Background

In October 2021, Germany deployed DCE 2.0. Gaps and opportunities in terms of central services were identified. There were over 2500 orders monthly stuck in different status which meant that our consumer was not IQOS goods and PMI was losing revenue. Besides the revenue loss, the lack of proactive order monitoring, to ensure orders are processed and prevent consumer impact, had negative impact on consumer NPS. The underlying issue is impacting all live DCE 2.0 markets and represented lost revenue of approximately 250k monthly for the markets combined.

What was the business problem?

• Uncertainty over order monitoring process definition including roles and responsibilities.
• Undetected order orchestration/ processing root causes.
• Manual monitoring activities that lead to delays on the service (not sustainable long term).
• NPS impact due to delay on order processing and refunds.
• Increase chargeback/ disputes due to undetected system issues.
• Increase of CSC calls, escalations, and complaints due to bad consumer experience.

What was our solution?

We strongly believed in our vision to “help Sell more and help Sell better” with putting our business hat on, looking beyond “financial processes” as we understand our customers/ consumers problems are our scope. 

The cross functional team “learned by doing” and experienced unknown systems / applications and process flows.  The outcome of that experience was a global service and framework, co-created with Germany, aiming to support all DCE 2.0 live markets.

The service consists of proactively monitoring, analyzing, and identifying orders stuck or with issues (throughout all statuses), report and follow up its solution and investigate root causes.

The service is live in DE, UK and CZ/ SK.

What were the business benefits?

The activities had global impact on all DCE 2.0 Live markets as all root causes identified during monitoring activity solved global gaps.

Below the benefit realization in Germany: