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Briggs Equipment Motivates an Entire Workforce to Embrace Feedback","preloadPreference":null,"progress":1.0,"protected":false,"projectId":6086860,"seoDescription":"a Monetize \u0026amp; Customer Events video","showAbout":true,"status":2,"type":"Video","playableWithoutInstantHls":true,"stats":{"loadCount":64339,"playCount":101,"uniqueLoadCount":38695,"uniquePlayCount":78,"averageEngagement":0.269346},"trackingTransmitInterval":63,"liveStreamEventDetails":null,"integrations":{"hubspot_v2":true,"google_analytics":true},"captions":[{"language":"eng","text":"Good afternoon. That certainly got everybody's energy levels up, didn't it? After a spot of lunch, the old carbs kicking in.\n\nSo Gemo, I'm head of customer relations at Briggs Equipment. I've been with Briggs about nineteen years next month. And I'm here today to talk to you about our journey so far with customer experience in the hope that you will take away some actionable feedback that you can implement in your business tomorrow.\n\nTake a work in.\n\nYep.\n\nSo just briefly, who are Briggs Equipment?\n\nWell, we're a national materials handling service provider.\n\nBy that, I mean, we are service providers with equipment with a wide range of products And by that, I mean, from supplying forklift trucks right through to tractors. We're pretty much in every industry sector across the UK, Last year we reported a turnover of over a three hundred million pound. Got over ten thousand customers. Across around seventy two thousand sites.\n\nAnd ultimately, how we help our customers is by providing the right solution the right product to ultimately make them more efficient, save them time, save them money. It will build long lasting relationships with us and our customers.\n\nWe're a business that follow five core values to which really stand out, safety first.\n\nWe're all living a world today where it's dangerous, you want your employees, our customers all to go home safely. And likewise, being easy to work with building trust touched on it a lot in all the other presentations today. It's so important. That's what means a lot to our customers. And if we can be easier to work with then ultimately retention is key for us as a business.\n\nSo I am going to talk you through our challenge and I think a lot of the aspects on this slide I'll take you back to pre two thousand and fifteen Within Briggs's equipment, there was no real system. There's no way of us getting feedback from our customers. We're pretty much in the dark. We didn't know what we were doing well, we didn't know, areas to improve. And likewise, we didn't know what to keep doing, what what was bringing satisfaction to our customers.\n\nAnd you we'd get feedback in through emails or phone calls, mixed messages There was no way of us tracking how quickly we replied to customers accountability and ownership these words have been used frequently through through today and it's true.\n\nWe often get people within departments, blaming others, a great example in our businesses sales will blind service, service blind sales. Everybody starts pointing fingers. And ultimately, it's a customer isn't it that is not getting that result. They're the ones that are feeling that pain. And you will get silos within the business then Everybody's looking at just their objectives and not looking at the customer as a whole and the bigger picture across the business.\n\nSo I'll talk you through how we meet, how we met these challenges.\n\nInitially, we implemented customer gauge.\n\nWe wanted to get feedback in we wanted a way of getting that updates from our customers and what we were gonna do with that feedback.\n\nInitially, it was launched, great.\n\nWe all have initiatives don't we within our business. They all start off. Everybody's excited. And there's something else bigger comes along and takes over that. And we found this with some individuals.\n\nWe didn't have the commitment there. There was lack of responses from customers and when they did give us that feedback, we didn't act upon it quickly enough.\n\nWhen we started, we're roughly around six percent response rate, which wasn't great.\n\nAnd then when we did get that information, We didn't share it very effectively with our key key stakeholders within Briggs.\n\nSo quarter four twenty twenty lot of self reflection during COVID, the pandemic.\n\nWe realized as a business. We weren't putting the customer at the heart of what we did anymore.\n\nSo there was four initiatives that were launched, customer experience specialist, a virtual role, We embraced a lot of the changes through working from home and created a virtual role. I'm going to touch on that on the next slide in a bit more detail.\n\nWe also started to feedback customer's information, what they were telling us with our key stakeholders internally.\n\nSharing those comments, making people within our business feel a part of that feedback that was coming in.\n\nWe also started to provide that feedback back out to customers.\n\nI mean, how many times have you filled in a survey? And somebody has come back to you, say, thanks Dave. On the back of that, we have now done IBC.\n\nVery rarely happens.\n\nAnd we also linked our survey responses to our charity of the year.\n\nSo for every survey that is completed, we donate five pounds to our charity of the year. When we launched this initiative in twenty twenty one, Just over six and a half thousand pounds was donated to prostate cancer UK.