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Recently introduced, XX customer says this has made life a lot easier for the

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Deliveries are regularly taking too long. Customer XX has said that this has negatively impacted on their business by XYZ happening

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I believe acknowledging hard work and incentivizing this would have a lot more staff being engaged at work - a bit of healthy competition.

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By having designated agents for each account/location on the specialist team has really improved the service. Our customers now know who they need to speak with and also have confidence in their agents to know the background of their query as well as the preferred processes.

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Certificates of conformity are not being sent from WDC which then impacts our customer as they are unable to use the product without these

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I'd like to know from an Advisor level, how they would like to be more engaged at work. This could be a start point to ensure we are engaging staff in the right way to retain knowledge and experience.

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I have always worked by a principal " take care of your employees and your employees will take care of your customers."

We are going through significant change as a business, and CX is the biggest requirement of any successful business, however, we must not forget the only way you delivery a great CX is by ensuring all your team's are fully on board.

When you talk engagement - in my honest opinion your first dotted line is communication - this is what is needed.

Staff "feeling valued" is a key priority to ensure we are working towards.

Rich Evans & Hailey Betts

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Listening to the call monitoring recently the rapport and relationships that the team are building with their specialist customers is evident. The conversations are flowing a lot more, there are some good insights coming from the customers and they seem happier to be speaking to the same person each time.
Natalie Middleton

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Customers are still advising that they are not receiving the correct paperwork or not receiving any paperwork with their items which causes issues when they are trying to book in goods.
Natalie Middleton

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More knowledge of CSC departments on advisor level

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More knowledge of CSC departments on advisor level

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Think that it would be a good idea to have general customer service advisors (and maybe even TLs) understand the roles of the SCS teams and vice versa - feel as though there is a division being created and each side of the CSC need to have an understanding of each others roles to prevent any issues being created.
Natalie Middleton

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At the moment engagement is low on SCS due to salary expectations based on the amount of work that the advisors are tasked with. I believe introducing incentives (bonuses, quick wins cupboard, utilising Cromwow more) will help to provide more job satisfaction to the teams. Perhaps even having an engagement team on site would help to improve the staff engagement aswell as they could start to take ownership of the sites engagement themselves and feel like they are making a difference.
Natalie Middleton

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I'm not sure that many of the CSC staff have visited Head Office or the warehouse or even a branch. I believe that this gives a great insight into how the business works and even just how items are delivered to customers. I feel that this is a tool in our toolkit that we are not using to our advantage.
Natalie Middleton

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Time and time again we hear from other departments, customers and colleagues that communication is our biggest downfall. Whether this be communication of a change to the business, pricing or even how we communicate information to our teams. In  order to move forward as a business we need to ensure that we communicate as 1 business not just as smaller sub sections.
Natalie Middleton

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The service is growing. Customers are starting to put their trust back into Cromwell.

Meeting customers first-hand, has been so encouraging that we are making a difference.

Some of the feedback from customers has been excellent.

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Customers are complaining about progressing. The expectation is for us to let them know if a delivery is delayed. But often they have to contact us, to be told their order is delayed.

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I think we need to know how the customer feels about the change. Have they been made aware? or have they noticed the change.
How do our consumers feel about Cromwell?

Are they happy with the new change?

What points are working what are not?

These will help understand customers perception about Cromwell.
This will help us to build on brand and strategy.

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Team meetings should be regular – getting your staff involved with each other- getting know each other.

Buzz sessions – To help find out what the company can do make their job easier. An opportunity for the staff to voice their opinions/ ways to make process better/ any ideas session/ what went wrong why? How we can improve this.

Engagement group- A group amongst staff that are responsible for organising staff events, such as charity events, . This will help promote Cromwell as a company who is about helping others – not just making profit.

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There needs to be a flexibility approach towards staff- they need to feel trusted. That’s purely my opinion
Supporting staff to have the flexibility to change working hours or the option to work part-time. This will help to retain staff for much longer.

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Collaborative behaviour comes from senior leaders first, and then its usually cascaded down the organisation.

Openness is vital- knowing who the leadership is a start
A Cromwell Leadership Board, including Photos, names and who they are

Listen to staff- Having a ‘You said we listened’ communication to be sent out Monthly/Quarterly- will help with staff feeling that Cromwell are open to new ideas and will act when needed

Positive attitude – needs to be encouraged. Getting things solved for customer- and not blaming other parts of the business. Encouraging and rewarding this behaviour –

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As all my customers are new to me, my experience told me to make the customers feel comfortable with me and to build a trust before I started to try and sell products to them. This seems to be working a treat with the majority and I'm slowly making positive steps with the ones that are reluctant to engage with Cromwell.

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I had an example of a customer who ordered goods a week ago.After contacting me for an update it became apparent that the order had "challenges" which should have been addressed when the order was placed.

I have made constructive suggestions to the sourcing and progressing team which has been received with a positive response

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Lack of communication from CSC when there are issues.

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Lack of communication from CSC when there are issues.

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On a number of occasions there has been issues with customers wanting to cancel their orders. Instead of contacting the account manager they have just accepted the customer's decision and then not informed the account manager. This has caused knock on effects with account managers not being in loop or being able to prevent cancellations.

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How to deliver great service to customers with multiple accounts e.g. Westco and Engine

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It`s incredibly frustrating when trying to use the Cromwell website, it`s so out of date and difficult to use. When communicating with the digital team, it appears that they have no support from the senior IT team with development and are constantly under fire for something they have no ability to control or alter.
As 'Driving Digital' is one of our key pointers for the future, shouldn`t we have a website that`s at least usable in the modern market?

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Looking at the engagement activities we used to have as a company gave some unity, the summer football tourney, charity events, team building activities always seemed to build employees trust and engagement. Branches and teams either joining together or or having a healthy competion would always build bridges and many friendships were established through these events. This has sadly faded into obscurity, many teams not talking to each other unless provoked, no one knows who works where or what they do anymore. The bond and comradery we had before needs to be rebuilt.