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ENABLING ENTERPRISESEPTEMBER 2016
SHOWCASEPERSONALISING THE CUSTOMER EXPERIENCE: EMPORIUM SHOKUHIN
SHOWCASEDIGITALLY ENHANCING CUSTOMER SERVICE AND SATISFACTION: DESKRIGHT
JUMPSTARTAUTOMATING CUSTOMER SERVICE FOR BETTER EXPERIENCES: TECHMETICS
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RESHAPING CUSTOMER SERVICE WITH DIGITISATION
SHOWCASEPERSONALISING THE CUSTOMER EXPERIENCE
A WINNING FORMULA FOR BUSINESS SUCCESS
DIGITALLY ENHANCING CUSTOMER SERVICE AND SATISFACTION
JUMPSTART AUTOMATING CUSTOMER SERVICE FOR BETTER EXPERIENCES
CREATING A SAFER E-COMMERCE ENVIRONMENT
INSIGHT 4 THINGS TO KNOW BEFORE GOING DIGITAL
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2 SEPTEMBER 2016
CONTENTS
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EDITORIAL TEAM Marion ABRAHAM ([email protected])Felicia LEE ([email protected])Charlotte TAN ([email protected]) Kathleen TAN ([email protected])Mark TAN ([email protected])Kathryn ZHANG ([email protected])
EDITORIAL & DESIGNPublicitas Content publicitascontent.com
THE RISE OF DIGITAL TRENDS IN CUSTOMER SERVICE MEANS SINGAPORE COMPANIES NEED TO RETHINK THEIR STRATEGIES FOR DELIVERING POSITIVE CUSTOMER EXPERIENCES
SEPTEMBER 2016
FEATURE STORY
ENHANCING CUSTOMER EXPERIENCE IN THE DIGITAL AGE
To subscribe, visit www.spring.gov.sg/springnewsFor comments and feedback, email [email protected] the SPRINGnews app from the App Store or Google PlayWatch SPRINGnews at www.youtube.com/SPRINGsingapore
SEPTEMBER 2016 3
BUZZ
On 7 August, Mr Tharman Shanmugaratnam, Deputy Prime Minister and Coordinating Minister for Economic and Social Policies, launched Singapore’s first vending machine café at Block 320C Anchorvale Drive in the Sengkang district. The VendCafé dispenses a variety of hot meals in less than three minutes – all priced between $3.50 and $5 – and also serves snacks, sandwiches, frozen meals and drinks. Innovative
dining concepts like VendCafé provide consumers with more convenient, round-the-clock food options, and enable food businesses to overcome space and manpower constraints.VendCafé is part of a pilot project jointly facilitated by SPRING Singapore and the Housing & Development Board. SPRING is looking at the feasibility of rolling out more VendCafés over the next 12 months. ¢
Singapore launches first ‘VendCafé’
(From left) Mr Tharman Shanmugaratnam, Deputy Prime Minister and Coordinating Minister for Economic and Social Policies; Ms Jocelyn Chng, CEO, JR Group (VendCafe’s operator); Mr Ted Tan, Deputy Chief Executive, SPRING; Mr Tony Chng, Director and Chief Operating Officer, JR Group; and Dr Lam Pin Min, Minister of State in the Ministry of Health, at the launch of Singapore’s first VendCafe in Sengkang.
Learning lessons from the USFrom 13 to 20 August, representatives from four Singapore Trade Associations and Chambers (TACs) travelled to the United States (US) to meet and learn from TACs there. The mission trip aimed to expose Singapore TACs to best practices, thought processes, revenue models and membership strategies of US TACs such as the Hotel Council of San Francisco. Supported by SPRING Singapore and International Enterprise Singapore, the mission trip was organised as part of the Local Enterprise and Association Development (LEAD) programme, an industry development initiative aimed at improving industry competence and internationalisation. ¢The Singapore team posing with members of the Hotel Council of San Francisco.
4 SEPTEMBER 2016
BUZZ
Mr Sharafdeen s/o A R, President of the Container Depot Association (Singapore), and Mr S Iswaran, Minister for Trade and Industry (Industry), (third and fourth from left, respectively), launching the Electronic Container Trucking System and TR53:2016 initiatives together with other industry and government representatives.
