Agnès Testard is Director of Customer Experience at Butagaz. It was in mail order sales at Yves Rocher that she learned the basics of the Guyana Email List CRM profession . Since then, she has always held positions directly linked to the client. After fourteen years at Bouygues Télécom, in the service of relational communication, she joined Butagaz, to lead the company’s customer-centric transformation project. You have been Director of Customer Experience at Butagaz for 6 years, what have been your main challenges? My main challenge was to support the vision and transformation of Butagaz to orient its way of thinking, reacting and working towards the end customer. It is about relying, first and foremost, on what the customer has to experience in his relationship with the company and not on the internal organization and his own objectives. It concerns culture and the way of reasoning.

To achieve this, it is necessary to radiate in all professions and in all hierarchical levels. It is fundamental. The challenge is to engage in a real cultural approach, ultimately based on fairly simple reflexes: getting each employee to reflect on their own about their customers, their consequences and the way in which they would like to be served and supported. So, in my opinion, it is a cultural challenge to support transformation. In addition, my second challenge was to align all the customer structures of all the regional distributors to create synergies. This is a necessary prerequisite to achieve a coherent, homogeneous customer experience shared by all . For this, we rely on a customer experience strategy with very clear axes that frame the approach of each activity.

What qualities / skills are you looking for in your business?

So my main challenges are first and foremost human. I also want to succeed in establishing the customer experience as a real discipline within the company. This is the condition for developing projects as efficiently as possible and for realizing our customer experience strategy. What are your main challenges, faced with new customer requirements? The main issue may seem quite basic: ensuring fast, efficient, reliable and empathetic customer support. Whatever our activities, we must guarantee quality in the customer relationship … We want to reduce the customer’s effort in his relationship with us as much as possible. It is the hallmark of Butagaz and it is arguably the hardest thing to do. This posture is complemented by the Butagaz tone: making our customers feel that we care about them and want to take care of them. As long as we haven’t succeeded in doing this,

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In the continuity, our main challenge is to keep alive and develop the Butagaz signature : a close and accompanying brand through its local DNA. The customer must live it on a daily basis. To keep this promise, as a brand involved in the local energy transition, we support our customers so that they consume better and less energy. Indeed, our customers expect us to be a responsible brand. It is therefore up to each employee to embody this promise and this mission to our customers. In addition to these fundamental issues, we also have technological issues ( development and digitization of certain acts, use of new types of channels such as conversational ) or which affect the evolution of customer relations linked to the reduction in the number of distributors.

What qualities should a Customer Experience Director have ?

regional (gone from 90 to 4 in several years of course!). The many development projects within the company are also issues that impact the customer experience . Our ultimate goal remains, despite everything, to deliver on our basic promise. How has the health crisis impacted your business and your roadmap? The first priority was to immediately and continuously provide our customer support (orders, deliveries, control of technical equipment, etc.). Our company having anticipated the crisis rather well, we have never experienced a shutdown of the Butagaz service. I am the first to be amazed. This was made possible thanks to the involvement in the brand and in the concept of customer service, of employees or partners who were teleworking or in the field (respecting barrier gestures). Faced with variations in gas consumption, our logistics organization has also been able to adapt.

At the same time, we have carried out information work with our customers. Since then, we have always had a large part of our teams working from home. Like all companies, we have therefore learned to collaborate remotely. All of this was done fairly quickly and very efficiently even if it is always more complex to spread the culture of ” customer experience ” without being able to see each other. Although more difficult, we have, however, managed to carry out in-depth reflections and launch the projects started. What lessons and good sustainable practices have you learned from it? From a customer experience point of view, this period helps us speed up projects to further automate certain simple acts that were not necessarily a priority.

 

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