Rexam uses a simple two-question survey called the Referral Rating to systematically collect voice of the customer feedback from a broad range of customer contacts. They administer the survey twice per year to get regular temperature checks and identify problem areas early. Rexam analyzes the data to understand customer expectations better and drive improvements across the business. Specific examples are provided where customer feedback informed investments in print quality and improved communication and alignment between departments and customers.

1. From KPI’s to VOC
Why VOC is important in
the B2B marketplace
Kip Nickel: VP Sales, Rexam Beverage Can Europe
Andrew Denison: Customer Relationship Consultancy

2. The Customer Relationship Consultancy

3. The Customer Relationship Consultancy

4. The Evolutionary Process
We know how our
customers feel – if
they buy from us,
they’re happy!
We do
occasional
satisfaction
surveys
We get systematic
customer feedback
and use it to drive
improvement across
the business

5. The Customer Relationship Consultancy
 Proprietary Customer Feedback Survey - The Referral
Rating
 Specialist in B2B Marketplace
 Highly Focused
 Customers include:
– Brand Owners
– Manufacturers
– Service Providers

6. The Referral Rating
Many Questions
Infrequent
Few People
Multiple Contacts
Frequent
Only 2
Questions
Conventional Surveys The Referral Rating
60% +
Response
Rate

7. From KPI’s to VOC
Why VOC is important in
the B2B marketplace
Kip Nickel: VP Sales, Rexam Beverage Can Europe

8. Rexam: an
introduction
1

9. Who we are…
Leading
global can
maker
InnovatorFTSE100
Healthcare
packaging
specialist
2
2012 sales of
£4.3 billion
World-class
manufacturer
11,000
employees

10. 0 2 4 6 8 10 12
Bemis
Saint Gobain
Toyo Seikan
O-I
Ball
Rexam
Crown
Rank
Amcor
Tetra Pak
A leading global consumer packaging company
Sales (US$bn)
2

11. Rexam: a global footprint
4
67 plants in 24 countries, employing close to 11,000 people
5
Beverage Cans
Healthcare
Regional offices

12. Our global customers include…
Our top ten customers account for more than 70% of sales 6

13. Our products
7

14. Our vision is...
...to be the best global consumer packaging company
8

15. The (distant) voice of
the B2B customer
1

16. Why the voice of the customer is often not heard
Multiple Customer Sites
Multiple Rexam Sites
Multiple Daily
• Transactions
• Conversations
• Relationships
Huge complexity
How to stay on
top of this?
27
147

17. Why the voice of the customer is often not heard
Purchasing
Supply Chain
Distribution
Operations
Quality Control
Marketing
Sales
Customer Service
Shipping
Technical
Quality Control
Product
Development
x 147

18. Who is our Customer?
 Purchasing (who buy our product)?
 Operations (who use our product)?
 Quality Control (who audit our product)?
 Supply Chain (who order our product)?
 Senior Management (strategic decision makers)?
 Sustainability (increasingly influential)?
 .. Or all of the above?

19. Why Voice of the Customer matters to Rexam
 KPIs (quality, service metrics): essential tools to
measure quality of our transactional relationship
 But
– Do not tell us if our customer enjoys doing business
with us
– Do not tell us if we are not meeting his expectations
– Do not tell us where/how we need to improve
– Do not provide insight

20. Why Voice of the Customer matters to Rexam
 VOC: keeps us focused on those issues that are
most important to our customers

21. VOC – different
methodologies
1

22. Different VOC methodologies: what works and what
doesn’t
 Internal Sales Force Feedback
– Limited value, filtered feedback
 Formal Supplier Reviews
– Driven by customer’s agenda
 Targeted 1:1 Interviews
– Good for targeted, in-depth feedback
– Narrow base, time consuming, can only be done infrequently
 Broad-based customer feedback programmes
– Regular, direct, informal from a wide range of contacts
– Stand alone or combined with 1:1 interviews

23. What is needed
 A systematic approach
 Unfiltered honest feedback
 Simple and easy for customers
 Speed
 Actionable

24. Hearing the voice
of our customer
1

25. Our Approach
 Two Question Survey
 Conducted by Email & Web-Link
 Run Twice a Year
 Broad Range of Contacts Surveyed
– Job Functions
– Markets
– Seniority Levels

26. Our Approach - Keep it Simple

27. Using VOC to drive
improvement at Rexam
1

28. Using VOC to drive improvement in customer management
Getting to the
right Audience
Respond &
Action Plans
Communicate
back to the
Customer
Understand
the Data

29. Using VOC to drive improvement in customer management
 KPI & tracking tool
 Regular temperature check
 Identify problem areas early
 Better understand customer expectations
 Drive action
 A means of getting VOC into the heart of the
company

30. The results
 1,000+ customer responses
 All heard by senior management
 Reviewed, interpreted and actioned within a month
 Six months later….
Quantifiable
improvement in
customer
satisfaction

31. An Organisational Challenge: Print Quality
 Potential issue with print quality
 Management team aware of issue, but had
underestimated impact on customer
 Customer feedback informed the investment decision
to address the issue
Listen, Respond, Communicate

32. An Account Challenge: Scandinavian Beer Brand
Quality
Listen, Respond, Communicate
Survey Round 1: Rating
Survey Round 2: Rating
6
8
“Rexam have improved
over the last year and are
very open to suggestions.
We get fast and
professional feedback and
assistance when needed.
We have a very good
relationship with Rexam,
and are still improving.”
“We do not experience any
improvement regarding product
quality. Still too many failures.”

33. An Account Challenge: Spanish Brewery Group
Communication
Listen, Respond, Communicate
Survey Round 1: Rating
Survey Round 2: Rating
7
9
“Good follow up, good
service, smooth
communication.”
“Problems with communication
between the different
departments...this generates
confusion and distrust.”

34. An Account Challenge: Russian Beverage Brand
Customer Alignment
Listen, Respond, Communicate
Survey Round 1: Rating
Survey Round 2: Rating
7
10
“Good company, good
people”
“There are too few areas where
our interests coincide with those
of your enterprise.”

35. Using VOC to drive improvement in customer management
 What we have learned
– Feedback & Comments more valuable than the ‘Score’
– Wide range of contacts results in less ‘political’ feedback,
and balance between strategic and transactional feedback
– Survey creates momentum for improvement
 Actions we have taken
– Incorporated TRR into Balanced Scorecard
– Focus on customer-identified priority areas
– Feeding back to Customers – a big win

36. Using VOC to drive improvement in customer management
 Customer Feedback
– Enjoy the simplicity of TRR
– Recognise our commitment to listen and respond
– Appreciate our process of feeding back the results and
agreeing/sharing our action plans
“The best survey we’ve ever been
asked to do by a business partner.
A very easy and user-friendly
means of giving feedback”Senior VP
Coca-Cola,
Atlanta USA

37. Objective: Placing the customer at the heart of our organisation

38. Key Conclusions
1

39. Keep it simple
 Make it easy for your customer
 Ask the right questions – avoid too much data, the
wrong data, difficult to interpret data
 Cut and present the data/feedback to facilitate
understanding and drive action

40. Why VOC initiatives often fail
 Senior management commitment
 Most importantly: if the results do not lead to action…or
your customer perceives that you are not listening
 You will be shown the ..

41. But when it works…
 Challenging
 Invigorating
 A real driver of improvement

42. Know Where You Stand
Thank You