21st Jan 2016
Parcel delivery company DPD carries 190 million items every year in the UK. Transformed by the retail revolution and the move towards e-commerce in recent years, the firm prides itself on consistently living up to changing customer expectations.
DPD’s chief executive, Dwain McDonald, puts this dependability down to understanding the importance of empowering the company’s 9,500-strong workforce to meet customers’ future demands. Here, we reveal three ways that organisations can adopt a similar approach.
DPD does not benchmark against other parcel delivery companies, as they are not always moving in the same direction. Instead, McDonald is drawn to innovation in customer excellence from beyond his own sector, notably the hospitality industry.
“I am really fascinated that you go to a high-end hotel – the Four Seasons is my personal favourite – and they are able to globally get a customer service culture at all levels in their organisation,” he explains. From that hotel experience, McDonald has learned the importance of cascading his company’s own service DNA. DPD achieves its consistent approach through a mix of corporate and personal inductions.
Technology can enhance the customer experience and personalise it. DPD takes its inspiration for IT from Apple, says McDonald, who is passionate about technology. In a few years, retailers will be able to deliver goods not just to a customer’s home or office, but to the individual personally, wherever they may be – in the park, at the gym or down the pub.
“We will find you and we will bring your delivery to you,” McDonald explains. “It may be two or three years down the line, but that’s what the future will look like.” Personal customer profiling and the logistics of parcel tracking are made possible through DPD’s use of world-beating technology.
Leadership, says McDonald, is all about making his company’s expectations clear and direct. DPD also retains and develops the most customer-centric people in the industry. He explains: “One of my simple mottos is: ‘Speak unto others as you want to be spoken to’. Sometimes you have to be point blank and direct, but nobody ever goes out after speaking to me and isn’t clear about what I mean. We don’t sit on things. Everything is done immediately in our organisation. If it’s people-related, I say we should always find the time. I lead by delivering the best service money can buy.”