Partnership is a huge part of the way we deliver services at Webhelp, and one of our four cultural pillars is to put the client at the heart. Here we explore the strong collaborative approach that was undertaken during the COVID crisis with Yodel, a key logistics client for Webhelp. Joining the discussion were Michaela Simpson, Head of Customer Experience at Yodel, Kellyann McCafferty, Account Director at Webhelp and Cobus Crous, Head of Operations for Webhelp in India and SA.
Yodel is one of the UK’s largest delivery companies for B2C orders, serving many of the country’s leading retailers. Webhelp and Yodel have been working together since 2015, and have built up a strong alliance providing outstanding customer service management, which is delivered from Webhelp’s offshore locations in South Africa and India.
What was the starting position of the logistics industry, and Yodel’s outlook before COVID?
Michaela Simpson (Yodel):
We were just coming out of a very successful peak period, the six weeks over Christmas, is traditionally one of the highest delivery periods for the consumer market. Logistics is a highly competitive sector and as an innovative carrier, our efforts were focused on continuing to build a forward-thinking technology roadmap. We were in the enviable position of having well-established, technical and highly skilled operational and management teams in place, and an exceptionally in depth understanding of the day to day working of the business.
Do you have any feedback on what Webhelp were doing well before COVID hit?
Michaela Simpson (Yodel):
Everything.
Together we had had a run of at least three, if not four really strong quarters. And, this success can be measured by the fact that Yodel have been awarding Webhelp service credits for great delivery at the end of each quarter.
Like any partnership, you can drill down into detail to find areas to challenge, which is simply good practice. But, in my opinion, we had the strongest people we’ve ever had and overall we were very pleased.
Do you have anything to share on the operational approach during COVID, for example how and when our partnership reacted – any stand out examples, or challenges?
Michaela Simpson (Yodel)
One stand out during the COVID crisis would be, just as we approached Easter, Yodel were awarded a UK government contract to collect COVID tests for the NHS, seven days a week. Webhelp delivered an eight person team specifically trained to support this essential service. We went from concept to go live in less than a week! They did an absolutely fantastic job delivering the first campaign and we now have two more on the horizon.
Kellyann McCafferty (Webhelp):
But there were challenges, and they were different depending on the country in question. In India, a curfew was announced on the 14th of March, and then the lockdown was announced on Mothers Day on Sunday the 22nd of March, one of Yodel’s busiest trading days of the year! We then had four hours to deliver desktops & laptops to our employees who were without access to technology. Working swiftly, our teams successfully managed to complete all actions on time and in line with the Indian Government regulations.
In South Africa, shortly before the formal lockdown announcement on the 23rd of March, we conducted an initial employee survey to understand the potential challenge of the home situation for our advisors in terms of WIFI, hardware, infrastructure and so on.
A staggered approach was then used to move our people to either supported homeworking, or for the small group where this was not suitable due to not having an appropriate home environment, supported working from a hotel venue.
The hotel solution was an industry first, which showed not only the strength in our partnership to act quickly and decisively around commercials and logistics, but also highlighted the commitment and dedication our people have towards Webhelp and Yodel.
Our advisors left their families and loved ones for 21 days, without hesitation, to support customers and clients from a hotel room during a very uncertain period. This is testament to our values and how our wonderful employees live the Yodel brand.
Michaela Simpson (Yodel):
Yes, the Indian lockdown happened incredibly quickly. And then South Africa was hot on its heels. One of the strengths we shared collaboratively was the ability to make some very decisive and quick decisions on how we were going to operate. This allowed Webhelp to deploy a robust plan at speed, which has been really successful, particularly in India, and remains so now.
Understandably, there were technical challenges to overcome, early in the process but, I think if you were a Yodel customer you probably wouldn’t have noticed a significant difference.
We made the pragmatic, but firm decision to move away from phone services to Web chat until early August, and to manage that message to our consumers. Clear joint action gave us the freedom to plan our campaigns together, knowing the road ahead and the expected timeline.
Kellyann McCafferty (Webhelp):
This helped make sure that in a short space of time all our people, in both locations, were up and running from home, or hotel based – and while we appreciate the sacrifices our advisors made, the feedback was that they were delighted to carry on representing the Yodel brand during a difficult period, and maintained high enthusiasm in delivering great service.
Cobus Crous (Webhelp):
Absolutely. Taken together across the Webhelp estate, in both India and South Africa, Yodel was one of the accounts that were 100% operational within a 72-hour window.
And I think that’s quite an achievement on its own.
Personally, I’m exceptionally proud of how my team reacted, to what was a very scary and unsettling scenario. Their attitude was: “OK, we’re going for it, we’re going to solve it!” From the moment they got their PC’s, they unpacked, connected and were ready to work the next morning! And I think that was remarkable, just how well they moved with the change. Our people are such a big part of this story.
Kellyann McCafferty (Webhelp):
In fact, this shows great resilience, as they were quickly functioning above normal business levels, when COVID actually brought much larger parcel volumes than usual.
Michaela Simpson (Yodel):
Yes, interestingly, at Yodel we were initially concerned about the negative impact COVID could have on online retail, which forms a substantial part of our business.
However, the reality was completely different. China came out of lockdown just as Europe went into it, and the expected disruption to the global manufacturing industry didn’t impact us. Suddenly home shopping habits changed completely, so we have been effectively running at peak operation, which we usually spend a significant part of the year planning and laying out logistics for.
And we managed to switch this on in a just a few hours. And since then we have maintained very, very high numbers, well above our plan!
Webhelp is a people first organisation with a commitment to make business more human, did this approach effect delivery?
Michaela Simpson (Yodel)
In the logistics industry, it’s easy for us to think in operational terms, but despite the fact that we had to make some very critical business decisions, together we have considered and prioritised the people side of our partnership. This went above the usual checks and balance for any business and has come through very strongly from the Webhelp operational teams at a grass roots level.
Thoughts for the future?
Kellyann McCafferty (Webhelp):
With Yodel, we are building a highly proactive approach to contact and delivery, which benefits from the joint operational traits of flexibility, clarity of decision making and the right balance between people and technology.
Our partnership will continue to change the way that brands look at outsourced customer service for the logistics sector, both during this crisis and as we move towards a more stable future.
