BUILDING THE CASE FOR ACTIONABLE CUSTOMER EXPERIENCE PERSPECTIVES FROM A B2B ENVIRONMENT Mark Parsons – CCO DHL Supply Chain
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
BUILDING THE CASE FOR ACTIONABLE CUSTOMER EXPERIENCE PERSPECTIVES FROM A B2B ENVIRONMENT
Mark Parsons – CCO DHL Supply Chain
2
DHL – who are we?
3
DHL Supply Chain in the UK & Ireland
#1 Largest
contract logistics
provider
42,000 employees
Distribute 7 million tyres
400 locations
Deliver1 in 3 pints Consumed in pubs
1.9million m²
of warehouse space
19.4% Market Share
Fulfil 100 million items for online
orders
7,000 Vehicles
4
With over 450
brand name
clients in the
UK&I, building
and maintaining
relationships is
vital
5
Trends
Four major driving trends shape commerce globally and threaten to disrupt
supply chains
What happens in one sector
shows up in an entirely
different sector
Continually escalating
expectations for service,
price and performance
Competition can come from
anywhere at anytime
Consumerism and
boundary bleed
Engines of demand with
growing middle class and
urbanization
Rising consumer
expectations
Lack of transportation
infrastructure, adequate
warehousing space and
even supply chain expertise
in some markets
Emerging
markets
Increased speed of business
Increased
interconnectedness
Highly complex, intertwined
and fast market place which
creates enormous risks and
volatility
Fast, lean
and risky
Trade flows are shifting
away from long-distance and
east-west orientation
Regionalized supply chains
in which goods are produced
and sold/ consumed in the
same geographic region
The rise of
regionalism
6
Future Supply Chain Challenges
7
The same but different - B2C vs B2B
Level of customer
knowledge
8
The market
The supply chain industry continues to
see considerable revenue growth
UK is a mature market – we are at the
front edge of outsourced logistics
Commoditisation is putting pressure on
margins
This drives an emphasis on customer
experience to differentiate and help
define future products
Sources: UK Logistics Confidence Index H2 2016, Consultancy.UK, Boston Consulting Group
“Business is robust for 3PLs, but as cost-cutting becomes the priority for manufacturers and retailers, more businesses continue to look around for services at a lower price—driving down satisfaction, renewal rates, and contract length”
Supply Chain Management Review
9
Customers are our most valuable asset
The CLV of each customer is high – and
so is the financial impact of the loss
The pool to fish in is small
It remains easier to win with those who
already know us
Long-term customer relationships make
our business more stable
Losing a customer disrupts the business in
a number of ways
Why building long term relationships matters (to DHL)
10
Key challenges
Multiple Stakeholders
Complex buying behaviours
More people to influence
Great and consistent experience
for all
VoC – users and decision makers
Competition
Commoditisation
Harder to differentiate
Need to offer more for less
Need to continually innovate and
bring new ideas
Business Knowledge
Deep and intimate understanding of
their business
Know the ‘why’ as well as the ‘what’
Business and personal drivers
Every solution is bespoke
Customer Management
Who owns
Top down, bottom up
Nothing is transactional – so
deeper relationships
No such thing as ‘too much info’
11
Our experience What we do and what customers want
Do Want
Strong local operational
relationships vs Enterprise to
Enterprise relationships
Do Want
Operations vs Strategy
Do Want
Operational Excellence
vs Innovation & Thought
Leadership
Relationship Conversation Value Add
12
There’s an expectation gap
Multi-sector expertise
Bring me insights and best
practice from all of its sectors
Global brand
Size and scale to innovate,
take risk and break new
ground
Multi- disciplinary capability
Harness all of its divisions to
help me
The Customer
expectation of
DHL
Cautious, in-year operational focus
Single sector knowledge
Stove-piped relations
The Reality
GAP
14
MEETING THE CHALLENGE
15
Nothing changes if nothing changes
Mindset: from ops-centric to customer-centric
Knowledge: the innovation that customers want
Care: it’s about the customer, not just the contract
Connect: link the customer to our wider business
Tools: to hear what our customers think
Technology: to support agility and knowledge sharing
16
Customer 4 Life
Listening first
Understanding the whole
business, not just the Supply
Chain
Linking projects to higher business
goals
Working jointly as a habit
Honesty and shared goals
Accepting solutions are co-created
Sharing responsibility for success
Bringing the full team
Showing investment in the
relationship – multi-sector and
functional engagement
Creating new relationships
Placing connections above control
Talking strategy
Stop looking backwards only
Thinking longer term
Being prepared to invest
17
Customer Club
Exec, top2top engagement
VoC
Shared experiences – cross industry
…
18
Customer Experience Management
19
Sharing thought leadership content
20
Marketing targeting & segmentation
Industry events
Sales engagement
Interactive, self-service tools
Webinars &
virtual events
Social media
engagement Local events
Multiple content offers
Digital channels
Digital channels Videos DHL.com
Media coverage
BUILDING THE CASE FOR ACTIONABLE CUSTOMER EXPERIENCE PERSPECTIVES FROM A B2B ENVIRONMENT
Mark Parsons – CCO DHL Supply Chain
Related Documents
