BUSINESS: 338 PRACTICES
TNT is one of the world's largest express delivery companies with a global reach to 200 countries and a very strong position in Europe.
Read more: www.tnt.com
TNT’s customer centric philosophy includes various programs that focus on building strong and authentic relationships with all our customers/partners.
In this context, key market segments/industries of primary focus have been identified, for which new TNT services and tailor made solutions are being built so as to cover the complete range of our customers’ transportation needs.
Dialogue with customers begins from our initial communication and extends to understanding their business profile, building solutions together, continuously enhancing cooperation and customer relationships, receiving regular feedback, recognizing and rewarding loyalty and win-win cooperation.
OES constitutes one of the key projects in our Customer approach program and TNT’s key reference point as far as customer satisfaction is concerned.
All TNT Greece customer base.
The survey is ongoing throughout the year and is being sent to customers every March, June, September and November each year. Results are available in the following month.
OES was launched globally in 2012 (replacing the Customer Loyalty Measurement survey) and runs quarterly.
The OES survey measures 10 attributes/items to be rated. 3 of these are included in the OES score and relate to TNT’s a) overall performance b) ability to fulfill commitments, and c) overall image. The remaining 7 attributes focus on the most relevant question for each of the customer touch points:
In addition, the survey measures the Net Promoter Score (NPS), which is based on one standard question asked across industries and geographies on how likely customers are to recommend TNT to a friend or a colleague. This provides a basis for benchmarking against competitors.
The P1 (priority 1) process that follows completion of the survey aims to obtain an in depth understanding and insight on customer comments provided in the survey; the information is then categorized in a structured format and fed back to the local and central Customer Intelligence team. The procedure followed focuses both on contacting customers who rated attributes as either Lower or Much Lower in the OES Survey, but also customers who rated performance as Higher or Much Higher, as this will enable a more detailed and in-depth gap analysis.
The results and outcome of the analysis are shared within the organization in order to increase awareness, understanding and involvement in action planning and improvement initiatives.
Numerous initiatives as part of the OES ongoing action plan have led to improved service performance and customer experience.
Examples include:
Focus on internal awareness for customer experience and OES results. Focus on employee involvement.
On-the-road resolution of issues on behalf of Operations – direct customer contact by Operations Dispatch team to resolve issues on the spot, such as wrong addresses or agreeing convenient delivery time for individual customers.
Export Feedback for fast resolution of issues:
Proactive information from Export Team to CS regarding missing information/details on customer’s collected shipment for same day resolution and on-time export
Daily Export Feedback Report: for shipments not exported the previous evening. The report is sent to CS by Operations, on the purpose of educating customers on standard requirements for necessary paperwork, proper packaging, etc.
Customer Service Exceptions Team: Ongoing monitoring of booking exceptions to ensure on-time resolution of bookings rejected by Operations due to missing information, missing paperwork, improper packaging etc. or requests for pick-up time extension.
Sales/Customer Service/Operations cross-functional effort to educate customers on proper packaging – No Fit to Travel Program
Joint sales visits to customers - CGM and representatives from all functions.
Improvement measurement: OES score – last 5 years
Greece.
American College of Greece (Deree): ACG & VCU School of Business International Consulting Program (June 2016)
A focus Group of 4 College students worked closely with the OES team and provided feedback and fresh ideas on how to improve the customer experience. Two of the main objectives of the focus group were to:
Through the OES Team: Regular meeting of a team of representatives (non managerial positions) from all functions, rotating on a quarterly basis.
Key team objectives include:
1) team analysis of quarterly survey results.
2) outbound customer calls (Priority 1 Process) in order to obtain in-depth understanding and insight on customer comments included in the survey results. Feedback from customer calls is shared within the team.
3) organize initiatives/activities to increase internal awareness and employee involvement for improving customer experience and OES results, as well as understand the trends in customer profiles, consumer expectations and future dynamics that will impact our industry and organization:
Quarterly OES scores and action plans are discussed in departmental presentations and feedback is provided.
Annual Deep-Dive workshop/brainstorming session with a broader cross-functional group of employees and subcontractors.
4) link People Recognition to Customer Experience results: OES targets are included in Management Bonus schemes and employee annual objectives. Incoming customer letters reflecting a unique customer experience are communicated broadly within the organization by the CGM in order to enhance awareness, increase pride and recognize employees.
No Connection with Global Goals found
