Delivering Customer Value Marketing/operations Report

Delivering Customer Value

27/11/2008

Delivering Customer Value

Module Lecturers: xxxxxxxxxxxxxxxxxxxxxxx

How can the xxxxxxxxx Garden Centre improve the value delivered to a specific customer or group of customers? Student ID Number: xxxxxxxx

Bristol Business School: F/T MBA January 2008 University of the West of England

3500 WORD COUNT STARTS AT DELIVERING CUSTOMER VALUE

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Self Evaluation Element This report has clearly defined the problem of the non expert gardening customer not being able to find the Hellebore plant. It is worthy of consideration because non expert customers will be lost if they cannot find what they want. They have little knowledge of similar plants. It should also be considered because the non expert segment makes up 80% of XGC’s business. Non expert customers would value the problem being solved because it makes it easier for them to get what they want. The practical impact on the customers and the organisation was analysed through the gap analysis and the root cause analysis. Theory from Berry et al. (1990), Hooley et a. (2007) and other academics was used to understand concepts and their implications. All of whom are cited in the text and referenced according to the Harvard referencing system from the UWE BBS website: http//www.uwe.ac.uk/library/resources/general/info_study_skills/guideref.htm The options considered were; process and flow, CRM, improvement priorities and targeting strategy. There is extensive academic literature on these ideas and concepts. The concept in described and applied to the customer not being able to find the Hellebore plant. Advantages and disadvantaged of the appropriateness of the model are then listed. The impact of the concepts on customer value is evaluated during each option and the more specifically during the solution recommendation. A combination of CRM and process flow is proposed to be a solution. The document is represented in a report format and has uses a research based approach. In the report it was very difficult to include all the academic knowledge gained during the assignment and only selected areas were used. Throughout the report the focus has been on delivering customer value to the non expert customer.

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The Xxxxxxxxx Garden Centre

Clift House Road - Southville - Bristol - BS3 1RX

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Table of contents:

Title Page Self evaluation element The Xxxxxxxxx Garden Centre Delivering Customer Value

1 2 3 4

Xxxxxxxxx Garden Centre Segmentation Gap analysis Root cause analysis

5 6 7 9

Option 1 Process and flow Option 1 Customer Relationship Management Option 3 Improvement priorities Option 4 Targeting Strategy

8 8 8 9

Recommendations to resolve the problem Solution CRM Solution Process and Flow

10 11 13

Conclusion References Appendices

12 13 15

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Delivering Customer Value Organisations must understand the nature of their business and how they are meeting a customer need. Corporate success will be achieved only if a company continues to meet customer needs (Levitt, 1960). There are a number of consumer groups. Each group have different requirements and will value different things. Consequently there are a number of ways to deliver customer value to the various groups (Jobber & Fahy, 2006). A company is faced with managing available resources and options to either please their customers or risk loosing their business. Abraham Lincoln famously said “You can please some of the people all of the time, and all of the people some of the time, but you can not please all of the people all of the time” (Lincoln, 1838 cited in Hughes, 2007). It can be argues that customer value will be delivered if the customer receives exactly what they expected. However Professionals argue that if a company can strategically position itself a fraction above the market needs, consumer perceptions would change and the company would be seen to be delivering customer value (Littler, 2007).

Xxxxxxxxx Garden Centre (XGC) Located along the river that runs through Bristol and set beneath Clifton’s famous Suspension Bridge, Xxxxxxxxx Garden Centre claims to be the SouthWest’s leading co-operatively owned and independently run garden centre (XxxxxxxxxGardenCentre.com, 2007). Recently Xxxxxxxxx Garden Centre has invested in an award winning architectural extension. Although there has been the investment into the extension there has been little other investment into the business. There still remain many plants outdoors with the risk of weather or logistical damage. Xxxxxxxxx Garden Centre has been relatively successful and has capital available for investment into the business to develop their delivery of customer value. The management team consist of four members who do not have direct operational or marketing experience but have demonstrated their entrepreneurialship over the years to bring the company to where it is (FAME, 2007). The company has a vision to grow and is optimistic about the future.

