How Slovnaft, a MOL Group Subsidiary, Engaged Frontline Staff
After each purchase, we trigger email requests to customers inquiring about their experience.
This customer feedback survey starts with collecting spontaneous insight.
This is followed by standardised metrics (CSAT) on 4 attributes. Atributes can be changed flexibly based on season, business campaign or any other preference.
To identify the drivers of satisfaction and dissatisfaction.
Monitor drivers daily via transactional surveys (requested feedback).
Identify quick wins (what and where to fix). Set KPIs and create a universal reporting process to be able to reward of best performers.
Engage partners – service station owners. Engage frontline staff and recognize the best performers.
We identified three basic drivers of satisfaction/dissatisfaction and started to monitor these daily.
Each month we are able to identify the best/lowest-performing service stations.
Efficient allocation of training resources, based on the identification of specific problems or processes by location.
With a Retail Group average of 87%, we can identify which service stations need attention. High and low performance measurement can be adjusted according to pre-defined criteria.
The data provided from mystery shopping is limited in volume. Now, we have data from hundreds of customers, allowing us to understand more precisely what needs to be improved and where. The data is broken down to the smallest service stations in the country.
Retail Director
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