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Dhl Cases

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1. What are the main challenges in implementing this segmentation in DHL’s customer database?
2. How would you recommend DHL to address those challenges?
3. What are the various possible practical applications of this segmentation methodology by other functional departments (e.g., sales, customer service)?

Answer..

1. Tantangan yang paling penting
a. Tantangan yang paling penting dalam mengimplementasikan segmentasi ini ke database pelanggan DHL adalah menjaga loyalitas dari para pelanggan DHL. Sebelum mengarah ke loyalitas pelanggan, DHL harus mensegmentasikan terlebih dahulu ke berbagai tingkatan segmen pelanggan dimana di dalam kasus ini terbagi menjadi 3, yaitu pelanggan strategis, hubungan pelanggan dan pelanggan langsung.
Menjadi sebuah perusahaan pengiriman yang pertama tentu saja DHL Worldwide Express menghadapi suatu ancaman dalam menjalankan usahanya. Ancaman tersebut datang dari konsumen maupun dari pesaing yang akan bermunculan setelah usaha ini berdiri. Ancaman dari konsumen dapat mengancam nama baik perusahaan. Perusahaan DHL mengutamakan pelayanan bagi konsumen sehingga harus selalu berhati-hati dalam mengambil kebijakan perusahaan. Dalam kasus tersebut disebutkan bahwa terjadi perlawanan dari konsumen akibat kebijakan yang tidak sesuai dengan keinginan konsumen.

b. Pelanggan strategis merupakan pelanggan yang sering mengirimkan barang dengan jumlah yang banyak serta membutuhkan solusi logistik dan pengiriman barang dengan cepat. Segmentasi hubungan pelanggan dimana pelanggan yang konsisten dalam menggunakan jasa DHL untuk mengirimkan produk mereka atau dokumen secara reguler namun dengan volume pengiriman barang di bawah dari segmen pelanggan strategis serta tidak terlalu membutuhkan jaringan pemasok yang rumit. Sedangkan segmentasi pelanggan langsung lebih jarang menggunakan jasa pengiriman DHL. Perusahaan DHL di Jepang harus menghadapi perlawanan dari konsumen karena kebijakan menaikkan harga dinilai terlalu meberatkan bagi konsumen. Tentu hal tersebut dapat merusak citra perusahaan di mata konsumen sebagaimana mereka tahu bahwa mereka membutuhkan perusahaan tersebut dan perusahaan berkomitmen untuk mengutamakan pelayanan konsumen. Ancaman selajutnya berasal dari pesaing. DHL telah menunjukkan bahwa usaha seperti ini memiliki prospek yang bagus, tidak heran jika banyak pelaku bisnis yang ikut masuk ke dalam bidang tersebut. Kenyataannya muncul pesaing berat bagi DHL seperti Federal Express sebagai perusahaan pengiriman barang skala besar dan seperti Hong Kong Delivery yang skalanya lokal. Perusahaan-perusahaan semacam ini akan banyak bermunculan seiring dengan perkembangan kebutuhan akan pemenuhan jasa pengiriman.

c. Jadi setelah memetakan jenis pelanggan dari tingkatan jumlah volume pengiriman baru kemudian pihak DHL melakukan segmentasi selanjutnya yaitu segmen loyalitas dengan menggunakan sistem manajemen loyalitas. Sistem ini lebih terfokus pada pelayanan dan staf penjual pada retensi pelanggan dan pengembangan, yang memang diperlukan untuk mendapatkan informasi tentang pelanggan. Banyaknya usaha sejenis yang berdiri menyebakan ancaman bagi perusahaan yaitu kehilangan konsumennya. Perusahaan-perusahaan baru ini pada umumnya mengetahui kelemahan-kelemahan perusahaan saingannya sehingga mereka menerapkan strategi yang lebih baik sebagai bentuk evaluasi dari perusahaan pesaingnya. Dengan munculnya pesaing tersebut DHL terancam kehilangan loyalitas pelanggan, oleh karena itu DHL menerapkan strategi untuk selalu menjadi nomor utama dalam dunia bisnis jasa pengiriman dengan selalu meningkatkan pelayanan kepada konsumen, mendengarkan konsumen, memahami kebutuhan konsumen dan bekerja untuk memenuhi kebutuhan konsumen.

