Focusing on the Critical Link Between Employee Engagement and Customer Centricity at DHL Freight

Abstract

Organizational leaders have long realized the importance of fostering customer loyalty to ensure profitability and growth. To improve consumers’ experiences, they have traditionally captured and analyzed the voice of the customer and additional insights within their organization. Such customer experience management efforts tend to stall, however, when employees are not able or willing to act on the information that has been collected. At DHL Freight, collaboration with Gallup, Inc., led to a shift in strategy that focused on cultural change from the top down to bolster the link between employee engagement and customer centricity. The results of this effort not only accelerated implementation of the company's customer experience management program but also identified practical measures for fostering a customer‐centric outlook and complementary behavior throughout the organization. © 2016 Wiley Periodicals, Inc.

Computer-Assisted Concept Analysis of Customer Centricity: A Review of the Literature on Employee Engagement, Culture, Leadership, and Identity Co-Creation

“…a.a.v.v [51] investigates the case of the business-to-business service provider Rocketrip, which has established a partnership with Virgin America Airline in order to forge an employee centric model and a consumer-centric strategy. MacGillavry and Sinyan's article [52] focuses on DHL Freight collaboration with Gallup Inc. in order to initiate a cultural change from top-down management in order to bolster employee engagement and customer centricity. Moorthi [53] focuses on how IT Indian services companies (SWITCH-such as Satyam (Hyderabad, India), Wipro (Bangalore, India), Infosys (Bangalore, India), TCS (Mumbai, India), Cognizant (Teaneck, NJ, USA)) have initiated a number of "two-in-a-box" operating models that emphasize working together with the clients to make their business stronger (what has contributed to the growth of these companies).…”