In 2013, DSV achieved distinguished results once again – in a market characterised by low growth. Going with the flow to achieve good results is easy when growth is booming. It is far more difficult to live up to our declared growth strategy when trends are moving in the opposite direction. This requires extraordinary strength, which DSV’s employees have proved that they possess – once again. Well done!
The difficulties are not over, however. We are constantly shuffling the deck to create new opportunities – and occasionally we are dealt new cards.
Over the past year, we have carried out a series of important acquisitions to bring in an additional handful of large and small players, so that DSV today has its own offices in 75 countries all over the world. DSV has been and will continue to be a de-centralised organisation. The individual countries are masters of their own house, they know their local markets better than anyone and therefore have “free rein” to operate at their own latitude. On the other hand, we find it unacceptable if customers experience fluctuating quality in the services provided by different divisions or countries.
Customers’ perception of DSV
As part of a management seminar we interviewed five of our key global customers to learn more about how they perceived DSV’s service level and communication with customers. Customers are generally positive about DSV and perceive us as the global operator who best meets their needs. At the same time, several of them stated that our company should act as one, and that the quality of our services should be consistent – regardless of the customer’s importance to DSV: the level of business the customer has in the countries concerned should have no effect on how their cargo is handled by different countries.
Collaboration across borders
We are already One DSV. All companies and all countries are gathered into one common group that appeals to the market as a single entity. That said, we must and can become better at internal collaboration so the requisite separation into independent cost centres and divisions does not become a drawback for our customers. And we should not obstruct one another but work together instead – both conceptually and in our encounter with customers. We must remember that what is good for one division is also good for the other, plain and simple!
From our day-to-day relationships with customers, we know where we need to tighten up and are also aware of where we do an excellent job. But it is also illuminating to hear five key customers express some of the same perceptions. We will include their viewpoints in our future efforts to improve the organisation and raise the level of quality so that our customers also experience that we are one DSV.
Jens Bjorn Andersen
Read the rest of the editorial in the corporate magazine, moves