
We're starting off 2014 with the interview series Aiming for the Hearts of their Customers. These interviews showcase the current state and 2014 plans for nine customer experience leaders in Minnesota.
Overview
Shipper's Supply is an 85-year-old distributor of everything a manufacturer needs to create a great impression, from the actual shipping supply to the automation equipment needed to package products.
This is the first in the series Aiming for the Hearts of their Customers. I chose Shipper's Supply to begin the series because they are in the very beginning of their customer experience journey, and serve as a great case study of this phase. CEO Dave Kirsch shared the history behind their approach and how they are beginning their focus.
Building Customer Intelligence

Dave has been the CEO for 13 years now. About 18 months ago, he discovered challenges with the business. "We started recognizing that we had some serious problems that our customers didn't tell us about. We started looking at what I call 'The Table Stakes of Customer Experience' that apply to a distributor – things like accurate order entry and on-time delivery. We recognized these issues on the human resource side, as well, so that's where we started. 'Is customer service answering the phone with a smile? Are they overworked? Are they engaged?' So we started to measure that about a year ago.
Dave hired a dedicated resource to focus this effort – no small commitment for a 35-person company. "We are deliberately seeking out that Customer Intelligence, understanding what our customers truly value. When we went through our business model process we looked at all of the touch points our customers go through. And we often found that we didn't have a deliberate reason for some of the things we're doing. So we asked ourselves, 'What is the way we want to greet that customer on the phone or in the sales process?' Really, we went back and said 'How do we want to appear to our customer? And, more important, how do we appear now? Is that good or bad?' So now we're going out and asking our customers.
Hiring a Customer Experience Champion
We recognized that we need somebody to drive our strategy. We needed to understand our different types of customers, how we're serving them today, and how we should serve them. So we needed somebody with a strategic outlook to lead our efforts
"We needed somebody who could help us structure the matrix of the customer experience and our sales department to know that we're not just a shipping supply company. We need to appear differently to our different audiences. We need to be specific, and not appear to be just dabbling in each area."
Saying No to Say Yes
A large part of this effort is learning to define their ideal customer. SSI realized they've fallen into the common trap of servicing every customer. "Sometimes, we're not the best answer. We need to learn who we best serve. Who is the customer who will really benefit from our value proposition?" This has been a major effort. The easy strategy is to accept everybody who will take an order. But Dave and his team realize the sacrifices made when you have to assign team members to serve any need.