Business Communication Between Sales Staff and Customers at Petrol Petrol Station

As a social being, a person learns to communicate with others from their earliest period. They first communicate non-verbally to their closest ones, and later with words, conveying how they feel, alerting them to possible pain, sadness, discomfort… The survey amongst random visitors to the Petrol petrol station on Ormoška cesta in Ptuj was conducted during the period from 29th October 2008 to 11th November 2008. Based on the survey results, we can establish that the majority of customers who stop at Petrol petrol stations are regular customers, and the primary reason for visiting petrol stations is the purchase of fuel. However, it is also a significant finding that as many as 40% of customers also purchase food products during their visit.

Problem

As a social being, a person learns to communicate with others from their earliest period. They first communicate non-verbally to their closest ones, and later with words, conveying how they feel, alerting them to possible pain, sadness, discomfort… We learn communication in everyday life as we go along, but modern society is characterised by an increasing division of labour, and people are becoming increasingly dependent on one another.

For survival, a person is compelled to connect and cooperate with others. This also applies in business operations, where communication is of fundamental importance. Petrol is the leading Slovenian energy company and one of the largest trading companies, whose establishment dates back to 1945, when the Yugoslav government in Belgrade issued a decision to establish the petroleum company Jugopetrol.

In April 1947, the company Jugopetrol Belgrade was abolished, and a new company, Jugopetrol Ljubljana, was established in Slovenia. By the end of 1947, it was selling fuel at 9 pumps across Slovenia. Trading in petroleum derivatives, gas and other energy products remains the company's core activity to this day, accounting for as much as 80% of all sales revenue.

The remaining 20% of revenue comprises trading in goods for general sale, which the company offers at 348 petrol stations across Slovenia. In its business strategy, Petrol operates in accordance with eight internally established values, which are: trust in people, business excellence, reputation, encouraging change, entrepreneurial innovation, business responsibility, consistency and honesty, and teamwork and cooperation.

Solution and Method

The survey amongst random visitors to the Petrol petrol station on Ormoška cesta in Ptuj was conducted during the period from 29th October 2008 to 11th November 2008. The survey was conducted on a sample of 50 customers. The questionnaire contained 18 questions, of which 15 questions related to the Petrol petrol station's offering, whilst three questions were general and served to analyse the gender, age and educational structure of the respondents.

Results

Based on the survey results, we can establish that the majority of customers who stop at Petrol petrol stations are regular customers, and the primary reason for visiting petrol stations is the purchase of fuel. However, it is also a significant finding that as many as 40% of customers also purchase food products during their visit. In evaluating the sales staff–customer relationship, the friendliness of sales staff stands out in particular; it is also important that the surroundings of the petrol station are well maintained and that the toilet is clean.

The customer initiates communication with a greeting, and for customer retention it is extremely important that the sales staff are also willing to help with fuel dispensing, finding the appropriate route, location and similar matters. Sales staff at petrol stations are perhaps still not sufficiently aware of the importance of offering the purchase of other products from the additional range. A competitive advantage could also be monthly promotional campaigns for sales articles and other benefits such as the possibility of payment with all credit cards.

Likewise, the sales staff's attitude towards customers could be improved; in this regard, there are the greatest strategic reserves in customer acquisition, in the culture of service and in improving intensive additional offering.