Customer service

The evolution of Customer Service (Sales Administration), made inevitable by the digitalization of the company, represents a real lever of business development: customer loyalty, additional sales, better service,
for increased profitability.

Citwell, accelerator of transformation

The main chapters of the page:

Your problems

  • Support the development of the company
    • Generation of additional income
    • Customer relationship and business support
    • Resource allocation to clients, catchment areas
    • Reactivity to market expectations
  • Follow the evolution of the business
    • Evolution of roles and responsibilities
    • Support for business growth, streamlining
    • Reorganization of commercial activities following merger/ acquisition
    • Extension of services rendered to customers
    • Extended Supply Chain Vision
  • Increase operational performance
    • Cost optimization and administrative productivity
    • Versatility of teams
    • Dematerialization of activities
    • Harmonization of practices and formalization of know-how

Our convictions

Sales Administration is much more than a department of the company
learn more
• Sales Administration is not limited to a simple order secretary
• It represents a relationship of individuals, between the Company and its Client
Customer Service is the essential link in the supply chain, because it is transversal
learn more
• It ensures contact with customers, trade, demand.
• It is in charge of the delivery of the deadline, the verification of the availabilities, the follow-up of the sales orders.
• It is the first resort after ordering.
Customer service has rarely experienced major transformations
learn more
• The change of mentality and culture is all the more important.
• The majority of the changes concern the handling of a new ERP, with sometimes weak support for change.
• However blocking the Customer Service/ADV is blocking all the activity of the company.
Sales Administration is at the heart of current and future developments
learn more
• Adaptation of the function to the company's markets and their location.
• Increased connection with all stakeholders in the company for more service and responsiveness for customers.
• Exploitation of data collected during customer consumption to propose a product renewal or additional services.
• Taking into account more and more customization in customer requests, for ever shorter deadlines.

Our solutions and know-how

  • Diagnosis and evaluation of activities

    Diagnosis and evaluation of activities

    • Evaluate qualitatively and/or quantitatively the activities of the services
    • Understand as closely as possible to the operational staff the hard points encountered and the levers for improvement
    • Realize the synthesis of hard points and opportunities

  • Validation of the guiding principles of operation

    Validation of the guiding principles of operation

    • Share the diagnosis and identify the levers for improvement
    • Validate operating principles with the departments concerned
    • Validate the first “quick wins” actions

  • Define the roadmap

    Define the roadmap

    • Review and share hard points
    • Identify the barriers to the absorption of the evolution of the activities
    • Define the evolutions to be planned
    • Endorse the action plan for implementation in the short and long term

Your gains

Customer Service
Learn more
• Responsiveness to specific requests
• Taking into account specific needs, personalization
• Reliability and responsiveness of the responses sent to the client
• Customer image enhancement
Activity development
Learn more
• Drop in lost sales
• Opportunity for additional sales
• Control of costs and absorption of activity growth at iso-effective
Operational Performance
Learn more
• Pooling resources, developing versatility
• Harmonization of practices within several entities of the same group
• Formalization and robustness of processes
• Quality certification and process control

Our references in Customer Service

Sanofi

bioMérieux

Groupe Soufflet

Go Button
My title
My Subtitle

Nicolas Henry

Customer Service Expert

With 18 years of experience in consulting, including some internationally, Nicolas has led numerous assignments in various business sectors, some of which focus on the evolution of customer service, including: diagnosis and improvement recommendations Sumitomo Group Customer Service and its French subsidiary Philagro, harmonization of Gattefossé ADV processes, organizational and functional recommendations of Bioderma customer service. He regularly speaks in conferences related to the evolution of the Customer Service function, particularly in connection with the digitalization of the company and its Supply Chain.

Contact our expert
Your research
EnglishFrench