Moving towards higher efficiency At the biennial Logistics and Transportation Conference on 23 August, Mr S Iswaran, Minister for Trade and Industry (Industry), launched two new industry initiatives for the logistics sector. The first initiative, the Electronic Container Trucking System, aims to improve supply chain visibility by using a common IT platform to better connect container logistics companies. The second initiative, the Technical Reference on Container Depot Operations (TR53:2016), standardises process flows and delivery information, and provides safety guidelines for container depot operations. Supported by SPRING Singapore, the initiatives aim to boost operational efficiency between local container trucking companies and container depot operators. ¢
German and Singapore SMEs forge closer tiesThis year’s Germany-Singapore Business Forum offered Singapore and German
SMEs insights into upcoming innovation trends and potential business opportunities in the Internet of Things and medical technology sectors. It also featured business matching and networking sessions, and discussions on key
topics such as smart manufacturing for the future. The forum – held on 29 and 30 August, and organised by SPRING Singapore and the Asia-Pacific Committee of German Business – aimed to foster partnerships between Singapore and German SMEs. ¢
Mr Poon Hong Yuen (seated left), Chief Executive, SPRING Singapore, and Mr Felix Ritcher, Coordinator for International Cooperation, AiF Projekt GmbH, signing a memorandum of understanding at the Germany-Singapore Business Forum (GSBF), which was launched by Mr S Iswaran, Minister for Trade and Industry (Industry) (standing, second from left). Also present was (from left) Mr Philip Yeo, Chairman, SPRING, and Co-Chair of GSBF; Dr Steffon Koch, Deputy Head of Mission, Embassy of the Federal Republic of Germany; and Prof Dr.-Ing Axel Stepken, Chairman, TÜV SÜD AG Board of Management, and Co-Chair of GSBF.
Target Sectors
Food & Beverage HospitalityHealthcare Retail TravelTransport
CAPABILITY DEVELOPMENT GRANTfor Service Excellence
Grow your business by delighting your customers
Covers up to for SMEs*70% of qualifying project costs
*SME Criteria:- Registered and operating in Singapore- At least 30% local shareholding- Group annual sales turnover of under S$100 million OR Group employment size of 200 employees or below
UNDERSTAND AND ENGAGE CUSTOMERS• Service measurements• Customer relationship management system• Digital feedback system
BUILD SERVICE FOUNDATION• Service Standards• Service Blueprints / Customer Journey Mapping• Training Curriculum
IMPROVE SERVICE EFFICIENCY• Self-service solutions• Mobile solutions• Service process redesign
Create a Great Customer Experience
For more information, visit www.spring.gov.sg/cci or email us at [email protected]
Looking to embark on the Service Excellence Journey?
You can also get started by tapping the Innovation & Capability Voucher (ICV) for small-scale projects to upgrade your service capabilities.
Explore other areas of support with a SPRING officer today!
The rise of digital trends in customer service means Singapore companies need to rethink their strategies for delivering positive customer experiences
ENHANCING CUSTOMER EXPERIENCE IN THE DIGITAL AGE
6 SEPTEMBER 2016
FEATURE
The digital consumer age
means greater access to information online. Most times, customer expectations are shaped by online experiences and research.Ms Neeta LachmandasExecutive Director, Institute of Service Excellence@SMU
7 AUGUST 2016
Customers today want a different experience with banks, retailers, restaurants and other service providers.
Shorter queues and waiting times are no longer a luxury, but expected as a norm. In addition, customers want fast and consistent services at all times, more options and personalised customer experiences.
In response to this shift, many businesses have adopted various digital technologies such as e-commerce tools to increase customer engagement and drive product launches, promotions and sales. But what companies need to realise is that catering to and connecting with today’s digitally savvy
businesses – they value and empower their service staff, and treat every customer, be it online or offline, with a high degree of empathy and dedication. “In return, they are rewarded with customer satisfaction and loyalty – two key indicators of successful customer service strategies and initiatives.” Banking on customer serviceMr Dennis Tan, OCBC Bank’s Executive Vice President and Head of Consumer Financial Services Singapore, agrees that a focus on customers is key to success in today’s digital landscape. “That’s why we’ve placed customers at the centre of our culture, products and value proposition,” he explains.
Ten years ago, the bank introduced Internet and mobile banking. “Today, customers are able to open bank accounts using a mobile application from anywhere, anytime and with as little as three steps,” Mr Tan explains. “We aim to do away with the hassle of using a laptop or travelling to our branches to open an account.”
The bank also did away with filling in hard copy forms needed to open bank accounts five years ago. “In the past, a computer sat between our customers and bank advisers,” says Mr Tan. “But now, customers and bank advisers share the same computer screen when filling in details for a new bank account. This enables bank advisers to focus on customers rather than filling out forms.”
Additionally, the bank uses customer data analytics to deliver higher-value banking products and services. “Using a customer relationship management system, we gather data on customer profiles, preferences and trends, and segment customers based on their needs, channel propensity and net worth,” Mr Tan adds. “This enables us to create personalised banking services and differentiated customer experiences.”
These strategies have paid off. In 2014, OCBC emerged as a leader in customer satisfaction and perception in Singapore at the Frost & Sullivan Inaugural Customer Experience Awards.
Providing a rich online experienceEven a small business selling traditional kueh (traditional bite-sized snacks or desserts) realises the importance of customer service in the digital age. Lek Lim Nonya Cake Confectionery in Singapore’s
consumers goes beyond implementing basic e-commerce efforts.
Ms Neeta Lachmandas, Executive Director of the Institute of Service Excellence at Singapore Management University (ISES), believes that the quality of digital customer experiences can make or break a company.