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Customers Segmentation Xxxxxxxxx Garden Centre is located in South Bristol and attracts customers from the area as it is the main garden centre there. XGC is also reasonably close to the centre and likewise is able to appeal to customers who can access central Bristol easily. Generally South Bristol customers can be divided into two groups. The first group are considered to be expert gardeners and the second group are non experts (Wedel & Kamakura, 1999). XGC compete with a portfolio of companies ranging from B&Q to St Werburghs City Farm. XGC is considered to be a smaller company. Hooley et al (2007) suggest that small companies should segment as it will offer them opportunities. XGC has a high market share of non expert customers 80% of customers interviewed were non experts. Here we will be concentrating on the core market segment of XGC. This segment is entering a gardening hobby. The non expert customer is usually unaware of products, availability and seasonal plants. As a half hearted gardener the customer seeks an experience at XGC that does not require the physical engagement of real gardening.

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Gap Analysis A gap analysis assignment tool will be used to compare customer expectations and perceptions with business performance (Barry, 1990). Gap1 The customer would like a plant, is told of XGC’s range, views the XGC website and reads about the Hellebore plant and its exclusiveness to XGC. Thus the customer expects to get a Hellebore plant easily at XGC. Traditionally there have been weak forms of assuming the customers view (Barry, 1990). Management not knowing what has influenced the consumer assume customer expectation (see appendix 1). Management consider cost to be more important to the customer, whereas the customers themselves do not consider the cost to be as important as speed. Without this analysis the management strive towards cost reduction even if it means reducing the speed. Gap 2 Management assumptions regarding the importance of flexibility are more accurate. Performance standards must be set to create flexibility (Berry et al, 1990). Employees are trained to cater for every customer need which is not a practical performance standard. There are no standards in place that interpret the management’s view of flexibility into practical application. Consequently the functioning of XGC revolves around inadequate standards. Gap 3 XGC want to implement a labelling standardisation strategy to help customers find products. The procedure is to collect a label from admin who have electronic labels if one is missing. Employees show lack of willingness because labels should be dealt with on arrival of products. The site is outdoors, large and staff are already overstretched.

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Gap 4 The customer wants to go to XGC and collect a Hellebore plant. The customer expects to locate the plant easily as that is how it was advertised (pictured) on the website. Messages from XGC are converted into customer expectations (Berry et al, 1990). On arrival the customer does not locate the plant easily. Images on the website show a neat and tidy area. XGC is not as tidy and orderly as the website displays, and the customer cannot find the Hellebore plant easily. The gap is therefore the broken promises of what XGC said they would do and what they actually did.

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The Problem – Focus on clear defined marketing and operational problem and its root causes Results derived from interviews with XGC customers pointed towards some areas of concern They fact that labels were bad, not readable and inconsistent. Gap 4 identifies a promise to the customer that the Hellebore plant is easy to locate and purchase at XGC. The problem is that the non expert customer cannot find the Hellebore plant. A root cause analysis can identify reasons for why the problem occurs (see appendix 4). The practical problem is the non expert customer is unhappy because the Hellebore plant cannot be found. This is because the Hellebore plants are not visible. This is because the labels are not readable. This is because XGC have no labelling equipment. This is because they have not allocated funds to this issue. A number of other causes have been identified in the analysis, all of which arguably could be addressed and tackled. The particular root from the customer being unhappy to the issue of the finance is selected because it is considered to have priority. It is worthy of consideration because a high number of customers experienced this problem. If resolved it would have an impact on the value delivered to the non expert customer (Thull, 2003). Non experts do not know their way around a garden centre and they can feel frustrated it they cannot find what they want (FraserRobinson & Mosscrop, 1999). Practicality and ease of use would be valued by this customer. Although not in the scope of this report, the inherent nature of this root will encourage employees, which consequently will affect the customer experience. This will contribute to delivering customer value. This is a marketing problem of communication, resulting in an operational issue of customers searching in the wrong areas (Johnson & Weinstein, 1999).

