Background
Competition from Internet and mobile sales channels has meant a drop in sales turnover for the SNCF at stations/shops, together with a rise in the unit cost per transaction. Furthermore, aging systems and a standardised approach to requests at the counter no longer meet customers’ expectations. To fix this the SNCF has launched the “Sales Transformation” programme.
Challenges
In addition to providing guidance for the overall programme, Wavestone has provided support to the SNCF in 4 areas:
- Segmentation of the network: initially managed at the local level, with a uniform quality of service, the network is now managed at the national level with a presence in stations/shops suited to business potential;
- The customers’ way: from a standard area where every request was handled in the same way, the points of sale have now been broken down into different areas according to customers’ requirements;
- The profession: historically reactive behind the counter, the role of the sales person has developed to become proactive and more mobile;
- The systems: the sales person positions and self-service kiosks have changed, with tablets and terminals gradually appearing.
Answers & key success factors
This task has been strategic for the network, and has been conducted together with varied players from across the board (the Management Committee, regional managements, sales persons and local managers etc.). Wavestone’s support for all phases of the project has allowed defining, formalising and controlling the core business processes in order to be aware of the actual costs of the various services. By adopting a Lean approach at a pilot site, rapid results have been achieved, thereby facilitating the scaling, deployment and implementation of change among those affected.
