGES DRIVEN BY COMPETITION CUSTOMERS EXPECTATIONS OF SERVICE WILL INCREASE RELATIONSHIP, ALIGNMENT, FULFILLING CUSTOMER NEED WILL BE KEY TO SUCCESS TRAINING FRONTLINE TO HANDLE NEW CUSTOMER WILL BE CRITICAL