\n\nThis year, we're bordering on ten thousand pound for young lives versus cancer.\n\nNow that's great, but the real win here is when customers respond back after they've completed their feedback and have said, you know what?\n\nThanks because that charity is something that is really close to me, and not only have I been able to provide feedback.\n\nBut you've supported a charity that's helped me and my family.\n\nSo it makes our customers feel good and it's also great. For brand reputation.\n\nAt Briggs were all about supporting local communities and local charities.\n\nSo much so I've signed up for an abseil on Sunday and I hate heights.\n\nSo yeah, you might see some posts on that But of those four initiatives, two really stand out, which have made the difference, I believe on our journey so far, the customer experience specialists and also telling customers what we are doing about the feedback they are providing to us.\n\nSo the standard initiatives.\n\nYou've probably seen them here today. The customer experience specialists have come out for the day have been networking, been scribbling down notes from everybody else's presentations all day.\n\nThey are the hub of our customer experience.\n\nThey are resilient. They are passionate. They really do drive that customer experience message within our business. They are the hub of activity and they will reach out and facilitate whatever feedback comes in to all of our departments.\n\nSo without that team, it really does that they have made a massive difference.\n\nAnd a little extract of what do we do when we sell our customers. So every quarter, we collate the feedback that they provide to us. And we tell them this is what we're doing well and these are the areas that we need to improve and this is what we're gonna do with it. We give them some high level numbers in there and we also tell them that the charity how how well that is performing with the donations to our young lives versus cancer.\n\nBut again, the money shot we're doing this is when customers the non responders because we send this out to our responders and the non responders when a non responder comes back to a member of your team and says, wow, I thought you just did surveys just because it was a tick box. Everybody has to do surveys these days.\n\nI didn't know you did anything with that data.\n\nNext time I get one, I'm gonna complete it.\n\nThat was a real moment for us as a team. Fantastic.\n\nSo I'm going to talk you through, well, how do we get fast to customer resolution to our problems. A couple of initiatives here. We scheduled weekly meetings with customer gauge. When we started this journey end of twenty twenty, bearing in mind the platform have been in our business since two thousand fifteen. It wasn't being used to its full potential.\n\nIt was just something that got passed around. We had we had complaints that might have been logged on the back of MPS, and they get closed because they got old and nobody really. Did anything with it.\n\nSo we really got to understand the software, the widgets, how to report, which refreshed the letter, changed the survey, really got engaged with our customers. Even when we reached out with the survey, We told our customers, Hey, look, we've invested.\n\nWe wanna know your feedback. We haven't made cuts in this area.\n\nWe understood that without customers, we have no future. They are what generates and keeps the numbers coming in.\n\nAnd we also within the business created a definition of what is a customer concern. So what does a complaint look like?\n\nAnd how can we improve on that and we started to communicate that within our business.\n\nInitial results, so the NPS score increased by fifteen compared to twenty twenty.\n\nAgain, like previous presentations, the score it's great that it goes up, but the real big bonus is seeing the response rate increase by seventeen percent.\n\nAnd that's because of the initiatives, that's because of the meetings with Liam to shame he's not here today, but that support of, you know, we changed the domain name.\n\nWe put in briggs, we linked briggs and customer gauge together because how many surveys possibly going through a spam folder. So connect it to your business. It made a difference.\n\nWe also linked using Liam support through to job sheets. So when an engineer completes a repair, we put a link that enables that customer to fill in an NPS survey from that point as well.\n\nClose the loop. I touched on that a lot today in other presentations.\n\nThe team, we've done a fantastic job with that.\n\nSo much so we're award winners back in in April and very proud to pick up that award too because the impact on the customers when we do close the loop at speed is phenomenal.\n\nOnly three weeks ago, there was something that stood out Laurie, my team. She had some detractor, commenting.\n\nHe ticked the box to have some feedback.\n\nTwenty minutes, Laura had contacted, and the customer was like, wow, a, I didn't think I'd get a call back, and b, I certainly didn't think it would be. Twenty minutes of me giving that feedback.\n\nSo the impact that that has on your customers building that trust and that dedication goes so far Countability and ownership, a big one. Initial actions, we created an NPS score by departments, and also increased, and started to do employee engagement.