MERCHANT FOCUS: MERRITT & FRYSERS
increasing priority. Up and down the supply chain I fear we have forgotten the basics – that this is a people-based industry, reliant on trust and good relationships,” she says. By customer service, Fryers doesn’t just mean a smile and a joke at the trade counter. Proper customer service, the type that draws your customers in and keeps them, encompasses everything from pricing information through to transparency of lead times, delivery schedules and simple communication issues, such as people getting back to you with an answer to a query. “Undoubtedly, the pandemic has had a major impact on customer service levels,” she says. “Of course it did. A combination of skeleton staff in offices and branches, sales reps unable to get into branches, employees on furlough, the massive take-up of online ordering with, all too often inadequate IT systems, plus the worry that we all had of not knowing when, or if, all of it was going to end, have put up barriers to the smooth functioning of businesses up and down the construction supply chain.”
However, she says that all this, whilst understandable, doesn’t not mean that the industry can be complacent and accept any deterioration in customer service levels as the new normal.
Fryers is also Executive Board Member at buying group NBG, and she says that the board is currently supporting the category teams through some very tough, but fair, negotiations with suppliers in the middle of the most severe inflationary pressures seen for a generation.
“What we’re making clear to those on the other side of the table is that it isn’t just
Undoubtedly, the pandemic has had a major impact on customer service levels.”
about price anymore. We are looking for reassurance that there is a clear commitment to the highest levels of customer service. For example, we would want to know how many sales reps a supplier will have on the ground to call on us and train staff, or whether an online ordering portal can be made available for us to send orders at any time.
“These are just a few of the ways that improvement can be made but we all need to do more. Going forward, open and honest communication is the key to re-establishing relationships. If there is going to be a delay to a supplier delivery into us, we need to accurate information to tell our customers at the earliest possible opportunity. We also need to be honest about lead times; we all need to working to a worst-case scenarios rather than a best-case.”
Measurement is also important, Fryers says. “I would recommend putting in place systems to monitor service levels and response times, not to demonstrate failure but in order to measure, problem-solve and improve.” This industry thrives on personal relationships, so Fryers says she would really welcome a committed drive and clear commitment from everyone in the construction supply chain to get back to face to face meetings wherever possible. “This is
May 2022
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very much a people industry that succeeds on the back of those relationships.” She says that Merritt and Fryers is working hard to get sales reps from suppliers back into branches. “It means they they can learn about us, and we can learn from them. We’ve developed a very strong local reputation for being friendly, professional and responsive, all underpinned by a strong product knowledge. Our customers like to work with us, because we know our products and we get that knowledge from our suppliers.” Everybody could invest in more training and not just product training, Fryers adds. “Customer service training, including how to provide technical support, develop a service culture and hone communication skills, are all vital in raising the bar. Furthermore, these steps also demonstrate to both vendors and customers, throughout the length of the construction supply chain, what good looks and feels like.”
The last two years have been massively disrupted and, while it looks as though the potential for further pandemic disruption is receding, there are still immense challenges and the industry needs to be on its guard. “Even before the current events in Ukraine supply chains were under increasing pressure. And we can be sure there will be more crises – economic, inflationary and logistical. “Those best able to weather the storm will not just be the organisations with the most innovative product or the widest range or even the cheapest price. Rather the winners will be those who have grasped the importance of customer service, made it central to their organisations and are able to deliver on their promises.” BMJ
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