“The digital consumer age means greater access to information online. Most times, customer expectations are shaped by online experiences and research,” she says. “Businesses that are not able to keep up with these expectations risk losing savvy customers to more digitally-equipped competitors.” Meeting modern demandsMs Lachmandas believes that the results of ISES’s Customer Satisfaction Index of Singapore (CSISG) 2016 Q1 study – which recorded a significant increase in customer satisfaction in the retail and infocommunications sectors compared to 2015 – show that businesses in these industries are now more mindful of the impact of customer satisfaction on business profitability. The CSISG serves as a quantitative benchmark for measuring customer satisfaction levels across Singapore’s service industry.
The report also found that the tail-end of the customer journey – delivery and payment processes – had the most impact on online customer satisfaction. “That’s why online retailers should work with an efficient and responsible last mile delivery partner to ensure an overall positive online shopping experience,” says Ms Lachmandas.
According to Ms Lachmandas, CSISG’s top-ranking companies have two key attributes that stand out from other
SEPTEMBER 2016 7
Bedok North district is an example of a SME that has moved to digitising services to attract a younger and more professional crowd.
In 2012, the company launched an e-commerce website, making its products available online to stand out from its “heartland” competitors. The website lists all of the company’s kueh products and offers à la carte options as well as bundle deals for various occasions.
“We researched and analysed customer shopping behaviours and trends before developing the website,” says Mr Gavan Sing, the confectionery’s manager. “For instance, we conducted a customer survey, focus group discussion and mystery shopping session to understand our customers’ needs, which resulted in a better understanding of the importance of a seamless ordering experience.”
Lek Lim Nonya used the feedback to design its e-commerce website. “We focused on effective design, such as allowing customers to easily amend their orders before paying, instead of having to start over every time they change their minds or notice an error,” Mr Sing explains. The website also lets customers save and edit their previous orders, and place repeat orders.
In addition, the company devised an online strategy to reward loyal customers. “We give our members one point for every dollar spent at our e-shop, which can be exchanged for discounts,” says Mr Sing. “Customers whose memberships have expired and who want to re-register with us will also receive bonus loyalty points.”
Mr Sing believes that the e-commerce site also allows the company to educate
In other words, developing services that are closely tailored to customers’ preferences and behaviours will place businesses in the best position to capitalise on modern demands.
“Essentially, businesses should work towards developing customer service models that are nimble and agile, so that they can quickly adapt to changing customer needs, demands and expectations,” says Ms Lachmandas.
As an advocate for continuous service improvements, SPRING Singapore helps local businesses enhance their customer service levels and experiences.
The agency offers various grants and initiatives to assist companies in building better relationships with customers and ultimately boost bottom-line profits.
Companies can apply for SPRING’s Innovation & Capability Voucher to fund small-scale projects. This includes assessing service management capabilities and imple menting simple digital solutions, such as customer relationship management and appointment scheduling and booking systems, to enhance service delivery.
For larger projects, there is SPRING’s Capability Development Grant (CDG). The CDG helps SMEs upgrade by covering up to 70% of the eligible costs, which may include consultancy, manpower, training and certification, for initiatives to improve business and service capabilities.
Using the CDG, companies can also undertake service upgrading projects, such as the development of new service standards and staff training curricula, and implementation of digital solutions to automate service processes. ¢
each customer on its history, production methods and the significance of its different types of kueh – all of which may not be possible with every walk-in customer.
“In a way, the website helps us build better relationships with customers as it lets them see the value of our products and services,” he explains. This has helped the company develop a base of regular customers online. “Since 2012, we’ve noticed a 15% jump in repeat orders from our online customers,” says Mr Sing.
Today, tertiary students, professionals, managers, executives and technicians make up the majority of Lek Lim Nonya’s customer base – and online orders alone contribute more than 30% to the company’s annual revenue. Keeping the focus on customersOverall, managing and exceeding customer expectations require a genuine focus on customers, with deep insights into their new wants, needs and preferences.
AUGUST 2016 8
We’re on YouTube!
In a way, the website helps us
build better relationships with customers as it lets them see the value of our products and services.Mr Gavan SingManager, Lek Lim Nonya Cake Confectionery
8 SEPTEMBER 2016
FEATURE
SEPTEMBER 2016 9
PERSONALISING THE CUSTOMER EXPERIENCEEmporium Shokuhin uses customer data solutions to enhance the overall dining and shopping experiences for its patrons
SHOWCASE
SEPTEMBER 2016 9
10 SEPTEMBER 2016
SHOWCASE
magine sitting at a restaurant and browsing through the menu with a swipe of your fingers. The sushi looks tasty and you tap the
screen to order. You’d also like some side dishes to accompany your meal. Adding those are just as easy at Senmi Sushi – one of Emporium Shokuhin’s eight Japanese dining concepts.
Set up in October 2015 by Epicurean Concepts Holdings Pte Ltd, Emporium Shokuhin – which also houses a Japanese gourmet grocer and live seafood market – caters to consumers’ technological preferences and eagerness for efficiency by creating tablet menus that take orders and send them direct to the kitchen.
But that’s not all. The company has also implemented a customer relationship management (CRM) solution to better manage customer information, such as dining frequency and preferences, and offer targeted promotions, events, memberships and loyalty privileges – all of which are designed to attract and retain customers.
