DHL Express Vietnam - CONNECT Focus
Company: DHL Express Vietnam
Company Description: With 77,000 employees, 4,000 facilities, over 40,000 service points, DHL Express serve 2.6 million customers and transport 294 million shipments in 2013 among more than 220 countries and territories, operate the most comprehensive global express network.
Nomination Category: Customer Service & Call Center Awards Team Categories
Nomination Sub Category: Contact Center of the Year (Up to 100 Seats) - All Other Industries
Nomination Title: Strategy for a changing world- CONNECT Focus: work together to achieve excellence in everything we do
Tell the story about what this nominated contact center achieved since the beginning of July 2016 (up to 650 words). Focus on specific accomplishments, and relate these accomplishments to past performance or industry norms. Be sure to mention obstacles overcome, innovations or discoveries made, and outcomes:
2017 is a challenging year for DHL Express Vietnam Customer Service with 5 months in crisis due to uncontrollable customs issues causing surging workload, but we still maintained all green KPIs. An example in Apr-Jun crisis, May’17 calls increased 11% against May’16 (74,353 vs. 67,006), making calls/advisor/day +16%, customers’ requests +15% (9,429 vs. 8,167) leading to new requests/advisor/month +24%.
What we did in 4 Focus pillars made this outcome.
1. Great Service Quality
GREEN- a service quality promise we kept with customers:
- Grade of Service 94.2% vs. target >=90%
- Abandoned Call Rate 0.8% vs. target <=1%
- Trace Resolution 78.9% vs. target >=70%
- Complaint Resolution 98.8% vs. target >=75%
- Claim Resolution 99.2% vs. target >=80%
Normally our Workforce Management team do forecast yearly and monthly. In crisis period, we assured necessary resources in fluctuating situations by re-forecasting then re-staffing twice per day. Similarly, request volume, normally being forecasted quarterly, was reviewed daily and re-allocated among advisors to balance workload and ensure consistent day-to-day quality delivery.
CS-Operation meetings are scheduled bi-weekly to discuss service incidents and solutions. From that, we update CS advisors with P-R-S (Problem-Root Cause-Solution) in 15-minute Performance Dialogs. These dialogs were extended twice/week into 3 times/week in Contact Center to ensure latest updates. By this we maintained service quality: high trace/complaint/claim resolution rates, on-time customer call-back at 99.0%, on-time network response 99.5%, escalation down to 1.6% (8.2%_2015, 1.9%_2016).
"Fixing exceptions" was a big area of focus; complaint exception (outstanding >10days) declined to 0.2% from 1.6%_2016, claim exception (outstanding >15days) 0% against 0.8%_2016, zero complaint/claim exceptions in 11 consecutive months Feb-Dec’17. This record-breaking result came from our dashboard real-time monitoring and supervisor involvement in cases pending >3 days.
By spending 54% supervisors’ time on coaching and on-floor instructing, implementing the Quality Monitoring tool with voice & screen recordings and evaluation form, which is specialized in KPH behaviors (Knowledgeable-Polite-Helpful), we delivered excellent handling quality: call quality 95.4%, request quality 97.9% vs. target 90%.
For spectacular achievements, we were recognized by 7 external awards from Stevie, ContactCenterWorld & BestinBiz organizations in 2017, as well as internally being ranked 1 in DHL Asia-Pacific medium-sized countries in 4 continuous quarters.
2. Motivated People
Every employee is a valued contributor to our success. We focused on making the team motivated and committed:
- Soft skill training (Telephone/Email Communication skills, Managing Challenging Situations, Service Recovery).
- Stretch Assignment program: allow employee to perform a different role not in combination with current one.
- Teambuilding activities: bi-yearly outdoor workshops, International CS Week, Appreciation Week, Live Well Work Well programs, Fruit Fridays…
- Special caring in severe periods: on-floor visibility of Country Manager and CS Management team, food ordered to office…
3. Loyal Customers
We work in Insanely Customer Centric Culture (ICCC): the quarterly survey showed our ICCC Tracker score +3points higher than our key competitor in Vietnam Express industry. This was brought by the Great Service Quality provided our Motivated People, and various projects to increase efficiency and customer satisfaction: CS conducted soft skill training to other departments to create consistent customer experience in all customer-contact functions, cross-function meetings to discuss process gap…
4. Profitable Network
Revenue is not a task for Sales function only, but everyone is a salesperson! Our CS advisors are encouraged to contribute to a Profitable Network:
- Up-selling: from target 11.8%, we achieved at 16.3%. Performance was communicated daily. Selling programs were launched to boost selling.
- Sales Leads: we contributed new customer information with average 59 leads/advisor provided per month.
- Compensation to customers: while ensure customer satisfaction, we managed to reduce compensation/total CS cost: 4.9%_2015, 2.7%_2016, 2.5%_2017.
Working AS ONE on 4 Focus pillars and “From Good to Great” strategic mindset, that is how our Customer Service made a best-performed year, being a benchmark within our company and Vietnam Express industry market.