The retail market is under pressure and is in a constant state of flux. Customer needs are changing increasingly faster. A large Dutch retail party has asked itself who its (future) customers are. It wants to know how it can better serve its current target group and attract a new target group.
A Young Executive at Boer & Croon got to work on an organisation-wide transformation programme. Her mission: transform the company into a customer-focused (programme) organisation in order to (better) reach the intended target group.
In order to determine how a new target group can be drawn in and how the existing target groups can be better served, the various customer needs were identified first. To achieve this, a customer journey was drafted based on qualitative and quantitative customer data to identify initiatives for improving the current proposition and service. This also determined the discrepancy between the current proposition and the one that is desired.
Based on this analysis, a transition trajectory was set up with a corresponding programme structure. Within this programme, a customer-oriented way of working has been introduced so as to achieve the intended effect on the customer. To this end, tools such as customer journeys, the creation of personas, clear customer segmentation, design thinking and matching KPIs were introduced.
The result was, on the one hand, a project portfolio with projects and initiatives for improvements that really add value for the customer. On the other hand, a first move was made towards a customer-oriented way of working and a culture of continuous improvement.
By basing the analyses on relevant quantitative and qualitative customer data, the familiar pitfall of drawing conclusions based on a gut feeling or instinct was avoided. Moreover, by establishing the relevant KPIs, such as NPS, the number of unique customers who buy and traffic, the effect of the initiatives could be effectively monitored and the project portfolio could be further fine-tuned.
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