Vice President Of Business Development And Customer Experience

Position or classification

Title: VP of Business Development/Customer Experience

Summary/objective

The Director of Business Development/Customer Experience is responsible for how the company goes to market. This position is the engine that drives a cohesive and collaborate focus on promoting and selling stocked parts that brings value to our customers. The goal is to ensure communication between all departments and reliability of how we meet or exceed our customer’s expectations. Leveraging successful market area campaigns within key national account(s), monitoring performances and working with the sales team in developing/implementing new campaigns for stocked parts.

Primary duties

-Drive communication to all departments so that Customer Focus is always front of mind and remove static/inefficiencies.

-Monitor service levels and work with department heads to raise issues on roadblocks. Work to develop short and long-term solutions and be sensitive to revision of inventory levels due to new customer demand and on-going promotions.

-Direct Customer Service – Drive change and further develop best practices.

• Ensure CS is always pushing/cross selling standard stock parts.
• Goals and Objectives defined and tracked through coaching and documented progress.
• Help facilitate the process of separating Customer Service from Inside Sales and Account Managers, yet maintaining a team environment of communication and collaboration.
• Empower team members to resolve customer issues.
• Best Practices reviewed and new processes defined for team clarity and maximized efficiency.
• Embrace existing tools for automation and ensure training is a priority to level team knowledge and understanding which allows them to do more with less.

-Direct Inside Sales – Newer role that needs extra support to define best practices.

• Help facilitate the process of separating Inside Sales from Customer Service and Account Managers, yet maintaining a team environment of communication and collaboration.
• Goals and Objectives defined and tracked through coaching and documented progress. Current target 90 touches a day.
• Define best practices around how and when we are touching customers. Using data to make decisions on who we call, why and when, focusing on customers in the under $75K range.
• Follow up on customer quotes and minimum of two monthly promotions.

-Direct Account Managers – Drive change and further develop best practices.

• Help facilitate the process of separating Account Managers from Customer Service and Inside Sales, yet maintaining a team environment of communication and collaboration.
• Embrace existing tools for automation and ensure training is a priority to level team knowledge and understanding which allows them to do more with less.
• Support Regional Sales Managers in the field and strengthen relationships with key customers.
• Best Practices defined, continue progress and keep them moving forward focused on key accounts and market area strategies (Some 35 market areas each with $1 billion in revenue).
• Goals and Objectives defined and tracked through coaching and documented progress.

-Drive Standardization on all product lines, educate CS/Account Managers/Inside Sales on how to sell and transition customers to standard products (How/Why/When to Substitute).

• Create regular and consistent training opportunities on all product lines and complete certification process.

-Collaborate with VP of National Accounts/Sales to understand how CS/Inside Sales and Account managers will support his efforts.

-Help develop and drive Marketing initiatives and push through CS/Inside Sales and Account Managers.

-Assist with high profile Customer Relations and travel as needed or when identified (National Accounts who are key relationships for the company.

-Ensure customers are continually wowed by our service. Identify all continuous improvement opportunities that improve our customer experience.

-Drive company promise of 24 hour shipping on stock parts and identify road blocks that Customer Service encounter when/where we fail and bring solutions forward.

-Regular and consistent communication with leadership to show progress and movement on projects defined above.

-Coordinate and track the technical support.

Mandatory Training highlights

• Detailed Product Line knowledge
• Order Processing
• Dashboard/CRM
• Customer Service Level/Scorecard Reporting
• Open Order Report
• Return processing

Metrics

• Reporting to show increase in standardized products, move away from non-standard
• New campaigns and business development initiatives
• Relationship development with National Customers
• Customer increase to Webstore
• Reduction in returns based on upfront communication by CS
• Best Practices clearly defined and in practice that allow each department to thrive
• Tracking of completed training sessions by self and teams