NEW WA DSV MAKES THE CUSTOMER EXPERIENCE STRATEGIC
”Let’s begin the meeting by reading what 5 customers wrote about us today”
AGILE CONSULTING FOR A CHANGE
DSV gave all its managers in Germany, England, Sweden and Denmark access to at least 200 up-tothe-minute customer evaluations every day, right on their smartphones. The effect has been dramatic.
With 220 different legal entities, 23,000
experience, via advanced data mining based
members of staff and 250,000 custom-
on patented neural network technology.
ers, DSV is one of the five largest transport
ABOUT DSV
- 250,000 customers
companies in the world. And in a company
In day-to-day working situations, this
of such a size, you’d probably expect there
reporting provides alerts related to the
to be a bit of a gap between customers and
individual respondent. Less than a second
senior executives.
after a DSV customer has submitted his or her feedback, an individual alert is sent directly
worldwide -2 20 different legal entities -2 3,000 members of staff
That’s a situation DSV simply refused to
to the inbox of the person responsible for
accept, and in 2014 the company set up
DSV’s relations with that particular customer,
the Customer Success Programme to do
so that the person concerned can undertake
something about this. This programme is
service-recovery measures, should the
designed to make the customer experience
customer be dissatisfied. If the DSV staff
the core focus of all deliveries, and thus to
member responsible does not establish
boost customer satisfaction as well as
contact with the respondent within the agreed
er Success Programme
reduce customer churn.
48-hour time limit, the alert is automatically
– greater customer
sent up to the next level in the organisation.
satisfaction and greater
KRING was selected as partner on the project,
-O ne of the five largest transport companies in the world -A nnual turnover of approx. €6 billion -B enefits from Custom-
customer loyalty
resulting in a co-creation process that in
In addition, DSV’s global CRM system
only 90 days developed and implemented a
automatically receives ongoing updates
CUSTOMERS GET
solution based on the Net Promoter System®
about this customer feedback, to make sure
-O pportunities to
supported by a cloud-based IT platform.
everyone in the organisation has a 100% up-to-date understanding of how individual
evaluate what DSV has delivered -R apid reaction to any
This has ensured a consistent, cost-effective
decision-makers, influencers and users in
and scalable solution that makes it possible
each customer organisation perceive DSV.
to gather customer feedback and report on it
Strong IT support has been a significant
– all in real time. At a general strategic level,
driver in creating such rapid, high-impact
takes its customers
this reporting gives both senior executives
and on-going changes in corporate culture
seriously
and middle management the input they
and behaviour for the more than 12,000 DSV
need to make the necessary systemic
staff and executives who actually deal with the
improvements with regard to the customer
company’s customers on a day-to-day basis.
points of criticism -V isible proof that DSV
Greater loyalty, higher turnover
passed upwards in the organisation – all the
Customers’ personal opinions matter to DSV.
way up to the boardroom, if necessary. An
Customers register this fact, and results have
issue is always followed up on.
appeared quickly. - Customer loyalty has increased since Q1 2015 - Turnover with loyal DSV customers has grown by almost twice the average
The whole organisation now has a ”shared language” In addition to the measurable – and expected – improvements, the project has proven to have a positive effect on in-house working relations. Even though DSV operates in 75
For a company with an annual turnover of
different countries, the staff now have a
approx. €6 billion, there are big sums
shared point of reference when it comes to
at stake.
discussing the customer experience. Everyone responsible for contact with
CUSTOMER FOCUS MEANS LISTENING
customers is now able to talk freely and with insight about current ”customer experience”
”Big companies are often somewhat rigid and a bit faceless, but DSV showed us right from the start that they were on our side, and were prepared to develop the working relationship between our companies. DSV also understood that we meant it seriously when we required a CSR policy as part of logistics the solutions.”
cases. ”I have this ‘red’ customer whose deliveries arrived late on three consecutive days. So I have to cancel our meeting, because I have visit him to deal with this.” The Customer Success Programme has created a shared sense of dynamism, sharing of ideas and team spirit.