2. Rekomendasi untuk DHL
a. Sistem Manajemen Loyalitas
Perusahaan DHL mesti meningkatkan loyalitas pelanggan berdasarkan Sistem Manajemen Loyalitas dimana data pengiriman barang mesti di ukur dan di analisis yang diklasifikasikan ke dalam 6 kategori.
1. Kehilangan (Lost). Kehilangan disini dapat dimaksud dengan kehilangan pelanggan maupun barang. Ini bisa disebabkan pelanggan yang bangkrut ataupun performa dari DHL yang buruk sehingga terjadi kehilangan barang atau salah pengiriman bahkan kehilangan pelanggan karena meningkatnya harga. Jika telah dianalisis dan dikoreksi, maka DHL akan lebih mudah untuk mengurangi permasalahan sehingga staf penjual dan pelayanan akan focus dalam meningkatkan keuntungan.
2. Performa yang Berkurang. (Decrease Performer). Ini bisa disebabkan oleh perbandingan pelanggan yang volume pengiriman barang pada tahun ini lebih sedikit daripada volume pengiriman barang pada tahun sebelumnya. Ini akan memberikan peringatan bagi DHL khususnya staf penjualan potensi akan kehilangan pelanggan. DHL dapat melakukan survev terhadap pelanggan mereka untuk mengetahui kendala yang dihadapi oleh pelanggan mereka sehingga DHL dapat mencari solusi baik untuk pelanggan dan internal DHL itu sendiri.
3. Maintain. Dalam kategori ini pihak DHL dapat memberikan harga khusus atau peningkatan jumlah volume pengiriman namun dengan harga yang sama bagi pelanggan yang sering menggunakan jasa pengiriman DHL. Ini cara untuk menjaga (maintain) hubungan perusahan dengan pelanggan agar tetap menggunakan jasa pengiriman DHL.
4. Performa Meningkat (Increased Performer). Perbandingan volume pengiriman barang pada tiap tahun meningkat secara perlahan namun pasti. Staf penjualan akan melakukan follow up berkelanjutan untuk mengidentifikasi masalah yang menyebabkan pelanggan tersebut terus meningkat volume pengiriman barangnya tiap tahun sehingga jika memungkinkan pihak DHL dapat mengaplikasikan ke pelanggan yang volume pengiriman baranngnya meurun tiap tahun. Tentu saja staf penjualan akan melakukan sikap pada ketegori 3 untuk meningkatkan keuntungan yang berkelanjutan bagi DHL.
5. Baru (New). Pelanggan yang baru pertama kali melakukan transaksi di DHL. Staf penjualan aka memberikan penawaran khusus dengan berbagai keuntungan bagi pelanggan baru ini agar bisa menjadi pelanggan tetap.
6. Kembalinya Pelanggan (Regained). Pelanggan ini yang sebelumnya masuk kategori 1 namun pernah melakukan pengiriman barang dengan menggunakan jasa DHL. Ini bisa disebabkan karena pelanggan tersebut memiliki aktivitas bisnis terbaru atau pelanggan yang kesal sebelumnya dimana akhirnya kembali menggunakan jasa DHL yang mungkin pelanggan tersebut dikecewakan oleh pesaing DHL yang pada akhirnya memutuskan kembali menggunakan jasa pengiriman DHL.
Dengan demikian DHL akan mengetahui permasalahan yang terjadi dalam eksternal dan internal perusahaan khususnya untuk meningkatkan loyalitas dari pelanggan mereka. Keuntungan dengan adanya kesetiaan pelanggan menjadi meningkat yang terikat dengan upaya untuk mempertahankan pelanggan terjadi karena:
• Biaya akuisisi terjadi hanya pada permulaan hubungan: semakin lama hubungan berlangsung, semakin rendah biaya pembayaran kembali.
• Biaya memelihara rekening menurun sementara sebagai persentase dari keseluruhan biaya (atau sebagai persentase dari pendapatan).
• Pelanggan lama cenderung untuk tidak berpindah dan juga cenderung untuk tidak begitu sensitif terhadap harga. Ini dapat menghasilkan volume penjualan satuan yang stabil dan peningkatan dalam hasil penjualan.
• Pelanggan lama dapat memulai promosi secara gratis dari mulut ke mulut dan merujuk orang lain kepada bisnis ini.
• Pelanggan lama lebih besar kemungkinannya untuk membeli produk-produk ancillary dan produk-produk tambahan dengan marjin keuntungan yang tinggi.
• Pelanggan lama cenderung merasa puas dalam hubungan mereka dengan perusahaan dan lebih sedikit kemungkinannya untuk beralih kepada para pesaing, sehingga mempersulit perusahaan lain untuk masuk ke pasar atau memperoleh keuntungan dalam pangsa pasar.
• Pelanggan biasa cenderung lebih murah untuk dilayani karena mereka sudah mengenal baik prosesnya, membutuhkan lebih sedikit “pendidikan”, dan konsisten dalam pesanannya.
• Upaya mempertahankan pelanggan dan kesetiaan yang meningkat membuat pekerjaan pegawai lebih mudah dan lebih memuaskan. Pegawai yang bahagia memberikan umpan balik kepada kepuasan pelanggan yang lebih tinggi dalam sebuah lingkaran keberuntungan.