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Option Analysis Analysis and Possible Solutions Option 1: Process and Flow A functional layout is used by supermarkets and manufacturing who group products or activities together. It is designed to make it easier to move around in a systematic way. It addresses four main areas. o The distance travelled around the premises. o Quality in terms of damage or annoyance from constantly moving from one place to another. o Higher throughput time due to longer distances covered. o Availability of space (Chambers et al, 2007). Application XGC can adopt a functional layout which lends itself to items being grouped together similar to a supermarket. Customers can then take a route from product to product according to their needs (Chambers et al, 2007). However, not all customers will have the same route so it is also important that the layout addresses other needs. Naylor (2002) suggests that customers should be relaxed moving at the speed where they can comfortably pursue their shopping. Customers should enjoy the experience and notice displays of special offers as they pass. A functional layout would structure the floor plan. A non expert customer would be helped by the process flow. This would help identify the area in which Hellebore plants are displayed. Advantages It would be relatively easy to implement as already there exists some degree of product grouping. It could be implemented immediately. XGC could design into the functional layout passing by and exploiting their new award winning interior extension (appendix 5). XGC could take advantage of their unique view of the River Avon. A structured functional layout would designate particular places for promotional items (Hal, 1998). The non expert would be delivered value through this option as it would have a direct impact on the problem of not finding the Hellebore plant. Page 11 of 29

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Disadvantages Currently XGC have no clear sign boards. Functional layouts used in supermarkets have large and clear sign boards. XGC would have to get these made. This may have cost implications. It would take time to design such boards as standardisation is more than likely to be an issue (see appendix 6). The new indoor extension will limit layout options. Currently the extension is situated on one side of the site so many visitors do not get the opportunity to see the structure (appendix 5).

Option 2: Customer Relationship Management (CRM) CRM is an approach that attempts to build customer loyalty and optimise long term profitability (Hughes, 2007). CRM is often referred to as a philosophy because it tends to stipulate the organisational culture towards customer satisfaction. CRM recognises the customer to be the key asset that needs to be managed (Rigby et al, 2002 cited in Hughes, 2007). CRM acknowledges that businesses now have many channels with their customers so emphasis is placed on developing better awareness of customer needs. CRM focuses on: o The internet. o Customer databases. o Profiling customers. o Telephone conversations. o Postal questionnaires.

CRM usually comes with sophisticated software packages. There is an emphasis on sharing information between departments. This is done to know, understand and address the customer needs. There can often be sensitive data and building customer rapport is stressed in CRM. Page 12 of 29

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Application XGC could develop their existing website to allow for online purchasing. This could initially form the basis of data collection at least for the segment that will use e-business. XGC have already identified that they need to develop their e-commerce options. E-commerce will be part of a CRM solution system, so XGC could address the two issues simultaneously. There is a restaurant in the XGC which is popular and so questionnaires could be given out to customers. Advantages The main advantage is to understand what the customer actually wants but is not getting. The customer dissatisfaction explained in the root cause analysis would be identified if CRM was introduced to XGC. CRM is argued to be simpler in a smaller business unit and it analyses customer information for multiple purposes (Piercy, 2001). Traditional model for customer interaction (appendix 7) would not identify a problem such as the customer not being able to find the plant. Customers will communicate with more than just marketing and admin. XGC would be able to create customer profiles, customer preferences and customer order histories. Better customer service could be provided to the non expert customers as they would quickly be identified as non experts and dealt with accordingly (Jobber & Fahy, 2006). New selling opportunities would be identified. Non experts could be offered products that would encourage easy gardening or loyalty to XGC. This kind of focus on the customer will produce value for the consumer. Disadvantages Non expert customers may not want to be too involved with XGC. Making phone calls to customers would be impractical for XGC at this stage, as they do not have the human resources. XGC have a simple IT system that is unlikely to integrate with a new CRM system. CRM has an inherent relationship with information systems. For XGC it would mean a new IT and CRM solutions system.