- Jimmy Olofsson, Senior Logistics Manager, Elgiganten
The secret lies in open answers and accurate instructions Lots of companies carry out customer satisfaction surveys. But not all do so in as well-considered a way as DSV. One of the secrets lies in the fact that customers are not just asked to mark off a series of boxes in a questionnaire. Instead there’s room for longer answers about anything they might be less than satisfied with. The instructions to the DSV front-line staff just as specific as the answer opportunities
From pilot project to a tool that helps drive group strategy
are open. The staff are fully aware of the
One year after the pilot project was launched
their exact scope for action, and there are
in 2014, the Customer Success Programme
concrete instructions about the different
has now been implemented in 19 countries
options open to them for addressing any
that together represent more than 90% of
customer problems.
DSV’s total turnover. This broad-spectrum
responsible for the customer’s account are
roll-out is continuing as a central feature of DSV always take action straight away on the
the DSV group’s strategic focus on customers
customer’s feedback not just in month or a
and experiences.
week’s time. Within 24 hours the account owner will follow up on the customer’s
As they say at DSV: ”Customer satisfaction is
problem. If this doesn’t happen, an alarm is
everyone’s responsibility”
Jens Bjørn Andersen, CEO, DSV: WHAT DSV SAYS ABOUT THE CUSTOMER SUCCESS PROGRAMME
“We ought to be able to withstand hearing the truth from our customers about whether or not we’re living up to our promises. Are we picking and delivering goods on time? Do we provide notice about any possible delays? And – In particular – do we learn from our mistakes, and make sure to do it better next time?”
UP AND RUNNING IN JUST 90 DAYS
“Working with KRING and their ‘Think big, start small and scale fast’ approach, our first pilot was rolled out in four countries in only 90 days.” – Rene Falch Olesen, Chief Commercial Officer and responsible for the Customer Success Programme, DSV
An email invites customers to take part. It only takes 1–2 minutes
The person responsible for each customer receives alerts in real time. This means they can quickly engage in “service recovery” measures with regard to the most dissatisfied customers
VALUE LOOP DSV has embedded the customer experience at high levels within the company. This provides a good basis for innovative, systemic value creation. KRING™ has developed a tool to ensure that new products and solutions address customer needs as accurately and as fast as possible.
CUSTOMER Customer EXPERIENCE Experience TRANSFORMATION Transformation
Customer insight and opportunities/pains
Rapidly implemented New ideas and services
Measure effects of customer heartbeat
Agile, responsive IT architecture
Customer-centric innovation
Market-validated New digitally distributed ideas
IMPLEMENTATION IN JUST 90 DAYS REQUIRES SPECIAL METHODS AND TOOLS
”KRING Customer Experience Transformation (CXT) is a paradigm for building customercentric organisational capabilities including better processes, systems, tools and skills. It employs an agile implementation method to rapidly create more unique customer experiences and customer-driven innovation. CXT focuses on specific short-term results rather than a long, extended process in which Role-based interactive dashboard displays changes in customer loyalty in real time
there’s a risk of losing momentum. CXT is designed to ensure delivery of solutions and results, as part of a series of 90-day sprints.” – J esper Krogh Jørgensen, Practice Lead – Customer Experience Transformation, KRING
DSV MAKES THE CUSTOMER EXPERIENCE STRATEGIC
BUILDING BUSINESS IN A WORLD OF DISRUPTION KRING helps forward-thinking decision-makers and their organisations design, build and co-create new business capabilities that ensure competitive advantage in a world of disruption and uncertainty. We apply an entrepreneurial New Practice mindset that creates game-changer opportunities via business-focused, technology-driven innovative thinking combined with practical, rapidly deployable tools designed to provide fast, agile responses to changing market conditions and customer preferences.
KRING ™ Ragnagade 7 2100 Copenhagen Denmark Tel
+45 7026 0755
Email info@kring.com www.kring.com
N