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Tesco Better Service Workshop

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by

Amy Clarke

on 31 January 2013

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Transcript of Tesco Better Service Workshop

Where are we now and where have we been?
What are our customers and people telling us?
How are our competitors leading?
How can we rebuild a service culture in Tesco?
Our progress to date and what we are planning
How the workshop will run Better Putting the 1987
Customer First 1998
No one tries harder for customers & treat people how we like to be treated 2000/01
Number One for Service 2002/03
Store Leadership
Programme 2002/03
Living Service 2006/08
Living Service
Friendly and Helpful 2009/10
Every Little Helps Skills Leadership for managers/staff 2010
Every Little Helps Skills Checkouts and Self Service 2011
Every Little Helps Skills for CSD 2012
First for Service OUR GAP WITH LEADER IS CURRENTLY 11.6% POINTS - OUR R.A.G REMAINS RED AGENDA In preparation we have... Investigated our own customer insight and data
Canvassed your opinions
Held a workshop with recently recruited Store Managers from competitors
Engaged with service leading companies
Understood what our best service orientated Store Managers do But where have we been THE THEMES OF OUR LONGEST PERIOD OF PERFORMANCE WERE:

- Non prescriptive, colleague led solutions

- Dedicated resource to deliver the training

- Dedicated time and budget to free up staff to attend the training

- Managers and staff all trained during same time period – joint learning experience

- Workshop sessions with two way discussion and agreement on best way forward
(non prescriptive and non tell & do) And where are we OUR CUSTOMERS ARE IRRITATED WHEN:
- Checkout staff talking to each other
- Unattended trolleys in the car park
- Long queues at the checkouts
- Stores ran out of products customers wanted
- Aisles congested making it hard to move around
- Abuse of special needs places OUR CUSTOMERS ARE DELIGHTED WHEN:
- Checkout staff chatted to you whilst scanning
- Store was clean and tidy
- Friendly chat with staff member
- Staff offered to help with packing
- Staff helped to locate a product in store
- When asked staff were very helpful
- Packing spaces were easy to find
- Checkout staff greeted in a friendly manner KEEPING OUR CUSTOMERS SATISFIED IS OVER 80% A FUNCTIONAL TASK TRULY DELIGHTING OUR CUSTOMERS DEPENDS 75% ON THE EMOTIONAL BEHAVIOURS
OF OUR PEOPLE WE ARE BEHIND ON THE CHECKOUT EXPERIENCE, PARTICULARLY AROUND THE NATURAL SERVICE BEHAVIOURS Our customers are clear on what we
need to do VOX POP (NEGATIVE) So what have we done VOX POP (positive) We know we need to do more, and this doesn't come THERE ARE MANY PERCEIVED AND REAL BARRIERS TO DELIVERING THE BEST SERVICE Corporate Steering Wheel Store Mystery Shopper Red on Service since 2004 Green since 2004 We can learn a lot from our Introduction to Pillars... NO ONE TRIES HARDER FOR CUSTOMERS RECONNECT AND EMPOWER OUR COLLEAGUES RECOGNISE AND
REWARD MEASURE AND
COMMUNICATE EMPLOYEE
LIFECYCLE LEADERSHIP PROCESS AND
ROUTINE Customer service should be a way of life throughout our business Leaders of service recognise and reward their colleagues who excel Giving our managers the tools they need to understand their customers and react to their needs The best in the business work for Tesco, and a chance to get on for those who deliver for our customers Empower our managers to lead service, build capability and raise our expectations Elements of our operating model and ways of working to create a barrier to delivering service A Tesco culture to match our promise: no one tries harder for customers INCENTIVES INSTANT REWARDS SERVICE SUPERSTARS TRAINING BUDGET FIRST FOR SERVICE MOBILE DEVICES DOTCOM MY TESCO STORE FAMILY APPS EMBRACING TECHNOLOGY REBALANCE STAFF CUSTOMER VIEWPOINT DAILY MEASURE STORE SERVICE MEASURES STORE FAMILIES INDUCTION SERVICE TRAINING FOR ALL TEAM LEADER TRAINING SENIOR TEAM TRAINING DAY IN THE LIFE TEAM 5 AGENDA SERVICE VISITS KNOW YOUR SFAFF CSD POLICIES UNIFORMS DTD REFUND POLICY IMT BASKETS SSC RATIO CULTURE PROGRAMME HUDDLES BASKETS CLICK & COLLECT INCENTIVES HUDDLES DOTCOM HUDDLES INSTANT REWARDS SERVICE SUPERSTARS REMOVE RULES KNOW YOUR STAFF WHATEVER WE DO, IT NEEDS TO BE DELIVERED AS... Questions Any so far? Any Service Workshop customer back at the heart of everything we do so far? 1993
First Class
Service now? differently... this year? without barriers... competitors... ACTIVITY IN Q1 AND Q2 HAVE LAID STRONG FOUNDATIONS First for Service briefings and store manager service statements have reset our service expectations Service superstars have started the cultural change of recognising and rewarding our colleagues who already go above and beyond for our customers A strong Q2 plan is addressing line manager and team leader engagement and making improvements in two key areas of the shopping trip. We’ve seen green shoots in customer service improvements. However, we know there is much more we need to do to impact our performance compared to our competitors Every Comment Helps - Positive, helpful and friendly
comments compared to last year OUR INTERNAL MEASURES HAVE BEEN
DISCONNECTED FOR TOO LONG SHRINK “STORES ARE ALWAYS GREEN ON MYSTERY SHOPPER” UNBALANCED STEERING WHEEL FOCUS LEADERSHIP PRIORIES NOT ALWAYS ON SERVICE WASTE EXPENSES PROCESS CULTURE FOR MANY YEARS - COMPLY AND COMPLAIN “TOO BUSY” CULTURE PAYROLL Our colleagues have told us of the barriers they feel get in the way of giving great service. OUR NEW TOOLS WILL BEGIN TO REMOVE THE DISCONNECTION A Daily Service Measure Customer Viewpoint (Quarterly Store Specific
Spotlight Reports) With a toolkit to help stores action plan and improve over the Quarter My Tesco Family A daily measure as powerful as our other KPIs A quarterly measure with more store specific customer data than ever before with a clear action plan for each store to be able to address Customers recruited via accompanied shops to provide ongoing feedback to the Manager, hold monthly coffee mornings etc. on their trip Service So... what's next? HOW WILL THE WORKSHOP RUN? Quarter
3 Closing
the Gap Leading
on Service Understand what is currently planned and choose what we want to do in Q3.

Options:
1. Do nothing
2. Focussed programme only for our checkout staff (inc. multiskilled)
3. Full leadership service programme Output should define:

1. The pillars upon which we base our strategy

2. The scope of our Service work

3. The priority of work per pillar A SUSTAINABLE CHANGE PLAN WHICH BRINGS THE BIGGEST BENEFIT TO OUR CUSTOMERS
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