“Today, competing for customers using traditional methods like price or
I product features simply isn’t enough. The digital age has put consumers in control with stronger voices and better information,” says Mr Lim Li-Wei (pictured on page 9), Emporium Shokuhin’s Chief Executive Officer.
“That’s why last year, we decided to apply for SPRING Singapore’s Capability Development Grant and implement these digital strategies to enhance our overall customer experience, and make it our competitive advantage.”
Understanding and engaging customers betterGone are the days when signing up for a membership meant going through the hassle of filling in hard copy forms and manually submitting them.
Emporium Shokuhin’s CRM solution enables customers to e-register as members through its website or in-store tablets.
The company also uses the CRM solution – which is linked to its tablet ordering and point-of-sale systems – to keep track of customer profiles, transactions, spending habits and product preferences.
Based on these data insights, which include purchasing habits of top- and bottom-spending customers, Emporium Shokuhin tailors discounts, privileges and rebates to suit each customer.
“We’ve even changed the way we speak to customers,” says Mr Lim. “We introduce new customers to the digital system and show them how it works. But for returning customers and members, we instead make recommendations based on their previous visits.”
In addition, service staff at its restaurants have been trained to engage customers at least three times throughout their dining experience to foster a closer connection.
Using the data from its CRM solution, Emporium Shokuhin has also designed a three-tier – gold, platinum and elite – membership programme, which offers customers access to exclusive events based on their membership level. These include closed-door sales, discounts at selected outlets, as well as targeted promotions and privileges.
“Our simplified digital membership process makes it convenient for customers
SEPTEMBER 2016 11
keytakeaways¢ Gaining deeper insights into customer profiles and their purchasing preferences can enable companies to deliver higher quality customer service.¢ Visit www.spring.gov.sg/CDG to find out how SPRING can help you implement customer-centric initiatives.
says Mr Lim. “In a way, it enables us to identify the most and least popular items in our emporium, resulting in top-selling products brought in more frequently to meet customer demands.”
“It’s true that much of the work related to the ERP takes place at the back-end, but it benefits customers through ensuring that the emporium is always well stocked, which has led to an increase in customer confidence – and retention,” says Mr Lim.
Set for the futureSince its launch, Emporium Shokuhin has seen a monthly increase in sales of up to 10%. But despite this success,
to sign up, thus increasing customer acquisition and loyalty,” says Mr Lim.
Since launching its membership programme in March 2016, Emporium Shokuhin has garnered more than 10,000 members.
Always in stockBetter organisation leads to improved customer satisfaction. That’s why Emporium Shokuhin has also implemented an Enterprise Resource Planning (ERP) system to optimise stock levels, reduce out-of-stock situations and boost customer satisfaction.
“The ERP system prompts our staff to replenish items that are selling fast,”
Emporium Shokuhin continues to actively seek feedback from customers.
“Customers want us to know when they have a problem, and they want us to deliver a solution right away,” says Mr Lim. “That’s why it’s important to constantly communicate with them.”
This has led to Emporium Shokuhin exploring ways to digitise other aspects of its customer experiences and interactions, such as collecting customer feedback, to deliver higher service value, create stronger loyalty and boost its competitive advantage.
“Focusing on the customer experience and keeping customers happy every step of the way is a viable way to gain a competitive edge,” he says. “In fact, in today’s digital business landscape, we see customer experience as our only source of sustainable competitive advantage.” ¢
Mr Lim Li-WeiChief Executive Officer, Emporium Shokuhin
Today, competing for customers using traditional methods like price or product features simply
isn’t enough. The digital age has put consumers in control with stronger voices and better information.
12 SEPTEMBER 2016
SHOWCASE
A WINNING FORMULA FOR BUSINESS SUCCESSTo remain competitive in an increasingly digital business landscape, Kino Biotech – a local provider of beauty and healthcare products – has shifted its focus to building better customer experiences
ino Biotech Pte Ltd has come a long way since it first started out as a business-to-business
(B2B) provider of nutritional supplements and cosmeceutical (cosmetic that has or is purported to have medicinal properties) products 15 years ago.
Today, it has more than 4,500 sales points in Singapore, Malaysia, Indonesia, Thailand, Vietnam and China. Kino Biotech also works with global retailers, such as Watsons, Guardian, Sasa, Tesco, Carrefour and Boots, to bring its products to market.
In 2014, faced with intense competition from other players in the evolving retail healthcare landscape, the company decided to step up its game by enhancing its customer experience.
“‘Digital’ has transformed the way customers make purchasing decisions, shop and communicate,” says Ms Kristin Chong (picture right), the company’s Business Development Director. “We realised that we needed to get ‘closer’ to our customers, because it’s not enough to simply have a good product.”
The same year, it embarked on SPRING Singapore’s Customer-Centric Initiative (CCI) to enhance its overall service levels and customer experience, and build better relationships with customers.
