A vision is not enough. You need a strategy to achieve that vision and a business model that can succeed in any economic cycle. This requires extraordinary execution. In fact, it’s all about execution. A good strategy perfectly executed will beat a great strategy poorly executed every time.
The core of our vision and our strategy is “cross-selling” — the process of selling additional products to our existing customers. The more business they do with us, the better value they receive, the more loyal they are. The longer they stay with us, the more opportunities we have to satisfy even more of their needs.
We want to be known as the best in every product in every category in which we do business — We want to be the company our customers think of when they think about eating healthier.
Sales and service are inseparable. More sales do not always lead to better service, but better service almost always leads to more sales. Food is our product but we’re also in the service business. We expect to sell at least two more products to every customer every year.
Our talented Brand Partners sell our products. The quality of our Associates’ service keeps customers coming back for more. The quality of our customer experience is our single biggest opportunity for revenue growth and a higher stock price.
What does the entire customer experience feel like to our customers? When they come to us with problems, how fast do we fix them? How often does a team member, who is the first point of contact for the customer, take personal responsibility to make sure the customer’s problem is fixed? Do we make it easy for our customers to learn more about all our products?
We don’t want them to just come in the front door and lose them out the back door. We want them to visit with us in the kitchen so we can have a conversation with them, understand their goals, and help them succeed.