CUSTOMER LOYALTY: Service with a smile’

Retailers could learn a lot about customer service from Superquinn, a Dublin-based supermarket, writes Julian Lee

Retailers could learn a lot about customer service from Superquinn, a

Dublin-based supermarket, writes Julian Lee



Finding the right formula for customer service is similar to the search

for the Holy Grail. It appears to be never-ending. There is, however,

one retail company that many would acknowledge as coming close to

finding it.



It was the first company to introduce ‘bag packers’. Its staff escort

you to your car with an umbrella when it is raining. They will even give

you free bones for your dog.



You might be forgiven for thinking it is Asda, but it isn’t.



In fact, it is a 16-strong chain of supermarkets based in and around

Dublin.



To many in the retail industry, the name Superquinn became a by-word for

customer service.



Feargal Quinn, its founder, has written a book called Crowning the

Customer and regularly travels the world preaching his gospel of

customer service.



The customer is king



In the book’s foreword Donald Keogh, president of Coca-Cola, says of

Quinn: ‘Many say the customer is king or queen but seldom mean it.

Walking through a Superquinn store with him is like walking through his

home. Everyone knows him and he knows everyone.’



When it comes to customer service, Superquinn is the undisputed king.

And UK retailers are desperate for some of its Midas touch, that will

transform their glittering retail superstores from cold and impersonal

shopping palaces into warm, friendly markets, where personality and

humour sit by the cabbages and frozen prawns.



In the past few years all the major UK multiples have been striving to

achieve this aim with a raft of measures. Tesco has introduced 4500

‘customer assistants’ in special blue jackets to lend an extra hand to

customers.



Safeway is following suit with its own ‘queue-buster’ staff. Asda has

remodelled its larger stores to give them a marketplace feel, where

staff are trained to not only interact with customers but also to

‘entertain’ them.



In an age when supermarkets are offering similar products at similar

prices, customer service can be the deciding factor for the customer who

is spoilt for choice.



Which is the reason why, from his early days in food retailing, Feargal

Quinn recognised that unparalleled customer service was by far the most

effective way of standing out from the crowd. His company’s key

objective is to concentrate on looking after its best customers, rather

than chase after promiscuous shoppers.



‘We like to think of it as a courtship rather than a marriage,’ says

Eamonn Quinn, marketing director of Superquinn and son of founder

Feargal.



Since Superquinn’s birth as one store in Dublin in 1961, the ‘boomerang

principle’ has been at the very heart of its strategy.



Its roots lie in the family’s former business of running a holiday camp.

The only way the company could make any profit was to ensure each family

returned the following year.



By taking the old adage that ‘retail is all about detail’ to its most

extreme, Superquinn has chosen to concentrate on the little things that

make the difference between a customer returning and going to a

competitor, such as children’s play areas, no-sweets checkouts, in-store

bakeries, customer forms for special requests and clocks that tell the

customer when the produce was delivered.



Join the Superclub



Most importantly, it introduced its own loyalty card more than three

years ago.



Superquinn’s Superclub, which has more than 300,000 members, accounts

for 70% of the value of all sales and is the hub of its customer service

programme.



Many of these initiatives are almost commonplace in UK supermarkets. So

what is it that makes Superquinn stand out amongst its competitors and

rivals across the Irish Sea? Without doubt it is the company’s constant

reminder to its customers that the high standards they expect can only

be maintained with their help. By allowing customers to accrue extra

points by spotting any customer service slip-ups in the stores,

Superquinn may appear to be inviting trouble.



‘What other store group has 300,000 quality control inspectors? We know

everything is up to standard because there’s a whole load of people

waiting to catch us out if we slip up,’ says Quinn.



If any multiple has taken a leaf out of Superquinn’s book then it is

Asda. Both groups encourage staff to build a rapport with their

customers. The theory goes that by establishing an emotional link, no

matter how small, between customer and store, you are generating trust

and guaranteeing sales from that particular consumer.



Asda’s customer services project manager, John Barnsley, says Asda

relies a great deal on its staff to build up relationships with its

customers. ‘By interacting with customers they can feed things back into

the system which can then be developed, tested and eventually rolled

out,’ he says.



‘In the training course we encourage colleagues to really think about

the meaning of the word ‘legend’, what it means and how it evolves.

Legends take time to develop. For us it is our service that is part of

that legend.’



Similarly, Superquinn allows its staff a high degree of autonomy.

Checkout operators are authorised to allow customers who do not have

enough money or have forgotten their money to pay another day.



‘It means the staff have a sense of ownership,’ says Quinn. ‘Customer

service is too important to be left to the customer service department.

You have to have the whole business taking part.’



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