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Lighting Model of success


Tomorrow’s FM Editorial Assistant, Tim Wood, caught up with Quicklight’s Commercial Director, Richard McCabe, to see how the company’s new feedback mechanism had affected Quicklight’s


new business model. Tim ood T ou began seeing customer feedbac last year was the initiative derived from a particular problem


Richard McCabe (RM): The programme coincided with the launch of our new company brand image, which included uniforms for the engineers, imagery on our vans, an updated website and other new marketing collateral; we were keen to gain feedback on this, and also to take the opportunity to gather valuable feedback on the works carried out on customer sites by our engineers. As our service is provided to nationwide and multi- site companies, we also wanted to ensure that our service levels were consistent across the whole country and to identify any regional areas needing development.


T How eactly did you structure the customer feedbac to achieve this


RM: We send out a feedback form shortly after a customer visit. This ensures that any positive or negative impressions are fresh in the mind of the person completing the form. We enter the replies that we receive back onto a central database. This allows


us to give direct feedback to our area managers, who in turn can affect any items raised and share the feedback with their team of engineers.


T Now that you have had the new process in place for a while in what ways has it helped Quiclights services Have you noticed any areas that need specific attention


RM: The feedback has had a positive effect on the whole business. We are able to identify training and development needs for specific engineers. It also provides a forum for our customers to express their opinions, not only about the engineers, but about the service we provide. It allows us to deal swiftly with any issues that may not have otherwise been reported, as some issues are not deemed serious enough for the individual sites to report.


T e regularly hear about companies improving their services. ust how has it impacted facilities managers and other clients


RM: The feedback enables our clients to see the ‘bigger picture’. For example, with the information we gather we can give a customer’s head office specific examples from within their individual stores, and discuss whether adjustments need to be made to the individual client’s service.


Click on the graph to take a closer look! 46


T Sounds great. our new business model operates by a payasyougo system. oes that form of contracting wor as an efficient model for the company oes the pricing strategy wor


in comparison with companies who can offer a reasonably low price ensured by a longterm contract oes payasyougo specifically benefit facilities managers


RM: The business model we use ensures that we make regular visits and work efficiently. Our customers only pay for what has been fixed or fitted at each visit (and from a pre- agreed price list), allowing the FM tighter control of their budget and ensuring that the money available is only spent where it needs to be spent. The majority of our clients are a testament to the success of our business model, as most have come from a fixed-term contract into the pay-as-you-go model. Our first customer is still with us 16 years later.


T It seems lie the new system has been a success. o you have any plans to develop the feedbac programme in the near future


RM: We are always looking for ways to grow our customer feedback programme. We are currently encouraging our clients to provide feedback via Twitter and our new blog. One of the benefits of using social media is that it’s not just a mechanism for one-way communication and we regularly ask our customers to provide us with direct and immediate feedback.


www.quicklight.co.uk @quicklight_ltd


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