\n\nSo what I mean by NPS score by department Well, within Briggs's equipment, our customers are categorized into regional key accounts and a national account. So you could have a national account. Two hundred machines over here and you could have two machines which are classed as a small regional customer.\n\nWe started to categorize MPS per that department.\n\nAnd what that meant was as a sales executive or an account manager, you could relate to that score, you felt part of that score, it's alright having your global MPS score up here, but to really engage with your departments and with your teams, you want them to feel personal.\n\nThat's one of my customers in that number. How can we increase that or I need to bring that up at my next review meeting.\n\nEmployee recognition is a great one.\n\nReally engaging with your employees.\n\nWe started to send them a thank you letter where a customer had written on the back of a response to a survey If that name dropped them personally, they always answer the phone quickly or this engineer is a night in shining armor, he comes out, fixes my truck, keeps my business moving. We write to him, we drop him a little postcard, and we also put this feedback. We have an electronic appraisal system. We record it. So when they're they're having their one to ones or their appraisals.\n\nIt's recognized.\n\nIt's not just on an email that just gets filed. It's on their record.\n\nWhich is really important as well.\n\nSo initially, we started to see forecast in through doing this, our sales executives could use the NPS scores, the feedback, look at the trend, Have they scored us a six frequently? Are we at risk of losing them? Likewise, if they are promoters, Are we engaging with them? Are we telling our customers? This is what we're doing. Great.\n\nWe need to keep doing this and we can forecast then looking through when contracts are coming up, what are the chances of us winning, retaining that, or are we at risk and we're gonna lose that?\n\nSo we started to get more buy in because of recognizing employees, and the sales forecasting and also linking it to root cause. It's important that we do something with the feedback. It's not just there to share nice reports.\n\nAnd we'll link it to our continuous improvement department as well within Briggs. Look at changing processes, increased training, Is it a particular person? Is it a particular area? How often are we seeing this impact across our business?\n\nAnd also just briefly on that as well our inspire awards. So similar to Justin's presentation this morning, We have now linked it to nominated employees, with a monetary value that can win vouchers, but again, I think it's important to to recognize your employees.\n\nSo the biggest one Blame culture and silos, you're all familiar with this.\n\nSo initial actions to start with, and this is ongoing, we're we're not out of the woods yet, but a massive difference in, getting the buying. We want team, we want business.\n\nAnd when you get each other blame in other departments, It it means nothing. We have to be one business. If sales results are up here, but service is down here, and guess what? We lose. We have to go at it as a win win. So we started to deliver small presentations to small groups across the business.\n\nNot just, oh, I'm not customer facing. I don't speak to him. It doesn't matter to me. Those are the kind of messages we need to eradicate.\n\nEvery transaction in our business, your business, there is a customer at the end of that and it's important that we drive that message.\n\nCommunicating customer experience as well through podcasts at Briggs Equipment. I think they're sick of my voice. I've done a few of them. But it's all about driving home that message.\n\nInternal but bulletins, we have a regular feature in our internal Chatter Magazine.\n\nWe have two dedicated pages every quarter, driving home the real live customer feedback, comments from MPS, what our score is, where we need to improve, constantly driving that message.\n\nThe mistake we made back in two thousand fifteen is we started off with good intentions, but then it phased out. You have to keep driving it. The system just won't do it itself. You have to fully engage with it.\n\nAnd we also did a sixty second, very short video of what is customer experience to try and engage with all our key stakeholders, put yourselves in the customer's shoes Put yourself, what are they thinking, what are they feeling?\n\nAnd we do a great analogy of this. If you think Fortlift truck, potentially is off the road for a week.\n\nThat's a big impact, isn't it, to that business, but that would be like me coming up to you, Adam. Let me have your car keys. For a week. See you later. Are you going to get home? Are you going to well, same bad example here with all the bikes, isn't it? When it's the same impact, it it's about putting yourself in the customer's shoes, doing the right thing.\n\nSo initially, we started to see a change in behaviour because we were driving home that message. Like I say, we're still on a journey. We're not quite there. But the attitude and behavior is improving.\n\nAdditional revenue opportunities is great as well. Another success story that comes through working with the departments and breaking down the silos.\n\nWe had a customer who'd provided feedback on MPS, detractor wasn't happy.\n\nMachine had failed. We thought we'd fixed it. We even got our technical specialist team in still hadn't fixed it, modification didn't work.\n\nThat team facilitated that through.