D-reizen

It was remarkable that extra products were sold with regular customers, but not with new ones. These observations were shared with colleagues and this led to a mutual conclusion: There should be more personal attention for the customer, so that you learn to know the customer better and will also be able to find the ‘hooks’ more easily for active contact with your client and to capitalise commercial opportunities. This again enables binding with the client, so that he will return to D-reizen. The client becomes a well-known client and buys by-products easier. The idea of the Personal Travel assistant was born.

In 2012 D-reizen started looking for an external agency to support them in this trajectory. They chose for a number of pitch moments. “Moovs distinguished itself by asking the right critical questions about the context and the change within the company. We meant to create a mind switch and Moovs understood this immediately”, so tells Charlotte

Van Snellenberg (Human Resource Manager at D-reizen).
Shortly after the pitch we started with a pilot in a number of stores. Employees became personal travel assistant, every travel assistant got her own clients for which they were responsible. For employees a complete transition. Previously, employees were waiting behind their desk for the clients to approach them, now they had to approach the client and manage their own clients proactively. After the pilot, in November, we started the change trajectory

Personal Travel Assistant for the whole organisation. In order to achieve this project, thinking power and flexibility were required from Moovs. Charlotte Van Snellenberg: “The professional cooperation made it possible to execute the trajectory together in co-creation. Alignment, speed and flexibility became experience. Through this we really had the confidence in Moovs that this trajectory would succeed.” During the trajectory all employees were trained and subsequently got training on the job. Gert Blaauw was most enthusiastic about this training on the job: “In this trajectory, we had a trainer, Erik. He had a client enter a store six times, so that the client, after the sixth time could say, no wit feels really well. In this way the employee could practice which behaviour worked well in relation to this client and the employee literally experienced that you could let a client do anything, if you really do it your way. During the training on the job became visible that the learned really works in practice.

Gert Blaauw is strongly committed to the project, during the pilot he even gave trainings himself. About Moovs he says:

“With Moovs it is mainly about the core business of a company and not in the first place about the development of employees, it is a part to achieve your strategic objectives, but not the main goal. When I speak to other training-agencies, it is only about the development of employees and that is not our primary focus. Characteristic for a meeting with Edwin Boom is that he asks questions like “How is the turnover doing?” And that is really my primary focus” What Gert likes about the trainers of Moovs is that they offer employees insight instead of learning them tricks.

“Largest impact for employees is that all results can now be seen on a personal level. Therefore it becomes far more transparent to who is good and who isn’t in achieving his result. Also the traditional arguments for bad results, like for instance the local competitive position are no longer in place. Namely in many cases there is a significant difference in results between employees who work from the same store. This individual visibility and coaching is of essential importance. With a product like ours, the only difference we can make is what the employee can add to the product. So, our result depends on the quality of our employees. The trainings really attributed to fill in the new role of Personal Travel Assistant, in the area of skills large steps were taken. Employees really had to be helped to cross the threshold in order to give more personal attention in another way. In this we succeed better now.” The challenge we have to meet now is in the next phase: securing the trajectory.