The CCI encourages companies to take the lead in raising service standards and helps companies develop service systems, conduct service measurements and improve service processes. It supports up to 70% of eligible costs for SMEs in target sectors, such as food and beverage, healthcare, hospitality and retail.
K With the help of a consultant, the company identified key service improvement areas, and implemented an e-commerce website and e-learning portal for its staff.
Developing a stronger presenceAs a B2B business, the main challenge that Kino Biotech faced was its limited view of customers. “We seldom get ‘face time’ with customers because we sell our products mainly through other businesses,” Ms Chong explains.
As almost every customer in today’s digital age is online, the company developed an e-commerce website to market its three brands – Kinohimitsu, Activa and Xpertise – and gain direct access to customers.
The website, launched in 2015, lists all of the company’s products, complete with product information, reviews and recommendations, enabling customers to make well-informed decisions. In addition, the website’s “Ask Tiffany” live chat service – operated by the company’s in-house team of nutritionists – responds to customer enquiries and concerns in real time.
At the same time, the company set up “beauty bars” in department stores across Singapore and Malaysia to build better relationships with customers. “We provide a more personalised experience at our beauty bars. Customers can try our health and beauty drinks, which are presented in the form of ‘mocktails’,” Ms Chong explains.
Providing these new retail experiences
SEPTEMBER 2016 13
has enabled the company to better reach and engage with customers, and examine their lifestyle needs and habits. This has resulted in the development of a range of innovative health products, designed specifically for customers on the go. “For instance, our collagen drinks that come in pocket-sized medical grade bottles cater to customers who travel frequently,” she says.
Enhancing staff knowledgeKino Biotech also invested in an e-learning portal to ensure that its staff are fully equipped – both in terms of knowledge and technology – to manage customer needs and enquiries quickly and efficiently.
The portal – accessible to staff via mobile phones, tablets and laptops – lists not just all of the company’s products but includes bite-sized product information, recommended
product pairings, and customer service standard operating procedures.
This helps the company’s sales promoters at various retail outlets to not just sell better, but also advise customers on the best product applications and solutions – turning staff promoters into credible advocates and brand advisers.
“The portal, which also features engaging product demonstration videos, has become an effective, easy-to-understand tool that helps our new and existing staff maintain service standards across all our outlets,” says Ms Chong. “At the same time, it enhances customer understanding of our products, improves overall customer experiences and drives sales.”
Ms Kristin ChongBusiness Development Director, Kino Biotech
‘Digital’ has transformed the way customers make purchasing decisions, shop and communicate.
We realised that we needed to get ‘closer’ to our customers, because it’s not enough to simply have a good product.
Staying focused on consumersOverall, the CCI has helped Kino Biotech improve its customer service quality and brand awareness.
“Sales from our e-commerce website have been encouraging and steadily contributing to our annual profits,” says Ms Chong.
This has given the company the confidence to expand its digital customer service initiatives.
“Next, we plan to implement a customer relationship management system to gather data on our buyers so that we can better analyse their preferences and needs, and develop targeted promotions and products that will take our customer service and business to the next level,” she adds.
She believes that in today’s highly competitive business landscape, companies need to be proactive in not just developing new products, but also understanding their consumers.
“That’s why we will continue to focus on building closer relationships with and engaging our customers through various digital and physical touchpoints, so that we stay on top of their needs and expectations,” Ms Chong says. ¢
keytakeaways¢ Using consumer-focused strategies to market your B2B business can help you better build and manage customer relationships. ¢ SPRING’s Customer-Centric Initiative can help you connect with more customers and develop a stronger market presence. Visit www.spring.gov.sg/CCI to find out how.
SHOWCASE
14 SEPTEMBER 2016
DIGITALLY ENHANCING CUSTOMER SERVICE AND SATISFACTION SPRING Singapore’s Customer-Centric Initiative helps DeskRight build a strong mobile presence to improve its customer service
ne of the leading providers of office stationery in Singapore, DeskRight Pte Ltd has
grown leaps and bounds since it was incorporated in 1996. Today, it serves more than 20,000 organisations, including multinational corporations, government agencies and educational institutions.
“Customers are key to our success,” says Mr Andy Koh (third from left), the company’s Founder and Managing Director. “We cannot afford to be complacent when it comes to meeting customer expectations, especially in today’s fast-evolving consumer land-scape.”
In November 2014, the company embarked on SPRING Singapore’s Cus-tomer-Centric Initiative (CCI) to redefine its customers’ journey in the digital era, and improve its internal capabilities to better serve and retain customers.
Leveraging technology, the large-scale undertaking encompasses enhancements to the company’s e-commerce website, the development of a new mobile application and deployment of a tablet-based system for staff. Together, this trifecta of web-based solutions tackles three major customer service objectives – improving customer communication, building brand attachment and providing customers with real-time information.
O
SHOWCASE
Ensuring effective customer communicationTo raise the bar on its customer service, DeskRight decided to first focus on identifying and analysing its clients’ needs and expectations. “Our customers are not homogenous; they can be anything from a one-man show to a 2,000-strong company. Every customer requirement is different,” says Mr Koh.
