Print.IT Reseller - issue 53

PRINT IT RESELLER.UK 41 VOX POP Continued... We actually find that the personal interaction between sales and service is highly coveted by our customers means we must ensure we plan routes, ensure technicians have the right parts and training and knowledge. “We also carefully manage and monitor what we do when it comes to customer service. We meet regularly to ensure we are doing things right, and to discuss ways in which we can improve what we do. “RISO UK continue to work towards improvement in service provision; with improvements in operational efficiencies, we have enjoyed a 13 per cent reduction in average response times for emergency callouts whilst managing a higher volume schedule of works in comparison to the year prior.” Lars Hargaard, Marketing Director, OKI Europe (UK & IRELAND) : “One of the main interactions we have with larger customers is during the set-up and training of new solutions. For this we provide full support to ensure users have everything they need to get the most out of their OKI solution and maximise their document management efficiencies. “On the rare occasions where a customer of any size does need help with their product, our customer service teams ensure a quick response and resolution, and we follow up with short questionnaires to make sure the customer is happy with the support they have received.” Zana Gradus, Managing Director, Systems Technology : “With an NPS score of 73 (on our latest survey) it is pretty clear that our focus is on the customer experience. Our company values are around delivering an amazing customer experience through our passion and excellence. We constantly have internal discussions as a business with the entire team as to how they perceive what our customers receive and we evaluate our client relationships in such a way that we ensure we are delivering what the client thinks is important. McKinsey are right, but I believe in our industry very few suppliers are concentrating their efforts in this customer centric way.” Mark Smyth, Chief Operating Officer, Vision : “The first step is to measure customer satisfaction levels – if you cannot measure you cannot manage and you will not have any indication of the areas of focus you need to improve on. We see great value in customer satisfaction surveys and we encourage clients to respond at every opportunity – and even more important, we act on the results good and bad!” Adrian Low, Group Service Delivery Analyst, Midshire Business Systems : “In every area of our business we measure our activity and review how things are being done. This way we ensure that our ongoing service meets and exceeds our customers’ needs. We actually find that the personal interaction between sales and service is highly coveted by our customers, so we keep our teams small and the relationships personal, all supported by a very hands- on and active team of leaders.” Simon Hollister, Managing Director, Hollis Technology : “McKinsey is right. Engaging in CX without a clear strategy and a real desire to make changes can result in wasting money and resources, demonstrate a lack of clarity in the business and cause customer confusion. Return on investment is the ultimate gauge of success and Hollis has created a project team and developed a strategy which is being executed over the course of 2018.” Scott Walker, Head of Business Development, ZenOffice MPS : “Our 360 degree journey means our customers are consulted and engaged throughout by our dedicated customer services team. We want our customers to have the best experience possible and are always seeking to measure and improve our CX. We have recently appointed an Operations Director who will be looking at continual improvement in the processes we have. These include customer satisfaction surveys, sent at key times in the customers’ journey, i.e. acquisition, installation, etc. We listen to our customers and always implement feedback to improve CX.” Tatsuo Murakami Adrian Low Tatsuo Murakami Scott Walker Lars Hargaard