How we built from scratch the CX strategy that inspired the whole group – Interview with Ioana Barbu, CX Manager, Daikin Romania

A solid Customer Experience (CX) strategy is essential to build lasting customer relationships and ensure long-term success. An example of best practice in this regard can be found in companies in our country. Daikin Romania has undergone a remarkable organisational transformation towards a customer-centric culture. In an exclusive interview, Ioana Barbu, an experienced leader who built the CX strategy and team from scratch, shares her challenges, lessons learned and how she turned this model into a best practice example that is now implemented across the group.

Ioana, what was the experience of building a Customer Experience strategy and team from scratch in Romania?

Challenging! I had the opportunity to bring this role to life at both local and group level, as it was the first function of its kind in the organisation. The first stage was to interact directly with customers to get to know them and discover their needs and expectations. Then we started mapping the customer and consumer journey with Daikin, analysing every single step of the way.

In the spirit of “if you don’t measure, you can’t improve”, we implemented feedback collection tools to help us assess customer satisfaction, perceived effort in the purchase process and loyalty.

This valuable data formed the basis on which we began to develop our CX strategy and department, with the clear aim of continuously improving the customer experience and ensuring positive customer interactions with both our products and services.

You successfully managed the transition from a B2B to a B2B2C business model. How did you manage it and what do you see as the key differences between the experiences delivered in the two contexts?

The transition from a B2B to a B2B2C business model is a complex and lengthy process that requires a step-by-step approach based on a deep understanding of the needs of each type of customer.

Most importantly, we all know that change starts from within. So, together with the leadership team, we set out a clear vision of the importance of CX within the business. We emphasised the long-term impact that a positive customer experience has on customer loyalty and, in turn, on the success of the business.

We emphasised that customer experience is the foundation of a successful business.At the same time, we worked to change the mindset towards a customer-centric approach, both internally and with Daikin’s partners who provide products and services to our brand’s customers.

Another key aspect was the creation and implementation of training programmes for both the Daikin Romania team and our partners, in order to integrate the CX concept into the organisational culture.

As for the differences between the two contexts, I would start with the similarities. Regardless of the type of customer, our relationships are based on trust and confidence that the brand will deliver on its promises. In both contexts, a professional attitude, availability, quick response time and constant support are essential.

As for the differences, in B2B, especially in the HVAC industry, the focus is on technical solutions, operational efficiency and building a strong partnership. In B2C, however, a personalised, emotional and consistent experience is essential for the consumer.

In order to make this transition and respond to the dynamic and complex context of a B2B2C business model, it was essential to redesign internal processes, adapt intra- and interdepartmental workflows, implement customer experience standards and specific evaluation methods. We also integrated digital solutions to respond quickly and efficiently to the needs of both categories of customers.

How did you manage to turn this model into an example of best practice exported to the whole Group?

The tangible results, such as increased customer satisfaction and loyalty, have attracted the interest of colleagues from other subsidiaries of the Group, who want to come to Romania for CX learning journeys. They have been inspired by our CX initiatives and their impact, and the fact that these best practices developed in Romania are now being implemented in other markets gives us great satisfaction. We are happy that we are able to contribute to building a customer-centric organisational culture that goes beyond the borders of our country.

What challenges did you and your team face in this process and what valuable lessons did you learn along the way?

The biggest challenge was changing the mindset within the organisation and the process of getting Daikin’s partners to join us on this journey. It was essential to bring together teams from different departments, each with different goals and perspectives, and ensure that everyone understood the importance and impact of a quality customer experience.

A valuable lesson we learned is that real change starts within the organisation and it is crucial to have the support of the management team and the buy-in of every employee. Change happened when every colleague realised how important their own role was in implementing the CX strategy and influencing the overall customer experience.

A well-structured plan with clear actions, constant measurement of results and the ability to adapt quickly, coupled with our passion for delivering great customer experiences, contributed significantly.