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Many companies have attempted to implement CRM but have failed. Incompatible technology and low team collaboration have been a problem (Precision Marketing, 2007). Quantifying the economic benefit of CRM is difficult. A cost benefit analysis would need to be carried out. A fully operational CRM package is implemented in stages and the overall time taken is often unpredictable (Peelen, 2005). High data collection is required for the system to generate useful information. This can be underestimated. Option 3: Improvement Priorities Improvement priorities focus on paying particular attention to a selected performance objective. The fundamental purpose is to shape the objective of the operations (Chambers et al, 2007). When assessing organisational performance improvement priorities is concerned with:: o The needs and preferences of the customers. o The performance and activities of competitors. Improvement priorities will take parts of the business and categorise them into how critical they are: o Order winner: those that directly win business for the company. o Qualifier: those which may not win extra business if it is improved, but will lose existing business if the performance level drops. o Less important: those that are relatively unimportant (Chambers et al, 2007). The performance objectives can be placed in an importance performance matrix to determine the importance of the improvement (appendix 8). They are then given a status of excess, appropriate, improve or urgent action. Application XGC could undertake a reorganisation on the centre. An innovation based improvement strategy would inculcate newer ideas and products. For example they could offer garden furniture, clothing, pets and aquatics, craft and giftware. Online shopping, loyalty cards and clearance lines have been introduced by similar centres. Page 14 of 29

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XGC have the space to exploit and so they could accommodate new ideas and a new image. Advantages The introduction of new products such as pets is likely to produce a breakthrough effect. This strategy will add more value to the non expert customer as they will be offered many related products. The introduction of new innovative products would naturally influence the layout design. This will help the customer in locating the desired products (Hal, 1998). The garden centre can move towards becoming a garden and leisure centre, which would be the natural progression for the business. Disadvantages Competitors that are in the garden and leisure sector are much bigger and can offer customers better facilities. XGC have no knowledge of the competitions corporate success. It would be trial and error as there currently is no similar business in the area. Risk assessment must be carried out as the strategy may be a complete success or failure.

Option 4: Targeting Strategy Targeting strategy determines the selection of the customers a company wishes to service. The decisions involved in targeting strategy include which segments to target and which products to offer them (Daly & O'Dea, 2004). The principle is to concentrate and satisfy the needs of a particular group so maximum resources are used to deliver customer value to the target consumer (Hooley et al,2007). There are three steps to targeting strategy: o Market segmentation o Target market choice o Product positioning (Hughes, 2007).

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Targeting strategy is influenced by market maturity. Consumer behaviour is monitored closely as targeting strategy will attempt to provide differentiation from the competition (Daly & O'Dea, 2004). Emphasis is placed on understanding the customer needs and what other providers are offering. Finally there is importance placed on break even points as customisation can increase cost. The volume of sales required to make a profit is identified. Application Other than the visitors mentioned in 3.1.2., there those looking for a leisurely activity. Many people frequenting XGC are over 40 however couples, those with families and elderly people also visit XGC. XGC can start collecting information on their customers through their website. XGC can reduce the number of specialised plants that appeal only to the expert gardener. Advantages If XGC target the non expert segment they will be addressing 80% of the business. XGC have a differentiation aspect of being along the river. It is something that competitors cannot offer. Non expert customers will be given more attention. XGC will concentrate on delivering value to this group. XGC are already prepared to make information system investment. Disadvantages A target marketing strategy in essence aims to serve a niche market that mainstream providers consider to be too small and not profitable enough. This strategy will not lend itself to the business growing (Daly & O'Dea, 2004). XGC do not have the sophisticated systems to inform a targeting strategy. Decisions based on unreliable information can be extremely costly.