As part of the CCI, the company conducted an analysis of its customer database and competitor offerings, quarterly internal reviews and feedback sessions with selected customers to gain a better understanding of different customer personas and their needs, as well as gaps in its customer service.
“For instance, we discovered that we did not have a proper customer feedback system in place, resulting in a lack of communication with our customers,” Mr Koh adds.
The company then developed a customer feedback strategy. “We created web-based platforms to improve two-way communication with our customers and provide useful information,” he adds. “This included enhancements to our web and mobile experiences to increase customer interactions and sales,” says Mr Simon Woo (second from right), the company’s IT Manager.
Building brand attachmentMr Koh also believes that information technology is a competitive differentiator and can be used to positively influence customer service delivery and experience.
That’s why the company decided to also improve its Enterprise Resource Planning (ERP) system to better manage orders and inventory. “We’ve added Customer Relationship Management (CRM) functionalities to our ERP system, and even made it accessible via our recently deployed staff tablets,” Mr Woo says.
This means that customer complaints, compliments and suggestions shared on the company’s website or mobile app are automatically updated on each staff tablet, enabling them to respond to customers instantly and efficiently.
Using the data obtained from its CRM system – including evolving purchasing habits, customer preferences and interactions – DeskRight has designed and introduced a points-based loyalty programme as a way to retain customers, keep them satisfied and boost profitability.
Now, when customers shop on the company’s website or via its mobile app, their spend is converted into reward points, which can be exchanged for gifts or discounts.
“Most business people see stationery items, such as staplers and
SEPTEMBER 2016 15
folders, as standard office necessities, forming no emotional attachment to them,” says Mr Koh. “We want to change that; we want to attach customers to our brand through excellent customer service and experiences.”
Providing real-time informationMr Koh believes that e-commerce can help businesses increase efficiency, productivity and mobility – but this cannot be done without real-time analytics.
A company survey of 1,000 customers revealed that those who shop online want to know where their products are in the delivery process at all times. This prompted DeskRight to invest in tracking technology in 2016.
“Customers today expect not just on-time delivery, but also instant access to real-time delivery status details,” Mr Woo explains. “That’s why we needed to ensure that we’re equipped to provide automated, round-the-clock service and response to customer enquiries
and concerns – something our tracking solution allows us to do.”
On a path to future growthThe company’s customer-centric initiatives and strategies have paid off. In July 2016, it received SPRING’s Singapore Service Class (S-Class) certification for its commitment to service excellence in seven areas – leadership, strategy, customers, people, processes, knowledge and results.
This has given Mr Koh the confidence to further expand the business. “We’re looking to expand our product categories to include PC accessories and household items, and move into the B2C space
next year.”Overall, he believes that
customer experience is key to surviving in today’s competitive digital business landscape.
“Customers use many different ways to interact with companies, from social media and review sites to blogs and e-mails,” Mr Koh adds. “That’s why it’s vital to take ownership of each channel and make sure that customers are heard to increase brand loyalty and ultimately boost business growth.” ¢
keytakeaways¢ A customer-focused digital strategy is the key to success and sustainability in a competitive business environment.¢ SPRING’s Customer-Centric Initiative can help you develop and improve your customer service capabilities, and identify opportunities to provide better services. Visit www.spring.gov.sg/CCI to find out how.
Mr Andy KohFounder and Managing Director, DeskRight
We cannot afford to be complacent when it comes to meeting customer expectations,
especially in today’s fast-evolving consumer landscape.
JUMPSTART
16 SEPTEMBER 2016
AUTOMATING CUSTOMER SERVICE FOR BETTER EXPERIENCES
SEPTEMBER 2016 17
Essentially, Techi helps the hotel
attend to every guest’s call and order promptly, efficiently and without the risk of errors.Mr Mathan Muthupillai Founder, Techmetics
Y ou’re in a crowded restaurant browsing through the menu. After much effort, you get the
waiter’s attention to take your order, which he jots down with a pencil. After a long wait, your food arrives – except that it’s not what you ordered. The waiter hustles away and you wait impatiently for your meal to arrive. It’s no faster when you call for the bill.
How can businesses improve service efficiency and keep customers happy? Enter Techi, an autonomous navigation robot. Techi is every restaurant owner’s dream staff – he greets customers, takes orders correctly and works tirelessly.
Launched in 2015 by Singapore start-up, Techmetics, Techi automates labour-intensive tasks in restaurants and hotels, delivering efficient and high-quality customer service. The autonomous navigation service robot can travel at speeds of up to 1.8m per second, and uses safety lasers to avoid running into people or obstacles.
Techmetics has since successfully completed a pilot run at Park Avenue Rochester Hotel – the first hotel in Singapore with a room-service robot. So how exactly does it help the hotel improve its customer service?
to every guest’s call and order promptly, efficiently and without the risk of errors.” So far, Techi has made more than 1,000 deliveries at the hotel.
