DHL_CSI_Stevie_Awards_Best_use_of_Technology_in_Sales

BEST USE OF TECHNOLOGY IN SALES

Customer Solutions & Innovation

Stevie Awards

January 2015

2Stevie Awards | 15th December 2014

Agenda

• DHL and CSI

• CSI’s Mission

• Corporate structure

• Company portfolio

• Key facts

• Strategy 2020

Introduction 1. Objectives

1.1 Objectives and requirements

1.2 A streamlined platform

2. Implementation

2.1 Two pillars of the platform

2.2 ACE

2.3 MSBI –Customerscorecard

2.4 Impact of technology on key processes

2.5 Change management effort

3. IMPACT

3.1 Impact

3.2 On-going expansion


Agenda

• DHL and CSI

• CSI’s Mission



• Key facts

• Strategy 2020




2. Implementation


2.2 ACE




3. IMPACT

3.1 Impact



Introduction: DHL and CSI

Provide a single customer interface

Delivering cross-Deutsche Post DHL (DPDHL) coordination

Developing innovative industry-tailored solutions for top customers

1

2

3

DHL CSI“A Simplified customer experience”

In 2004, DHL was the first in the logistics industry to implement a global key account management program: DHL Customer Solutions and Innovation (DHL CSI).


Introduction: CSI’s Mission

Core beliefs

CSI was setup based on distinct core beliefs, a clear mission and respective success measures

Mission

• DHL CUSTOMER SOLUTIONS & INNOVATION simplifies the DHL customer experience by providing a single customer interface and developing innovative industry-tailored solutions for our top customers to ultimately become their “Provider of Choice”

Success measures

• Revenue/GP growth• Sales performance• Customer Satisfaction Survey (CSS score)

• A x-DHL customer management team is necessary to manage large, multi divisional customers

• Customers want x-DHL coordination• Sectors are critical to DHL value differentiation and should be the leading

platform for x-DHL coordination • Focus of x-DHL Customer Management should be on growth & retention• Innovation is critical for future success of DHL


Introduction: Corporate structure

Die Post für Deutschland The logistics company for the world

One company with two strong pillars


No. 1 in contract logistics

Leader in the forwarding business

Europe’s largest postal service

Partner for eCommerce anda pioneer in secure digitalcommunications

No. 1 in international express delivery

Introduction: Company portfolio


1) Financial year 2013; 2) As of 12/31/2013; 3) TEU = Twenty-foot equivalent unit

Introduction: Key facts

• Approximately 480,000 employees in more than 220 countries/territories (including nearly 60% outside Germany)

• 64m letters/3.4m parcels each workday inGermany/more than 29,000 sales outlets in Germany

• Group revenues1): EUR 55.1bn/Group EBIT1): EUR 2.86bn/Market capitalization2): EUR 32.039bn

• ~ 650,000 international express shipments per day (2013) (Time Definite International) (+8% vs. previous year)

• 3.9m tons of air freight/2.8m TEU3) of ocean freight in 2013

• 23m square meters of warehouse space in contract logistics


Introduction: Strategy 2020

Logistics as our core

1

A family of divisions

3

Certified specialists for everything we do

2

One global team

1

Connected approach in operations, commercial, green solutions and shared services

3

… to achieve sustainable above-market growth.

We expand in new segments …

… to achieve quality leadership& service excellence.

We connect across the organization …

… to further expand margins.

We focus on what has made us successful …

Focus. Connect. Grow.

Committed to the needs of our stakeholders & our planet

2 Accelerate footprint shift towards emerging markets

2

Leader in eCommerce related logistics

1

Tap new market opportunities for organic expansion

3


Agenda

• DHL and CSI

• CSI’s Mission



• Key facts

• Strategy 2020




2. Implementation


2.2 ACE




3. IMPACT

3.1 Impact



1.1 Objectives & Requirements

ObjectivesTo support the growth ambitions of the DPDHL Group and the DHL business divisions.

For this a robust new business technology platform was developed to:

• Minimize the data entry and administrative efforts of DHL CSI Global Customer Managers, allowing them to focus on their core tasks

• Maximize DHL CSI’s discovery and sharing of relevant customer issues and insights with sales teams in all regions and divisions

RequirementsThis platform had to be:

• Robust enough to host the full account management process landscape

• Flexible enough to accommodate complexities between DHL CSI, the divisions, and regions, and adapt to a dynamic business environment

• Sophisticated enough to ensure data consistency across processes and hierarchies

+

A streamlined platform


What the Customer Manager had to do… ... and what a customer manager does now

Go only to Salesforce.com, CSI’s newone-stop shop account mgmt. platform

See all Customer analytics (e.g. hit rates) on one dashboard cockpit

Find the latest Tender Manager comments on Chatter,a real-time collaboration board

Click on Customer contact and see relevant Opportunity info

1


The six different tools Customer Managers needed to use were replaced by a best-in-class on-demand CRM solution

Search opportunity in COMET for general status/information

1

Review CSU for open issuesand updates

Customer Team Full Name

Executive Sponsor

Global Customer Manager

Regional Customer Manager - EU

Regional Customer Manager - EM

Regional Customer Manager - AP

Regional Customer Manager - NA

Regional Customer Manager - SA

Overall Status

Submitted: 15-10-2012 @ 11:42 SUBMISSION SUCCESSFUL !!!