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Recommendation: a combination to resolve the problem Solution CRM Solving the marketing problem (not being able to find the Hellebore plant) that has a resulting operational issue. To improve the value delivered to the core customers a good sound rapport will be necessary. Interaction and feedback will allow XGC to cater for the needs of its customers. This will contribute to the customer retention and ultimately to customer loyalty. With the arrival of technology, customers are integral part of the IT systems. Each of the business departments is sharing information to improve their efficiency. This multi-channel customer interaction model helps to better address the customer needs and enables each department to perform better. As we apply CRM to XGC we can see that the customer dissatisfaction identified in Appendix 3 will soon be recognised. The customer not being able to locate a particular plant, would not normally be communicated through the traditional model for customer interaction (Appendix 4). With CRM a customer may have been contacted by telephone where they express dissatisfaction. They may also be given an option to comment on the website. Departments Data collected from the CRM system can be fed back into the other departmental systems. Departments can take initiatives. Marketing may choose to address the issue of labelling. Finance will be informed of any investment requirements. HR will be informed of the HR requirements, so they can allocate resources to the problem Marketing will liaise with the customer and offer product labelling similarity. They could consider a promotional label range. There can be opportunities for branding through packaging. Resistance However CRM recognises that people can become alienated by the distance put between them and the organisation through technology. This is why CRM

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must be built into the corporate strategy so customers’ feelings are considered (Hughes, 2004). Each company will vary in how it approaches CRM. XGC is run as a cooperative so there is a sense of responsibility among employees. They do not have a blame culture. Many employees find themselves multitasking. However, XGC already have an organisational culture which is resistant to change. The cultural challenges of the XGC would perhaps prove more difficult. XGC staff would need training and support to get them to think about the customer. Above all CRM requires a buy in by top management as results initially are hard to measure yet the CRM approach would require financial commitment. CRM acknowledges that quick wins may need to be achieved in pursuit of a bigger strategy (Hughes, 2007). Once resistance is overcome CRM will fit nicely with XGC because the cooperative was set up as a hobby of the current management. They have an inherent passion for gardening and can relate to customer needs. Standardisation Customer feedback on the poor labelling would be addressed. Standardisation of product labelling and labelling technology would be welcomed by CRM. XGC will be in a better position to build on past mistakes and make a commitment to continued improvement. Customer There remains a danger of annoying customers if CRM fails to identify the tolerance zone for liaising (appendix 8). For the non expert it is only a small portion of their disposable income they spend at XGC therefore they may not wish to have high interaction with the company. XGC benefits from strong social bonds and many customers know the people in the co-operative personally. CRM and customer interaction may affect the already powerful bond between the customer and business. It could also be argued that due to the fact that customers have a close relationship with staff members they are reluctant to voice their complaints or concerns. In this situation a formal relationship marketing approach would be preferable for long term success strategy. Employees

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Someone who was experienced in CRM would have to be employed. Users would need to be trained on how to interpret and adjust the stock mix to increase customer value (Fox, 2002). All staff would eventually have to be trained on CRM systems. Data made available encourages strategic decisions from departments. Products need to match sales, public holidays and seasons (Fox, 2002). Risk CRM can only be a success if the technology is right for the company. CRM needs the full collaboration and teamwork of the whole organisation. Sky attempted to implement CRM but failed and is subsequently involved in a legal case against the IT vendors used for CRM solutions (Precision Marketing, 2007).

Solution Process and Flow XGC is essentially retailing in garden products and other specialised products. Items are displayed, customers generally walk around the site with a trolley picking up the things they want and then heading to the exit rather like a supermarket. The item available at XGC have been summarised in the table below Plants Gardening Pets Clothes Publications Restaurant

General Plants, Flowers, Seeds Sheds, Groves, pesticides, shovel, spade Bird Cages, Dog Baskets Hiking, Gloves, Rain Books, Cards, Gardening Literature Snacks, Drinks, Lunch

We can see the example of a supermarket as there are similar characteristics such as pattern of arrival, trolley pushing, checkouts etc. Supermarkets used to have frozen food near the entrance. There was no strategic layout. Customers quickly made their way to checkouts without browsing knowing that frozen products were thawing. After redesigning the frozen products were placed near the entrance. Sales increased as customers were prepared to browse more (Naylor, 2002). XGC could use the functional layout design to achieve this. A possible example of a functional layout is given in appendix 9. The clarity of flow constitutes a successful layout (Chambers et al, 2007). Both customers and staff will be able to locate where certain products are kept as everyone will not Page 19 of 29

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have the same route. The entrance is changed so that the extension can be seen straight away and the cafe offers a view of the river. The XGC experience will become a relaxed environment for shopping, adding value (Naylor, 2002).

