Director of Supply Chain & Service
Brenntag UK & Ireland
As a highly commended finalist in 2020 and a finalist in 2019, Shaun Myers has been an ever-present on the CX Leader of the Year shortlist.
During that time, Brenntag – a predominantly B2B global chemical distribution company with 20,000+ customers – has undergone something of a customer experience awakening. As director of supply chain and service, Shaun’s role has been central in the transformation process.
Shaun’s first objective was to define service excellence for the EMEA arm of Brenntag. Work on this led to the establishment of new service metrics (including an over-riding aim to make Brenntag "its customers’ favourite supplier") and a voice of the customer programme comprising the implementation of mechanisms such as real-time, event-driven surveys, interviews with service providers, and NPS surveys – the results of which were used to help redefine the organisation’s service KPIs.
The concept of a “CX agenda” was born, and with it an acknowledgement from senior leadership that service excellence would be Brenntag’s chief differentiator in a B2B market in which standing out from competitors was proving difficult.
As a result of the service excellence focus, Shaun and his team have been responsible for implementing a number of CX-related initatives at Brenntag. These have included an insight programme; the recruiting and training of 25 members of staff to act as "CX black belts" across the organisation; a feedback loop that means every detractor receives a phone call from senior management; implementation of metrics including NPS, CES, CSAT, and momentum; and a mapping process that identifies the role every single colleague plays in the customer journey. The business has also aligned many incentives and bonuses with CX targets.
However, perhaps the most significant example of Shaun and his team’s work has come as a result of the coronavirus pandemic, as maintaining supplies (including medical and cleaning products) to customers became ultra-critical to national infrastructures. This was where the organisation-wide understanding of being “customer obsessed” really came to the fore, and Brenntag were in turn rewarded with the highest customer satisfaction, best NPS, and lowest effort scores in the organisation's history.
In 2016, our new customer numbers were shrinking, the number of product lines being purchased were decreasing, and there was an increase being seen in customer churn. Service excellence was not only a way for us to differentiate itself from competitors, but it was also needed to make the business more commercially successful again.