\n\nKeeping the customer up to date, We got it fixed, bulletin on all the other machines that had the same problem, went back to the customer only when we were completely satisfied that corrective actions have been sought and root cause that we close that concern and the customer was blown away. It went from a an unhappy place too. Do you want to quote for five additional items in my new warehouse? It's like fantastic.\n\nSo that's the power of going back quickly with a response to your customers.\n\nAnd also, we started to see sales and service in one room who knew that would happen, but yet they wanted to agree and improve end to end processes.\n\nNot. Well, that's my job. And if you don't do that, this failed. Work together. Be one business so much so that recently I've had a meeting with our summons enterprise owners in the states They've come over and presented to them three weeks ago. They want to know what we're doing to improve their score, which is fantastic.\n\nSo final slide, really proud of our engagement journey. Massive.\n\nAnd it's a journey so far We still have a long way to go. We're above the plan where we wanted to this year. I wanted to finish around twenty percent on response rate. And we are exceeding that and hopefully that will continue.\n\nAnd last year as well, just to link this to retention and earned growth we did see a two percent increase in retention, which that what that's what this is all about. It's about engaging with your customers keeping them updated, building that trust, being easy to work with, and getting you repeat business.\n\nThat's me. Any questions?\n\nThanks Kevin. I just wanna say on behalf of the the rest of the customer success team watching you guys go through that kind of journey and and helping in partnering with you guys. That's really why we come to work in the morning. I'm seeing the success that you're you've had is It's really inspiring to see. So thank you for sharing. Any questions anywhere?\n\nCamilla? Are you gonna sell or do you want a microphone?\n\nI think I meant microphone.\n\nI'm too emotional. Sorry. I just love this story. So much.\n\nJim, I I just think that, you touched upon all the things I think that get everybody in this room excited Right? The culture, they're doing the right thing. And then the fact that you can tie it to that ROI, you know, you're you're fine. You're good.\n\nAre you gonna keep improving? But how did you get from that kind of like wobbly beginning? How did you get your C suite buy? And how did you get the power to still believe that you could get it right after a couple of years of muddling on.\n\nI I think really within Briggs's equipments that the change happened during COVID, I think there was a lot of self reflection through executive team the board. You really can get closer to through that period, we got closer to our customers.\n\nI think because we kept We kept operating, we didn't close down, we went to skeleton staff, but you got closer to a lot of the feedback that was coming in.\n\nAnd I think our board realized as a result of that, we need to invest in this area. We need to retention is key.\n\nIt was it was a scary time, wasn't it for all of us, and it's important that we look after the customers that we've got because let's face it. It's harder to go and find new ones.\n\nSo what do we do differently to keep hold of the customers that we've got? And they decided to you know, invest in that role. We embrace a lot of the changes through through furlough, and the team, the dedication, the the virtual support. It works to drive at MPS to get that dedication there rather than it just been filtered through.\n\nAnd previously, an NPS feedback, it may have got too old or it may have been passed to a person to make that call, but they could have been waiting weeks, months, and then it might have been let's just close it because it's got old. But then, that's not the right thing to do. It's about going back to your customers, building that trust, making them engage with with us as a business.\n\nThank you. I I I just appreciate. So a hundred percent closing the loop in in twenty four hours.\n\nOr at least, you know, within a really, really fast time, twenty minutes I heard you say, but, you know, that might not be what you reach every time. If anybody's got any doubts about whether it's possible, please do not come to me or today speak to, the team at break because they do it, and they do it everyday. Thank you very much. Thank you.\n\nFor the question here?\n\nCould you share more about, how, like, the customer base? So you mentioned that your response rates over two years increased by fifteen percent. And that's what all the companies talk about. That this is what a change in, you know, response rate be a witness, but we never really talk about how many people did we reach out to.\n\nTen percent out of one hundred is ten. It's still Like the number is still less than one person out of thousand people. Yeah. We we survey on average around fifteen hundred a month.\n\nAnd the same customer won't get the survey within a four month period because there's nothing worse, and just keep getting that survey. But we did a lot of data cleansing early on.\n\nAnd we've touched on data as well throughout today. We we realized that you know, in some cases early on, and this is why the response rate was probably so low. We were we were sending surveys to customers who closed or the email address was wrong. Just the data really within your systems has got to be. It's it's key. It's key to reaching out to the right people. And I think that's why our response rate has increased because we've done a lot of cleansing and we've reached out to the right people which has made a difference and I think having the dedication and the resource there to do it it becomes a priority, not something that just falls down the task list on a day to day basis.