BST North America Executive Outlook
The expectaons have skyrocketed. And why shouldn’t they? When we go out to eat, we don’t expect the service to end once the meal is served. Why shouldn’t our customers expect anything but the best support from their supplier/partners aer their equipment is delivered? “Roll with the Changes” REO Speedwagon Fortunately for our customers, BST North America was able to “Roll with the Changes”. Our business model has evolved into one that is designed to exceed our customers’ service and support needs. • About one third of our team (more than 20 peo ple) in North America are dedicated to cus tomer support. • We have 40 more people supporng us from BST eltromat Internaonal in Germany. • Most parts are stocked at BST North America and ship in 24 hours. • We have technical support available 24 hours a day, seven days a week. • We make a significant investment in training to make sure our technicians connue to be the best in the business. Do the changes ever end? Of course not. As a supplier/partner, we will al ways be looking for ways to stay ahead of our cus tomers’ needs. We connue to improve on our “RecruitRetainReward” program for our support team. We are already working on upgraded mainte nance and service programs, as well as webbased procurement for parts. Through organic growth and strategic acquisions, BST eltromat Internaonal has developed a broad porolio of product offerings, making us the leader in market share worldwide in quality assur ance equipment. This didn’t happen by accident. It came from taking care of our customers aer they became customers.
Mark Lambrecht President
True or false – Everyone loves change … We all know the answer to that. As difficult as it is for people to embrace change, it is even more difficult for an enre company. The fact is, we have to change. Our customers are changing every day. They change the way they think, they change their business strategies, and they change their culture. At BST North America and BST eltromat Internaonal, we recognize that if we are going to conn ue to exceed the needs of our customers, we must also change. A great example Service and Support I have been fortunate enough to be a part of the prinng business for almost 30 years. It is remark able how much the expectaons of our customers have changed regarding service and support. In the past, when a customer purchased equip ment, service and support needs were scarcely dis cussed. Most prinng facilies were fully staffed with their own maintenance people, and their inventories were stocked with spare parts. At that me, the equipment was also much less technical. (And the word “green” was associated with a golf course.) Expecng the best Today, the level of service and support is one of the first topics of discussion during meengs with our customers. How many technicians do you have? How many customer service people? What is the lead me of spare parts? Which parts do you stock? 24/7 support? Modem hook ups? Training and follow up training? Upgrades?
10 Executive Outlook Flexo Market News
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