Initially, Mr Mathan faced difficulties convincing business customers to adopt Techi due to its high cost. The solution to this problem came in the form of a leasing model facilitated by SPRING Singapore. Under the SPRING-supported leasing model, companies can rent Techi for a monthly fee of only $1,500, making it more affordable for small businesses.
In the next three years, Mr Mathan plans to deploy up to 300 robots across Singapore’s service industry. But before then, he plans to further improve Techi’s navigation and ability to interact with guests. “We already have people saying “Hi, Techi, how are you?” We want to enable Techi to respond to that, to give customers a sense of interaction and connection,” explains Mr Mathan.
Overall, Mr Mathan believes robots are the future of customer service. “They can be used to perform manual, routine jobs, especially during peak periods when restaurants and hotels are often inundated with orders, to ensure consistent customer service and satisfaction. This way, it frees up staff to focus on delivering more personalised, value-added services.” ¢
“When the front desk needs to send an item up to a guest room – like a toothbrush, towel, sandwich or snack – it would ‘call’ the robot using the hotel’s intercom system. Once the robot arrives, they would put the item into its compartment and send it off,” Mr Mathan Muthupillai (pictured on page 16), the start-up’s Founder, explains. Techi knows how to take the elevator and make its way up to the guest’s room. When it gets there, it calls the room phone and gives the guest a code.
“The guest comes to the door, uses the code to unlock Techi’s compartment and retrieves the item,” he adds. “Essentially, Techi helps the hotel attend
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SEPTEMBER 2016 19
JUMPSTART
H ow to make online shopping safe? Jewel Paymentech may have the answer. Set up in
2014, the company develops intelligent risk solutions and tools that help banks monitor their merchant clients’ online activities, to ensure that there are no instances of financial impropriety, illegal activities or consumer fraud.
Its flagship product, One Sentry® – a merchant risk-monitoring tool – has been its key to success in the financial technology sector.
“One Sentry enables banks to compare the characteristics of their merchant clients against a database of traits typically exhibited by Internet frauds,” says Mr Lee Wooi Siang, Jewel Paymentech’s Co-Founder. “Essentially, it helps banks detect and deter fraud early, such as the sale of counterfeit goods and fake transactions, creating a layer of protection for online consumers.”
One Sentry also helps banks actively monitor customer feedback on their merchant clients on social media.
“This gives banks the ability to take mitigating action against potentially bad merchants, making online shopping a more convenient and safer experience,” Mr Lee adds.
In 2014, the company used SPRING Singapore’s ACE Startups Grant to develop One Sentry, and facilitate local and regional business development.
“More than its financial value, the grant is a government endorsement of our product and reputation, enabling us to reach out to more financial institutions,” he says. The grant provides support to first-time local entrepreneurs looking to set up “differentiated” businesses.
Jewel Paymentech may be a new player
in the financial technology landscape, but it has forged partnerships with major financial institutions in Asia, such as DBS Bank and CIMB Bank Berhad.
Last year, the Society for Worldwide Interbank Financial Telecommunication (SWIFT) named it one of Asia’s most promising financial technology firms.
Mr Lee believes that to stay relevant in the digital economy, companies and their products need to constantly evolve to meet changing customer needs. “That’s why we are continuously developing “smarter” intelligent risk solutions and tools to meet future challenges and risks in the ever-expanding e-commerce space.” ¢
Mr Lee Wooi SiangCo-Founder, Jewel Paymentech
One Sentry enables banks to compare the characteristics of their merchant clients against
a database of traits typically exhibited by Internet frauds.
SEPTEMBER 2016 19
CREATING A SAFER E-COMMERCE ENVIRONMENT
Whichever stage of growth your business is at, having the right set of business capabilities will make you more competitive. SPRING Singapore’s Capability Development Grant (CDG) helps defray up to 70% of qualifying project costs when you enhance your capabilities to grow your business.
For more information, visit www.spring.gov.sg/CDG today!
TECHNOLOGY INNOVATION
FINANCIAL MANAGEMENT
HUMAN CAPITAL
DEVELOPMENT
BRAND & MARKETINGSTRATEGY
DEVELOPMENT
BUSINESS EXCELLENCE
SERVICE EXCELLENCE
PRODUCTIVITY IMPROVEMENT
INTELLECTUAL PROPERTY & FRANCHISING
ENHANCING QUALITY &
STANDARDS
BUSINESS STRATEGY
INNOVATION
Build Up Your Businesswith the
Capability Development Grant
SEPTEMBER 2016 21
INSIGHT
Understand your customers • A digital initiative should not only help
simplify your business operations, but also complement your customers’ experiences. For example, an e-menu ordering system might free up your staff, but a self-help experience might not be what a fine dining customer expects. Don’t just follow the trend, but consider whether such an initiative suits your customer profile.
In this issue, SPRINGnews rounds up key areas local enterprises should look into before digitising their customer journeys and experiences
• Analyse what your customers want and expect before deciding on which digital solutions to adopt. This includes understanding how the expectations of online customers are different from that of storefront customers.