b. Supply Chain Management (CRM)
Manajemen rantai suplai bisa juga berarti suatu proses untuk mengintegrasi, mengkoordinasi dan mengontrol pergerakan bahan baku menjadi produk jadi dan mengirimkannya kepada konsumen. Pergerakan informasi juga termasuk dalam proses ini. Walaupun DHL tidak sepenuhnya menjadi bagian dari CRM namun DHL bisa mengadakan kerjasama dengan perusahaan manufaktur di bidang jasa logistik dan pengiriman. Dengan menciptakan MOU (Memorandum of Understanding) agar terciptanya win-win solution bagi kedua belah pihak dalam melakukan aktivitas bisnis. Contohnya, suatu perusahaan mengalami kesulitan dalam melakukan pengiriman baranag dengan jumlah besar dimana dituntut adanya ketepatan waktu walaupun perusahaan tersebut telah mengerahkan armada logistiknya, perussahaan ini dapat melakukan kerjasama dengan pihak DHL untuk melakukan pengiriman sebagian barang perusahaan tersebut agar bisa dirakit menjadi produk yang utuh dengan tepat waktu.

c. Customer Relationship Management (CRM)
CRM (customer relationship management) mengkombinasikan kebijakan, proses, dan strategi yang diterapkan organisasi menjadi satu kesatuan yang digunakan untuk melakukan interaksi dengan pelanggan dan juga untuk menelusuri informasi pelanggan. Pada era saat ini, implementasi CRM selalu akan menggunakan teknologi informasi untuk menarik pelanggan baru yang mengguntungkan, hingga mereka memiliki keterikatan pada perusahaan. Banyak aspek yang tercakup dalam CRM. Aspek tersebut pada umumnya akan berhubungan langsung dengan salah satu aspek berikut:
• Operasi Front office yang langsung berinteraksi dengan pelanggan seperti ketemu langsung, panggilan telepon, e-mail, layanan online, dll.
• Operasi Back office yang sangat berpengaruh pada aktivitas pada layanan di front office seperti bagian pembayaran, perawatan, perencanaan, pemasaran, dll.
• Hubungan bisnis, yaitu interaksi dengan perusahaan dan rekanan lain seperti suppliers/ vendors, outlet pengecer dan distribusi, jaringan industri. Jaringan eksternal ini akan mendukung aktivitas di front dan back office.
• Data kunci dalam CRM dapat dianalisis dengan tujuan melakukan perencanaan kampanye pada target pemasaran, memahami strategi bisnis, dan memutuskan keberhasilan aktivitas CRM seperti pangsa pasar, karakteristik pelanggan, pendapatan dan keuntungan.
DHL dapat mengoptimalkan CRM agar dapat menjaga loyalitas pelanggan, misalnya (1) Membangun relasi kerja berdasarkan dengan kejujuran (2) Menjaga kualitas jasa pengiriman atau logistic DHL itu sendiri (3) Memahami kebutuhan dan keinginan konsumen pada saat ini dan di masa depan (4) Tanggap terhada permasalahan yang dihadapi konsumen.

