HENKEL
From vision to reality : crafting the customer CX program According to Bjoern Kirchner , the first step of building a customer centric Supply Chain ( SC ) transformation programme at Henkel was to engage directly with customers and ask them about their experience . This was the ‘ going broad ’ approach .
However , with over 150,000 customers , it was not realistic to cover them all , so Henkel selected customer representatives and engaged deeply with them , performing value mapping and workshops to build a perception of what customers actually thought of the company : ‘ going deep ’.
The second phase was about creating ideas to fulfil different customer needs , such as innovation capability , quality , reliability and speed . Henkel then gathered teams across all functions to generate ideas on how to improve the customer experience , redesigning crucial touchpoints , such as shipment experience , track and trace , sampling and complaints processes .
Kirchner says : “ We structured the CX programme into three areas , including the differentiators , which were the redesign of crucial touchpoints with customers , the fundamentals , which were the subsystems to enable getting those data points , and the efficiencies , which was about bringing new technology to capture a different efficiencylayers , such as process mining and optical character reading .”
He admits that the transformation was a complex undertaking given the size of the company , but it was powerful for both sides of the equation , and could partially fund new initiatives while continuing to contribute to the bottom line .
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