• Start by looking at your customers’ purchase journey, such as the initial stages of a decision-making process and follow-up phases, as the
relationship builds. This can be in the form of customer feedback, focus group sessions or customer journey mapping.
• Consider implementing tools such as a customer relationship management (CRM) system to manage your customer database and better understand your customer profiles. A well-implemented CRM system will enable you to execute more effective marketing campaigns and deliver better customer support.
Put in place proper front- and back-end support• Your operations must be equipped to
handle, and respond effectively and efficiently to online queries, secured payment modes and purchase/return/exchange processes.
• Establish standard operating procedures, especially for online customer service, to ensure consistent service standards and experiences.
• Review digital channels, people,
4 THINGS TO KNOW BEFORE GOING DIGITAL
22 SEPTEMBER 2016
INSIGHT
processes and technology, and apply the right design principles to improve your business’s digital capabilities. One way to do this is through empowering staff to maximise the potential and value of new technologies introduced in the workplace. This includes ensuring staff buy-in and equipping them with the necessary knowledge and skills to handle digital solutions, processes and technical difficulties.
Ensure a seamless and delightful experience• The user experience is critical to the
success of a newly adopted digital channel. For instance, a slow-loading mobile website may lead to impatient customers switching to alternative sites and loss of sales. To ensure that your digital efforts are successful, work towards continuously improving your digital channels and resolving issues ahead of time.
• Any new digital channel should also be designed to integrate with your business’s existing channels for a more seamless customer experience across touchpoints.
• It’s also important to work with partners – be it last mile delivery players or third-party food delivery services – who share a goal to effectively meet the needs of and delight customers in every interaction. In fact, the Customer Satisfaction Index of Singapore 2016 Q1 report
by the Institute of Service Excellence at Singapore Management University found that the tail-end of the customer journey – delivery and payment processes – had the most impact on online customer satisfaction.
Listen and respond to customer feedback• Customer feedback is a key
improvement tool that can be used to analyse the success of digital initiatives. Build in data collection points at different phases of a digital customer journey to gain insights into changing customer expectations and needs. Use metrics to systematically measure and assess your customers’ feedback at key touchpoints to identify and understand their concerns.
• Regularly gather and incorporate feedback from frontline staff who have regular and close interactions with your customers. Be sure to also implement proper feedback platforms to boost staff involvement in improvement projects.
• Use these metrics scores and staff feedback to “close the loop” with your customers. Analysing these performance indicators can also help your business craft effective service improvement strategies. ¢
SME InfolineTel: (65) 6898 1800Email: [email protected]: www.smeportal.sg
SME CentresSME Centre@ASMEAssociation of Small and Medium Enterprises (ASME) 167 Jalan Bukit MerahTower 4, #03-13Singapore 150167Tel: (65) 6513 0388Email: [email protected]: www.smecentre-asme.sg
SME Centre@SCCCISingapore Chinese Chamber of Commerce and Industry (SCCCI) 47 Hill Street, #09-00Singapore 179365Tel: (65) 6337 8381Fax: (65) 6339 0605Email: [email protected]: www.smecentre-sccci.sg
SME Centre@SICCISingapore Indian Chamber of Commerce and Industry (SICCI) SICCI Building31 Stanley StreetSingapore 068740Tel: (65) 6508 0147Email: [email protected]: www.smecentre-sicci.sg
CONTACTS
SPRING Singapore is an agency under the Ministry of Trade and Industry, responsible for helping Singapore enterprises grow and building trust in Singapore products and services. As the enterprise development agency, SPRING works with partners to help enterprises with financing, capability and management development, technology and innovation, and access to markets. As the national standards and accreditation body, SPRING develops and promotes an internationally recognised standards and quality assurance infrastructure. SPRING also oversees the safety of general consumer goods in Singapore.
SME Centre@SMCCI Singapore Malay Chamber of Commerce and Industry (SMCCI) 15 Jalan PinangSingapore 199147Tel: (65) 6293 3822Fax: (65) 6293 3905Email: [email protected]: www.smecentre-smcci.sg
SME Centre@SMF Singapore Manufacturing Federation (SMF) 2985 Jalan Bukit Merah Singapore 159457Tel: (65) 6826 3020Fax: (65) 6826 3021Email: [email protected]: www.smecentre-smf.sg
For assistance, you can visit satellite SME Centres located at the Community Development Councils (CDCs), Changi Simei Community Club and Ang Mo Kio Community Centre.
Sales of StandardsToppan Leefung Pte LtdGreat World City East Tower 1 Kim Seng Promenade, #18-01Singapore 237994Tel: (65) 6826 9691Fax: (65) 6820 3341Email: [email protected]: www.singaporestandardseshop.sg
Standards CollectionNational Library BoardLee Kong Chian Reference Library 100 Victoria StreetLevel 7Singapore 188064Tel: (65) 6332 3255Email: [email protected]: eresources.nlb.gov.sg/standards
SPRING Singapore1 Fusionopolis Walk, #01-02 South Tower, Solaris, Singapore 138628
Tel: +65 6278 6666, Fax: +65 6278 6667www.spring.gov.sg
