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FRONT COVER FEATURE CHANGING PERCEPTIONS I - THE NEW W


t isn’t new or novel to hear businesses feeling much maligned when talking about suppliers; this isn’t reserved for utility services, but we all know it is an industry that ranks high for dissatisfaction and bad press.


At the heart of this issue is what it is the consumer really


wants. For years, focus was almost solely on price; being competitive was all that mattered, or was it? Losing sight of the customer experience played a key role in the growing malaise associated with this sector, arguably the biggest role. The rise of the gargantuan call centre, the automated menu and reduction in hands-on account handling fed the discontent as prices were driven down in lieu of any care for the customer. People were signing up for services, motivated by a good deal and realising that the joy was short-lived; they needed more, expected more and were often pinned down for lengthy periods into contracts that did not serve their longer term requirements.


One UK independent supplier is challenging this unrest by positioning itself as ‘The Real Alternative’ for commercial gas supply. CNG ltd has been operating for 20 years and is stepping up in a bid to deliver the experience it believes commercial customers aren’t receiving from larger competitors.


CNG was set up following the deregulation of the gas industry and grew steadily and organically until around 2006, when it focused its energy on growth and taking the chance to stand out in the market. Investing for the first time in marketing, branding and an online presence, the early version of today’s CNG was born. The business grew exponentially as word spread about CNG’s


customer-focused approach and the business stands today at 83 strong and on the brink of expansion into a new office base which caters for its ever growing team and allows room for its future expansion.


As CNG started to welcome growth, it recognised that selling customer service was far outweighing price in terms of customer interest. While keen to remain competitive, the business really pushed a ‘great deal’ with excellent service. Putting out there the opportunity for businesses to engage with named account handlers, people who were invested in understanding their customers was novel and it was universally welcomed from one man bands through to major, multi-site businesses. It wasn’t new but more of a ‘back to basics’ approach. However, the lure of The Big Six is not something that can be diminished easily. CNG knew it had to do more than shout about its promise for excellent service, it had to demonstrate it, objectively. The quest for business excellence began and within three years CNG had embarked on and conquered two major industry firsts. The business secured both the Putting the Customer First and Investor in Customer accreditations/standards ahead of any other commercial gas provider in the UK.


CNG Director Team - L - R - Tim Jones, Jacqui Hall, Chris England and Colin Hollins


These schemes challenge participants to lay bare their processes and procedures while third parties assess working methods through interviews, review of evidence and customer feedback. CNG was graded and awarded its standards but to achieve re-accreditation (which it has continued to do) the business has had to do more than just maintain standards, but demonstrate a commitment to continuous improvement and deliver a series of agreed objectives before being granted the standard again. This was just the start for CNG, but it was a vital step in delivering on its promise. Steps taken to improve the customer experience ranged from the simple offering of a named account


18 PUBLIC SECTOR ESTATES MANAGEMENT • JULY/AUGUST 2014


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