Conclusion It would appear that process flow can address the identified problem. While this is the case it cannot be ignored that CRM has a fundamental principle of engaging with the customer. This means that CRM has a commitment to continual improvement. A combination of both is inevitable because the problem is related to both marketing and operations. In the same way there are several other models that offer a solution or part of a solution. RGS have demonstrated their commitment to development through the extension. Financially XGC can afford a CRM solution. Assuming a CRM solution was compatible the other options would be rejected.

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Appendix 1 Figure 1 GAP 1 Illustration The gap analysis models require quantitative and qualitative measures for assessing the customer expectation. Information used has been derived from interviews.

Cost

H Management Assumptions Speed (locating)

Dependability (respond) L

Customer Priority

Quality

Flexibility (parking, access, layout)

Here we can use the five performance objectives to deal with the expectations gap (Slack et al, 2007).

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The black line represents how customers prioritise the different elements. The black line represents the management assumptions needs to priority.

Appendix 2 Method Initially a group of 6 MBA students visited a local garden centre. It was a casual visit intended at just acquainting ourselves with the functions of a garden centre, its general products, services, human resources and layout styles used. At this stage it was merely an investigation exercise as the choice of the garden centre had not been made by any of the participants. The participants consisted of an accountant, a software engineer, a company director, an IT consultant, a civil engineer and a social scientist. The visit provided a valuable insight into the issues deriving from such a business. The co-operation of the staff and the appreciation of this type of business operation provided the zeal required for 2 of the initial 6 participants to warrant further investigation. Another visit followed shortly after which included liaison with both staff and customers in an attempt to identify possible areas of improvement in value delivered to a specific customer or group of customers. Work started on defining customer groups and associated implications for the value delivered to them. Having spoken to customers it was decided that a visit to a well-established and renowned garden centre was necessary. Frequently customers would refer to “Cadbury.” Typically, if Cadbury were closer I would go there. Cadbury has more variety. Things are easier to find etc. We also visited Cadbury for knowledge of; benchmarking, competition, customer expectation.

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Appendix 4 Root Cause Analysis. Why Why Diagram

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Customer Unhappy Cannot Find Hellebore Plant

Can’t see Hellebore Plant

Wrong Location

No Stock

No Signposts

Lack of Knowledge of Plants

Staff Not Trained

Staff Not Interested

Rare Plant Type

Not a Good Selling Plant

Label Not Readable

Wrong Stationary (Pens)

No Labelling Equipment

No Knowledge of Available Equipment No Funds to Purchase

No Infrastructure to Support

No Operating Knowledge of Equipment Lack of Labelling Knowledge

Label Not Waterproof

Not displayed In View

Obstructive Objects

Bad Layout Of Plant Display

Isolated from related Plants

Too Many/Few Plants

Too Mush/Not Enough Storage

Not At Eye Catching Level

Display Tables Not Tall Enough

Plants Not Tall Enough

Plants Facing Away the Customer

No Highlighting, Capitals Etc.

Appendix 5 Award Winning exterior Extension

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(XxxxxxxxxGardenCentre.com, 2007)

Appendix 6 Sign Board Examples

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Appendix 7

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Traditional model of customer interaction

Administration IT/Systems Finance

Sales

Customer

HR Marketing

Source: Hughes, 2007c

Appendix 8

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Importance Performance Matrix

Appendix 9

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Possible Functional Layout

(Garden & Leisure, 2007) Existing Layout

RIVE PLAY AREA

VIEW OF Restaura

Modern Extension

Flowers

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