48


Future of Retail — Customer Engagement


issue 08


“Although change is required Williams warns against companies being too radical and too ‘out there’ to the extent that their actions do not make sense.”


“We’ve remained very loyal to our roots and foundation but we’ve broadened the range to include what customers want and are requesting – this was key.” Williams also believes there are often far too


many decision makers in retail businesses and not enough data analysis. Part of the problem is that retailers find themselves with too much data: “They do not know what to do with it all – and what bits to analyse. We’ve rich information in the industry but it is not being used.” Although change is required he warns


against companies being too radical and too “out there” to the extent that their actions do not make sense. He cites Café Rouge and its decision to overhaul its menu and include the likes of Portobello mushroom croque. Williams says this takes it too far from its core of being a quintessentially French restaurant.


The Retail Bulletin Summit, he says, adding that the Mega Panel and Interactive Debate always explore some of the key areas of challenge for retailers and help them become more customer- driven. This certainly involves taking a more flexible and agile approach. “They need to listen to customers and see


what they are buying. They tend to just hold firm on their plans even if it’s not working. Boards need to change direction (or product) when customers tell them to do so,” says Williams. He found this to be an issue at Vini Italiani


where he is on the board. The stripped down menu at its Covent Garden site did not reflect the fact that customers constantly asked for pasta and pizza. The leadership team had previously resisted


but Williams advised changing through the addition of a small number of new dishes:


Sometimes the changes needed are not too


complicated but they contribute to a business becoming much more customer-centric. Williams points to Tesco as being a good example of a business that has undertaken a turnaround based on better delivery of service to its customers. It previously talked about its customers but it did not act upon it whereas today it is investing in its shops (and the employees who serve customers) and less in its management. Part of the remit of Williams as founder of DW


Exec is to help retailers deliver better customer experiences as well as undertaking location strategy and brand health checks. “I’m excited to be working alongside Konditor & Cook, Kabab and other companies as well as with Vini Italiani to help shape its future and get it ready for growth,” he says.


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