3. Implikasi Praktis untuk DHL
• Dalam hubungannya dengan perusahaan, peran people sebagai service provider yang sangat mempengaruhi kualitas jasa yang diberikan. Keputusan ini berhubungan dengan seleksi, training, motivasi dan manajemen sumber daya manusianya. Dalam pelatihan, karyawan harus ditekankan kepada pentingnya pekerjaan mereka yaitu memberikan kepuasan kepada konsumen. Peran karyawan dalam proses memajukan perusahaan juga dipengaruhi oleh budaya organisasi.
• Dalam mengatasi komplain dari pelanggan, maka DHL melakukan pengembangan di bidang sumber daya manusia dan di produk yang dilayani dengan tepat waktu.
• Program pemasaran yang bertujuan untuk menjadi nomer satu adalah menggunakan strategi penggabungan marketing mix (product, price, place dan promotion) serta ditambah dengan 3 P yaitu people, process, dan customer promotion.

NB : I'm sorry. I'm using Indonesia Language, you can translate to your language…...

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...ecological trends suggest a strategy which combines different transportation modes in a smart way. Intermodal transportation by DHL Freight bundles competences to provide the very best transportation solutions for your shipments. The DHL INTERMODAL organisation combines various different modes of transport – known as modalities – to get your shipment from A to B in the most efficient manner. Intermodal concept. Our concept creates value using several modes of transportation at different points of the journey to provide customerfriendly all-in-one solutions from a single source. Intermodal transport solutions for long distances. A strategy for future’s demands. One single loading unit. The shipment is loaded onto one single loading unit, where it remains throughout each stage of its journey. This unit can be a container, a swap-body or semi-trailer. Safe and secure. The loading unit itself is compatible with all modalities, ensuring the safe and secure packaging of your goods throughout the journey. Leave it up to us to decide the best way to transport your valuable shipments and to bring them to their final destination on time. DHL INTERMODAL CREATING THE IDEAL COMBINATION OF MODES Product Portfolio DHL Freight DHL Intermodal Intermodal transportation concentrates high payloads into loading units compatible with the various modalities. DHL plans the most efficient route for your shipment, taking environmental and financial aspects into......

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Dhl Paper

...Introduction Today’s companies are confronted with rapidly changing business environments and a seemingly ever-increasing complexity. The current financial and economic crisis is just one – albeit a very significant one – driver of change. All business fields − and the logistics industry in particular − will be affected by those developments. More than ever, companies need to be ready to adapt to shifting situations. As being part of one of the largest logistic company in the industry, we have got a chance to an in depth study of logistic business and DHL. Literature Review: Logistics in the year 2020 The increase of Internet commerce, the individualization of products, and the development of new markets promise large growth potential. At the same time, logistics companies will face enormous challenges. They can only overcome them by intensively investing in the development of new transport routes and introducing a new degree of flexibility into their operations (Mark G, 2008). Logistics companies will profit immediately from the transformation of global conditions and customer behavior. The first benefit will come in the form of rising transport volumes. Some of the expected changes are as follows: 1.1 Focus: New Scopes of Responsibilities By the year 2020, the logistics industry will have massively expanded its number of corporate and private clients thanks to extensive investments in research and development. The value chain will have been constantly......

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Dhl Financial Case Analysis

...Dhl Financial Case Analysis CHAPTER 1 - COMPANY DESCRIPTION NATURE OF ORGANIZATION’S BUSINESS DHL global delivery network is known as the “undisputed international market leader of international express and logistic industry globally, with almost 45% of the total market”, (DHL Company Overview, n.d. para 1). DHL is over 34 years old and is known for its focus on product quality, achieved thorough a technical and meticulous quality control system that offers customers new ways of transporting solutions for customers. DHL has system in place that integrates quality control, efficient customer services, and robust transportation systems to ensure that the global transportation and delivery service reaches the customer is of the highest standard. The marketing challenge for the company is to position its product and services as a high-quality, high value alternative to other transportation and international express and logistic brands that exists. Figure #1 below outlines the process and highlights the major activities at each stage. Figure 1: Overview of DHL Service delivery’s Production Process [pic] DHL has the largest logistics and infrastructure of any international express delivery company in the market. Essentially – they dominate the market. Their customer base has spanned over thirty million (30,000,000) customers annually and the service lines span over 220 direct destinations via direct service over thirty-two (32) continents. DHL......

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