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 –
Customer
scorecard
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
• Corporate
structure
• Company
portfolio
• Key facts
• Strategy 2020
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 –
Customer
scorecard
2.4 Impact of
technology
on key
processes
2.5 Change
management
effort
3. IMPACT
3.1 Impact
3.2 On-going
expansion

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 and
a pioneer in secure digital
communications
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 in
Germany/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
• Corporate
structure
• Company
portfolio
• Key facts
• Strategy 2020
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 –
Customer
scorecard
2.4 Impact of
technology
on key
processes
2.5 Change
management
effort
3. IMPACT
3.1 Impact
3.2 On-going
expansion

1.1 Objectives & Requirements
Objectives
To 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
Requirements
This 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 new
one-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
1.2 A streamlined platform
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 issues
and 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
EXP
DGF
FRT
DSC
GM
CSI
EME
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
• Corporate
structure
• Company
portfolio
• Key facts
• Strategy 2020
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 –
Customer
scorecard
2.4 Impact of
technology
on key
processes
2.5 Change
management
effort
3. IMPACT
3.1 Impact
3.2 On-going
expansion

2.1 Two pillars of the platform
• 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.

2.4 Impact of technology on key processes
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-off
Account 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 provides
a 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

2.5 Change management effort
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: xxxxx.xxxxxxx@dhl.com
• “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
• Corporate
structure
• Company
portfolio
• Key facts
• Strategy 2020
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 –
Customer
scorecard
2.4 Impact of
technology
on key
processes
2.5 Change
management
effort
3. IMPACT
3.1 Impact
3.2 On-going
expansion

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
1Year’s time
37% 6%
Net Gains2x
Average
Net 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

3.2 On-going expansion
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 EnhancementsNew 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

DHL_CSI_Stevie_Awards_Best_use_of_Technology_in_Sales

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