\n\nHi. Thanks for, telling the story in such a genuine way borrower. It was great to listen to.\n\nOh, sorry. Just just just a quick question, really. How did your parent group in the US get to kinda get connected to the program? Was it at sea level or is it from a, you know, from a kind of reporting point of view that they that they suddenly noticed or How was that connection made to the guys in the US? Yeah. So they they use MPS currently, but our exec team went out to do a quarterly review. Recently.\n\nAnd MPS was on the agenda and obviously they shared their results. And then our CEO shared ours and they were like, wow, we need to set up some time with with Jema to find out what is she doing different to us?\n\nAnd we jumped on a on a teams calls, teams call recently and literally basically presented a lot of the key initiatives of shared with you today and they were scribbling like mad took them away and we're going to set up another another review. So to to reach out to the states and and get that feedback, but also we can share those initiatives and those actions that they can implement in their business is fantastic. Okay. I guess it made it really real for your CEO as well.\n\nHe was sitting in the boardroom or wherever he was, and he could talk about what you'd actually achieve. So that was that must have won you a lot of support from him or her as well. Yeah. Definitely proud moment.\n\nAnd when they visited, recently, they they're they're blown away and they've taken down a lot of initiatives.\n\nAnd and ones that I'm really excited about, I I really wanna the future, really, I want to deliver some tough customer experience training to to everybody. I think it should be the number one when you go into any business part of onboarding and continually as well, not just, oh, you've been trying on this that seat, forget it.\n\nIt's it should be continual. It's like when you go to the gym, you don't just go once and you're in shape. You keep going. And I believe training should be exactly the same in that sense. But it does hurt, though. It does hurt. Because their experience training work without paying for.\n\nThanks very much. That's okay.\n\nNo. Is it? Okay.\n\nDid you actually change the survey at all to increase your response rates, did you change the the question or the format or the process you used? Yeah. So we've changed because in two thousand and fifteen, it was really outdated. And I've seen it on another slide earlier about templates. They're great. But you've gotta keep them refreshed because let's face it the world has changed drastically hasn't it since two thousand fifteen.\n\nSo I think we changed the color coding on the score. That was a big a big change. So, you know, highlighting that, you know, your nines and on your tens, your green area, it's great, positive.\n\nAnd we also changed the the letter format. And I think it's important that you keep that refreshed as well. Don't just do it once, you know, set reminders to keep keep it updated. Keep it fresh because your customers will recognize that. It it's it's remaining engaged, not just something that becomes out of date.\n\nDid there any other questions?\n\nNorris?\n\nOh, one more there.\n\nNot as skinnier as I'd like to beat.\n\nI thought you were gonna army roll over that table then.\n\nThank you. To start with really inspiring to listen to. Thank you for that.\n\nOne aspect, I didn't quite catches. I think this is a struggle many of us have. Once you start getting these scores and you're seeing this distract detractors, as you described yourself, this blame game starts and practically, how did you guys manage that?\n\nLike How did you manage? I saw the results, but what practically did you do to get the people together?\n\nI think the the getting people together is just about organization within working with the team leaders and managers across the business, you know, explaining to them the importance of it.\n\nMaking without customers, we have we have no jobs. So they they what drive everybody within the business.\n\nAnd detractors to me when I speak about it and and my team do with whether they're speaking to sales, our credit control, contracts, our legal team, every everybody plays a part. They're an opportunity, aren't they?\n\nI would I would rather have a hundred detractors than no response because if a customer is still complaining or they're giving you the feedback, if you've got a chance, haven't you to put it right, it shows they still care.\n\nWhereas silence, that's the worry. Have they already left you? Are they planning on? Have they gone?\n\nAnd we're going to find out through the grapevine, as Adam mentioned earlier, you just don't know and likewise, passives, you know, you you would rather and be really happy or really angry. What's a passive thinking? Where are they going next? Have they already started looking?\n\nSo it's about selling it to your key stakeholders.\n\nEvery concern is an opportunity to improve and do the right thing for your customers.\n\nGemma, thank you very, very much. Another round of applause of German, please. 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