Annual report 2005 - Sava dd

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Customer policy
Sava’s focus on customers means having good
knowledge of their business, comprehending and
anticipating their requirements and, above all, their main
questions, being familiar with their experience and
adapting products and services to support their
performance.
In order to rank customers more easily, the Group has
defined criteria for rating customers. We have also
defined what position and competitive power individual
companies have with their customers. In the balanced
indicators system we pursue them on the basis of
various financial and non-financial measurements that
have been harmonised with the strategic goals of
individual Group companies.
The companies of the Sava Group systematically rank
their customers according to their strategic importance.
Vital for long-term success and stable business are key
customers with whom we have established partnership
relations and mutual business on a long-term basis. The
systematically gathered information about customers
and their position in the marketplace is accessible to
everyone in the company who deals with customer
communication. In this way the companies are able to
forecast their own success with that achieved by their
key customers.
| b u s i n e s s a n a l y s i s |
The long-term success of the Sava Group is a result of focusing on customers; this forms the basis for designing
the strategic goals and strategies for all the companies in the Group. The opportunities and risks associated
with customers are managed in an efficient manner and supported by systematic data gathering on a longterm
basis.
We continually measure customer satisfaction and
consider their proposals to improve their position in the
marketplace as well as ours.
Regular customer satisfaction surveys are carried out in
all divisions: on the one hand, they are adapted to the
characteristics of individual companies, on the other,
they assure relative comparability also within a
particular company or division.
Satisfaction is also measured with all key customers.
From their point of view we also estimate the most
important satisfaction factors, general satisfaction and
how ready customers are to make recommendations to
others. We are open to all of their suggestions. The
result measurements – also at the level of an individual
customer – form the guidelines we include in the
continual improvements system.
In order to compare selected competitors we have
chosen particular areas in individual divisions to be able
to successfully manage competitive strength. The results
obtained refer further to the introduction of
improvements.