In our latest research funded by funded the NAMA Foundation and G&J Marketing, we collected 123 usable route drivers’ surveys and 51 usable clients’ surveys. The surveys were sent to us by people in the coffee, tea and water service; micro markets; and vending sectors. While the low response rate prohibits us from drawing any hard and fast conclusions and meaningful industry-wide recommendations, we see some opportunities here for the route drivers to Think and Act Like the Owner of the organization.
Train how to better serve
Sometimes, the perceptions and beliefs of the route drivers and the clients are different. For example, route drivers have indicated that they serve clients in a conscientious, attentive, responsive and courteous manner. The route drivers score this as 7.93/9 (88 %), the highest score in the results from the route drivers’ survey. Clients, on the other hand, responded that the route drivers’ performance, relatively speaking, is at 6.62/9 (74 %). There seems to be a disparity between the perceptions of the drivers and the clients. This difference should stimulate the owner to ask: “Why the difference? What causes the discrepancy? And what could we do to close the gap toward a higher score for both responses?”
Route drivers say they take their jobs seriously. They are committed to providing high-quality service experiences in tandem with their silent partners – the machines. They provide this service, often in the form of convenience and place location, to the people who push the buttons on the machines. They believe that the service is acceptable.
How often do the route driver and the client have a face-to-face conversation about:
- Question #1 – Are the needs of the people who push the buttons on the machines being met at this location?
- Question #2 – How would you rate our overall service (1 – 5; 5 = excellent) and would you recommend us to other companies?
- Question #3 – What “one” thing can we do better in exceeding your expectations and the expectations of your people?
The answers to these questions will clarify needs and expectations of the clients. The route drivers should listen from the clients’ view during the conversations. The clients are likely to have ideas for improvements in service quality. The drivers also have ideas as they see many different approaches on their route each day. Together, if you can get the clients and the route drivers talking, they could set S.M.A.R.T.E.R. Goals, including the measurement of results.
Train how to be "seen"
In addition to better communication, the route drivers need to be “seen” at each location. Route drivers are encouraged to greet people who they encounter at the locations. Occasionally a product sample could be given to the people by the driver. A simple: “How’s it going?” or “Is there any product you would like in the machine that we don’t currently offer?” could provide valuable feedback during a conversation that could take a minute or less. Of course, the drivers are then obligated to share that information with the one who purchases products in the organization so they can be added to the inventory.
Just as the route drivers are encouraged to communicate and listen to the clients, so, too, are the organizations required to communicate with the route drivers. The route drivers are on the road and in the locations regularly. They are the eyes and ears and hands of the owner at the various locations. They Think and Act Like The Owner when they see the business as an opportunity to continuously improve service delivery quality.
About the Authors
Dr. Ronald F Cichy, O.M., NCE5
Professor
The School of Hospitality Business
Michigan State University
Dr. Praneet Randhawa
Assistant Professor
Merrick School of Business
University of Baltimore
Dan Mathews, NCE5, CCS
Executive Vice President and Chief Operating Officer
National Automatic Merchandising Association