Issue / Update Action Taken / Expected Type

EX

P

DG

F

FRT

DS

C

GM

CS

I

EM

E A AP

AM Escalated To:

Revenue (EUR Mn)

Due Date (DD-MMM-YY)

[Enter Issue Title][Enter detailed issue description and action taken / expected and exptected outcome of escalation]

[Enter Full Name and Job Title of escalation contacts]

1.234,56

E-mail

2012September

The one thing… Month Year

CSI Customer Status Update Select Customer

Job Title Phone Number

[Enter Executive Summary Text]

[Enter The One Thing Text - one sentence summarizing the one thing that you would like to outline for your account]

Executive Summary

Business Development BUs Regions

Submit (When Online)Create Excel Copy

2

Obtain any comments from the Tender Manager in BidLog

4

Open the CDP and review account plan, forecasts

5

Search for opportunity related contract info in CORE

6

Scan Outlook tasks for open follow-up items

3

See BU Customer data for Coordinated Accounts


Agenda

• DHL and CSI

• CSI’s Mission



• Key facts

• Strategy 2020




2. Implementation


2.2 ACE




3. IMPACT

3.1 Impact




• To complement ACE, this suite was selected to provide comprehensive customized reports and in-depth datasets and put everything at the fingertips of each customer manager. All reports and data sets maintained in MSBI can be accessed via ACE.

MSBI (Microsoft Business Intelligence)

• To serve as a one-stop platform for DHL CSI Global Customer Managers and sales leaders. It hosts all account management processes, allowing easy information sharing and collaboration between the DHL business divisions and DHL CSI

ACE – the salesforce.com-based CRM system

The new business technology platform was based on:


2.2 ACE

Easily synchronise contacts, activities

& events with Microsoft Outlook

Log & monitor activities related

to customer engagement.

Maintain the customer

development plan

Record & maintain details

of new & renewal business

opportunities

Easily access & update this information on

the road

Access the latest Customer

Satisfaction Survey results

& actions

ACE is the CSI implementation of Salesforce.com, a market-leading CRM system. It is a tool intended to be a one-stop shop for CSI, as a source of information relating to their customers.


2.3 MSBI – Customer Scorecard

It summarizes: • Financial metrics (revenue, accounts

receivable, gross profit, volume development)

• Pipeline metrics (new business and renewal gains, pipeline size and expected gains)

• Customer issues with a traffic light overview

The scorecard helps identify any topic that requires in-depth analysis, and the detailed trends for deep-dive discussions.

Performance Dialogs (PD) via ACE, help follow up on agreed action items.

The entire process from scheduling a PD, obtaining overarching summary statistics, data for deep-dive discussion, logging and following up on actions can be managed within ACE

DHL CSI developed a customer scorecard providing a holistic view of account performance.



Interfaces were established with divisional CRM systems for pipeline and other data exchange in both directions

To minimize administrative effort, data entry requirements were mapped and streamlined ensuring that once data is entered for one process, other processes can use it without re-entering information

DHL CSI set up dynamic dashboards and reports for a consistent and live view of key performance metrics and customer issues

DHL CSI developed a customer scorecard concept (providing a holistic view of account performance) and enabled easy access to the latest underlying financial and pipeline development data. All data sets can be accessed via a single page in ACE, and there is a joint view across divisional systems and pipeline methodologies of all account opportunities

Technology enabled significant improvements for our key processes (e.g. customer development plan, pipeline, performance dialogue):

1

2

3

4

The scale of business technology improvements required a significant change management effort to roll out across the organization. The team provided comprehensive communication, extensive technical process training, best practice sharing for all users, and a hyper-care support phase

immediately after rollout.


2.4.2 Increase synergies with ACE modules and existing info

Data entry requirements were mapped and streamlined ensuring that once data is entered for one process, other processes can use it without re-entering information. For example here we see the data in the Customer Development Plan which is obtained from or fed to other parts of ACE.

