By its own admission, until around 24 months ago 3P Logistics operated a largely reactive service department where “firefighting” and reactive problem solving were commonplace. A root and branch review was instigated and genuine customer feedback used to influence the future direction of travel.

3PL introduced its own service experience metrics and set about addressing key areas of customer concern. In doing so the company transformed its customer care department from a group of ‘reactive fire fighters’ to a team of ‘concierge’-style operators who proactively oversee their customers’ needs. Now, 3PL’s central customer care department encompasses a highly engaged team of helpdesk operators and account managers. Each operator is fully inducted and aligned to a specific range of customers for whom they are the daily interface between the company’s sales and operations departments and the proactive culture is now firmly engrained in 3PL’s DNA.


During early 2018, ArrowXL set about developing a customer experience strategy. At its heart was a new customer satisfaction survey (CSAT).

The CSAT survey was successfully launched in September 2018 and allows ArrowXL to send an SMS message to each customer following either a successful or unsuccessful delivery or collection or following contact with a member of the company’s in-house contact centre. The SMS reaches the customer within 15 minutes of the delivery/collection or within 24 hours of the phone call to the contact centre.

Each SMS contains three questions, dependent on whether or not the delivery was successful. In the first two questions, customers can score their experience with ArrowXL between 1 and 5, whilst the third message asks for free text feedback, which helps ArrowXL develop a greater understanding of how recipients of goods feel about the service they’ve received.


Granby’s client retention strategy is focused in three key areas – operational delivery, client relationship management and customer service. As a standard operating practice Granby’s service level agreements and KPIs provide a base for performance management. Performance is measured through real-time business data and client feedback.

Each of Granby’s clients has a dedicated client service account manager who is responsible for ensuring that the company is meeting its contractual agreements, exceeding client expectations and maintaining a frequent communications plan.

Granby’s customer service agents assist clients as well as their customers with query management, order processing and general customer service and can be reached via phone, email, or live web chat. All of Granby’s customer service agents are fully briefed on all of their clients’ campaigns to ensure that a seamless brand experience is delivered at all times.


ILG’s approach to customer service is simple: the company ensures that its staff build a sound relationship with their customers and all clients know the members of the team that deals with their account by name. The company makes sure that all staff have a sound knowledge of their clients’ business and understand what it takes to deliver first class service. Performance and customer satisfaction is closely monitored and any feedback received is used to continuously improve ILG’s service.

Each customer has a regular face to face review with a Customer Relationship Manager who captures scores and feedback in relation to five aspects of ILG’s service – operations, delivery performance, customer service, finance and IT. The scoring works as a traffic light scenario: Red – urgent needs resolving immediately; Amber – non urgent that need addressing; and Green – Customer is happy. Feedback is given to the relevant departments after the meetings and presented to the management team and board.

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