By Christopher Brooks: Continuing my series of interviews with heads of customer experience, I caught up with Toni Adams, Head of Customer Experience at Carpetright.

Based in Purfleet, Essex the retail giant serves almost 600 stores across Europe. From under one roof everyone including marketing, accounts, customer experience, the board, storage, customer service and cutting operates. They’ve come a long way in the last 30 years since the first store was opened in Canning Town, founded by Lord Harris in November 1988.

As I arrived at their offices I was greeted by a delightful receptionist who showed a personalised greeting I’m sure would be envied by any high street retailer. Toni, who joined Carpetright from Nationwide at the start of 2015 took me on a guided tour of the business, where I soon discovered the delightful welcome offered at reception was a repeated trait from everyone I met.

Following a trip to the new concept store close at hand and often visited by head office staff to remind themselves what customers experience, I wanted to find out how much of the recent return to profit had been down to a commitment to customer.

1CB: Thank you for an impressive tour. Earlier this year Carpetright posted an equally impressive return to profit across the group. Clearly you’ve invested in customer experience – is there a link between the two?

TA:

Absolutely. We have spent a lot of time reviewing our customer’s journey as we needed to better understand what our customers wanted. It has helped us make sure the productswe stock and the services we provide are right for our customers and that they are available when customers want them. We have adopted an end to end journey focus – moving from silo to seamless. We’ve come a long way in a short time,realising the key moments of truth and aligning processes to them. There is always more to do, such as systems work to further enhance CRM.

CB: You have joined Carpetright from Nationwide; a company recognised for their focus on customer service where much has been already complete. So how different were the challenges you faced when you started at Carpetright?

TA:

When I came to Carpetright I was looking forward to the new challenge. The culture needed to shift from sales to service. We have put in place a new customer feedback programme called; ‘Do We Measure Up?’ and we use what we hear to put the customer firmly at the centre of the business. One of the first things to change with this programme was to take ownership of customer issues from stores. We have over 142,000 surveys complete and 97% are satisfied or highly satisfied. ‘Do We Measure Up?’ is embedded in the business which allows us to focus on delivering our customer promise of doing the right thing, which relates to our brand values. This has also meant internally thinking about stores differently. We think and treat them as our customers, which in turn means they think more about their customers rather than worrying about level of support from head office.

CB: Is the expression ‘customer is king’ still relevant in retailing today?

TA:

Trends from The Institute of Customer Service (ICS) show satisfaction levels have been declining over the last five years. So customer expectations are increasing. Product, price and processes can be copied, but customers won’t forget how the experience made them feel, so it the emotional differentiator. People buy people first. So the challenge is to ensure that the spark and connection that comes from great people understanding customers is a constant rather than sporadic.

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CB: From all you’ve said, CX is clearly becoming a priority at Carpetright? What would you say has driven this?

TA:

Customer Experience certainly is at the centre of everything here. Wilf (Walsh, CEO) is passionate about making this happen. He personally attended my interview which said to me he was serious about CX. We have a top down leadership approach surrounded by customer-centric people who reinforce our value of exceeding expectations by putting customers first. Our feedback shows this is happening. The content at our internal roadshows is now focused on the customer. In fact, this year’s annual conference is prioritising customers, whereas beforehand that would have been sales.

CB: Are there any specifics about your sector that makes creating a brilliant customer experience more challenging than other sectors?

TA:

We are in our customers’ homes. It’s a sensitive purchase so how we handle it is very important. We look to respect our customer’s home as if it was our own.

CB: Has digital changed how you deal with customers?

TA:

Customers understandably want to touch and feel carpets and other flooring products. But we are using digital to make other parts of the journey easier, such as researching products. Initiatives such as centralised estimating allow customers to book a slot for a Carpetright estimate based on who is available in the area, rather than the estimator being solely linked to the store they visited.We are particularly pleased with how well the ‘find an estimator’ initiative has worked which has meant customers are visited by an estimator earlier. We’ve been shortlisted for this year’s CX Retail awards, which is great for us.

CB: You’ve been involved in customer experience for much of your career, so what do you find most interesting about this area?

TA:

It’s part of who I am. My parents ran a hotel, so I grew up in a service environment. I’ve always been considerate of customers because of it. I love the challenge of making something work better than it did and seeing the results.

CB: So are you pleased with the progress Carpetright is making?

TA:

We’ve made good progress and huge changes. It’s a cliché but we are on a journey. We want to ensure our customers have a seamless, hassle-free end to end journey with great service each and every time. This means customer performance targets managed through HR, aligned to our customer promise to continue to drive the right colleague behaviours for our customers. Colleagues who have demonstrated ‘going the extra mile’ for customers’, have been nominated for our Customer Champion Award presented at the annual conference. Wilf rang each nominee up to tell them they had been shortlisted which he said was amongst the best things he’s done since starting. In fact, the winner will become a ‘customer ambassador’ for the year as an example to all others of how committed Carpetright is to putting customers first.

CB: It’s been great hearing about how the customer first philosophy invested in Carpetright is measuring up for customers. Is there any wisdom you have for anyone starting out on their own customer experience venture?

TA:

I’d say you need to decide what you want the customer experience to be and then you can build your business decisions with that in mind. Also make sure all areas work together from the start and throughout. It’s a company-wide thing rather than silo driven.

CB: Thank you for your time and candid answers. Best of luck with your future experience endeavours and award entries!

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About The Author

Director, Lexden, Customer Strategy Consultants

Christopher is an experienced senior agency and client-side marketing planner. Frustrated by pre-defined solutions, he created Lexden as an independent customer strategy consultancy to help clients drive improved profitability from the right solutions.