# Chapter Section Available in ACE

1 Team, Sign-offAccount Team, Sponsor, BU leads Customer Page

CDP version control and sign-off CDP-specific

2 Exec. Summary Executive summary CSU1)

3 Customer Analysis

POSI (incl. Turnover, Profit, OSI) Customer Page

Customer supply chain overview CDP-specific

Customer logistics spend and SOW CSU1)

Customer logistics requirements CDP-specific

Customer buying behavior CDP-specific

4 DHL Footprint, Relationship

Existing business/Rev. by BU/region CSU1)

Pipeline figures and major opps Pipeline, CSU1)

Product offering / Gap analysis CDP-specific

CSS Results & actions CSS module

Relationship Map Customer Page

5 Business Fit Business Fit CDP-specific

6 Vision, Objectives and Actions

Vision and Objectives CDP-specific

Action Plans Activity Mgt

Financial Targets CSU1)

1) Items visible in the CSU as “Read-only”


2.4.3 Dynamic Dashboards

Dynamic dashboards developed in ACE provide customer level visibility on status of new gains/renewals, Decision Date Profile and upcoming Opportunities


• The score card providesa holistic view of account performance

• Enables easy access to the latest underlying financial and pipeline development data

• All data sets can be accessed via a single page in ACE

• There is a joint view across divisional systems and pipeline methodologies of all account opportunities

2.4.4 Customer Scorecard concept

1

2

3

4



Across the organization and at every level, there was full awareness and appreciation that change was needed, and everyone was kept regularly informed. The DHL CSI team ensured that it tapped and made use of specific expertise from various business functions, and kept all senior stakeholders fully and promptly apprised of developments.

• A cross-functional project team composed of technical and process experts

• A ‘sounding board’ (composed of relevant stakeholders); throughout the development process, this group provided consultation and perspective on how best to gather, quality check, and share information

• A steering board (composed of senior management representatives) which provided guidance and approvals at specific milestones throughout the implementation

• As well as senior stakeholders, the DHL CSI team placed special emphasis on also obtaining inputs from selected end-users

The overarching change management effort involved various entities:



Widespread training

As part of the roll-out, all users received training (on the changes to process and tools) and this required development of extensive training documentation, along with development of relevant on-screen guidance.

A highlight of the rollout was that DHL CSI Global Customer Managers received best-practice training to effectively compile, update, and disseminate customer-related information via the new technology.

Customer Development Plan coaching“I cannot thank you enough for your time and dedication put into these coaching sessions. Thank you for your guidance and support during this process. I feel confident your coaching has set the basis for future CDP developments in the years ahead. Once again thank you so much! Please extend this thank you note to the rest of the team that was supporting this effort.”

Global Customer Manager, Americas



• To ensure that everyone in the organization was aware of the latest rollout updates, and to initiate and maintain the excitement associated with transition to the new business technologies and process, DHL CSI created a comprehensive communication plan.

• This plan culminated in a hyper-care phase, anticipated immediately after rollout. To support customers and DPDHL users, DHL CSI formed a hyper-care team to promptly answer all queries and escalate any unresolved issues; it also conducted regular Q&A calls with DPDHL users

I have an issue with CSI CRM …

Chatter your issue directly in the system in user group “Salesforce Q+A”

Email to central support: [email protected]

• “What exactly do these pipeline stages mean?”• “How much potential revenue do I have to enter for this DGF opportunity?”• “How do I create a Master Opportunity?”• “How do I assign resources to a project I am currently working on?”

“I have questions once I am logged onto CSI CRM” (process or usage issues)

Comprehensive communication


Agenda

• DHL and CSI

• CSI’s Mission



• Key facts

• Strategy 2020




2. Implementation


2.2 ACE




3. IMPACT

3.1 Impact



3.1 Impact

70%DHL CSI Global Customer Managers are “very satisfied” or “satisfied” with ACE as their new account management system

70%

Outdated opportunities down to 6% from 37%

Customer information is now more efficiently

accessed and shared

Customer contacts database has doubled in

size

2x

Account management teams are better at time

allocation and focus

ACE“ACE is now really our key point of reference and the tool we use on a daily basis. It gives us good insights thanks to the dashboards, reporting and has an easy navigation. It’s also a great support to the performance dialog process.”

Sales Leader, Europe 1 Year’s time

37% 6%

Net Gains2x

AverageNet Gain 26%

70% of customer managers logged on daily or at least multiple times per week

Sales performance (net gains doubled)

Average gain size up by 26%

Source: DHL internal review 1 year from implementation of ACE



Thanks to these positive results, there is ongoing management support for platform expansion. Several additional ACE-supported processes have been added to the roadmap, and DHL CSI plans migrating more functions to the platform. ACE is now well on its way to becoming – as intended – a true one-stop platform for all account management activities.

Further Enhancements New Initiatives

• Sales Leader Scorecard enhancements• Event Booking Tool Integration• Marketing Automation• BU convergence project• User Adoption & communication• Forecasting

• Pipeline enhancements• Performance Dialogue Enhancements• CDP Enhancements• Mobile app enhancements• Landing Page enhancements• Training approach revision

Documents

DHL_CSI_Stevie_Awards_Best_use_of_Technology_in_Sales