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DHL Express Vietnam - Contact Center of the Year

 

Gold Stevie Award Winner 2019, Click to Enter The 2020 Stevie® Awards for Sales & Customer Service

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: DHL Express Vietnam Customer Service: Building on the Four Pillars of Excellence

Tell the story about what this nominated contact center achieved since the beginning of July 2017 (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:

In 2018, having learned from the customs issue crisis of last year – which led to impact to call/request volume and even turnover rate – DHL Express Vietnam Customer Service moved forward to build further on our great performance, exceeding targets and 2017 records in all KPIs. This success was built upon a strong foundation – Global DHL Express’s 4 Focuses:

1. Motivated People

A strong organization starts with a strong team, fired up and committed to brave all challenges:

Training roadmaps: 100% newcomers will receive training program tailored to their specific title, job description, and individual KPI. From systems usage, service recovery process, to soft skills (Telephone communication, Email communication, Managing Challenging Situations, Service Recovery, and many others). Final quizzes are required to ensure staff readiness within 2 months of joining.

Motivational activities: Full year activities calendar to keep team motivation high every month: Half-year Teambuilding Workshops, International CS Week, Excursion trips with other functions, "60 days Increase Muscle Reduce Fat" competition, etc.

Employee Recognition: Award scheme and criteria are set up and communicate to all CS team: Employee of the Month / Super Star of the Quarter / Employee of the Year for excellent performance in respective timeline, STAR award for employees who went extra mile to support customers and received their compliment, and Best Seller for best performers on selling target.

External Awards achieved: In 2018, we won 11 external awards across different organizations including Stevie. This is a great achievement vs. 2017’s record of 7 awards.

All above activities resulted in a highly engaging team culture, culminating in EOS 2018 participation rate of 98% and favorable score of 98 for Employee Engagement, +2 vs. EOS 2017 result, while Active Leadership maintained at 99.

2. Great Service Quality

With a strong team come strong results. Excellence is simply delivered, evident by our YTD Oct 2018 scorecards:

-Grade of Service 95.7% vs. target >=90%
-Abandoned Call Rate 0.5% vs. target <=1%
-Trace Resolution 83.8% vs. target >=70%
-Complaint Resolution 99.8% vs. target >=75%
-Claim Resolution 100% vs. target >=80%

Workforce Management team perform volume call forecast on yearly and monthly basis, while incidents are recorded daily as reference base for future forecasts. During abnormal time periods in which call volume fluctuates, actions are taken immediately:

-Contingency activated, staff breaks removed and backup team notified for support to recover service level as needed.
-Re-forecast done as needed to adjust staffing for near future.
-These activities maintained our Grade of Service at 95.7% vs. target 90%, and Forecast Accuracy at -5.5% vs. threshold +/- 10%.

Over 50% of supervisors’ time is dedicated to coaching and Quality Monitoring practice. Standard QM evaluation form is designed to measure Advisors’ skill based on CS behaviors: Knowledgeable, Polite, Helpful (KPH). This practice keeps staff’s skill set in a state of continuous improvement, contributing to call quality 96.1%, request quality 97.8% vs. target 90%.

3. Loyal Customers

By consistently delivering Great Service Quality, we ensured trust in our customers. Quarterly survey showed our Insanely Customer Centric Culture (ICCC) Tracker score higher than our key competitor by 6 points, widening the gap vs. same period in 2017 (+3 points). Most notably, 82% responded favorably on likelihood to keep using DHL’s service in the future, again signifying our bonds. Net Promoter Score (NPS) for CS are also kept at level of 58% monthly average for 2018, while Internal Mystery Shopper (iMSP), conducted monthly, achieved YTD score of 96.4% vs. target 90%.

4. Profitable Network

Well trained in selling soft skill and engaged in regular Selling Campaigns, CS Advisors do not only sell well but also efficiently. In Up-selling, we achieved 25.8% vs. target 16.5%, while up-selling bookings increased 22% vs. 2017 (8,000 vs. 6,500). In finding Sale leads, average staff monthly performance is at 42 vs. target 32.