Tag: customer service

  • Okada Manila and Dior Lead Philippine Customer Service Rankings

    Okada Manila and Dior Lead Philippine Customer Service Rankings

    Okada Manila topped a Philippine customer service study across 78 categories with a score of 96.87, leading a field led by luxury hospitality and global retail brands.

    Grand Hyatt Manila followed in second place at 95.57, while French fashion house Dior ranked third overall at 95.12. The benchmark, compiled by data portal Statista and the Philippine Daily Inquirer, evaluated both physical and digital operations using more than 90,000 customer reviews collected between February and April 2025.

    How the scores were calculated

    Researchers weighted the final scores equally between a respondent’s likelihood to recommend a brand and five direct performance metrics. Those five criteria, each carrying a 10 percent weighting, covered accessibility, customer focus, quality of communication, professional competence and range of services.

    Participants evaluated companies they had transacted with, visited or researched over the previous three years. The survey spanned five broad sectors: brick-and-mortar stores, online retailers, digital services, hospitality and general consumer services.

    Top performers across retail and hospitality

    Homegrown luxury furniture maker Philux placed fourth with a score of 94.88 in the home goods retail division. Shangri-La Hotels took fifth at 94.81, followed by serviced apartment operator Ascott at 94.41.

    Consumer technology and fast-moving retail also secured spots in the upper tier. LG Electronics Philippines led online home goods with 94.33, while bakery chain Red Ribbon scored 93.5 in the restaurant and leisure bracket. Japanese apparel giant Uniqlo took the final two spots in the top ten, scoring 93.38 for its physical stores and 93.30 for its Philippine e-commerce operation.

    The strong showing of physical flagships alongside digital channels mirrors a broader shift across Southeast Asian retail, where omnichannel consistency dictates customer loyalty. Premium hospitality operators and luxury apparel labels continue to command the highest marks because their operating models justify higher floor staffing and dedicated post-purchase support.

    Statista and local partners plan to track category shifts through the next evaluation cycle, where rising store automation and digital checkouts face direct consumer assessment.

  • Woolworths to Shift 130 Support Roles from New Zealand to Australia

    Woolworths to Shift 130 Support Roles from New Zealand to Australia

    Woolworths plans to shift roughly 130 customer support roles from New Zealand to Australia as part of a restructuring across the Tasman.

    The proposal includes shuttering the retailer’s dedicated customer care centre in New Zealand to streamline operations across its grocery division.

    Cost Cuts and Centralisation

    Closing the customer care facility will save the business $4.1 million by the 2029 financial year. Woolworths plans to absorb these contact functions into its Australian network rather than maintaining separate customer support centres across both countries.

    Union officials pushed back immediately against the announcement. The Workers First Union condemned the proposal as “corporate greed”, warning that local staff are paying the price for trans-Tasman cost rationalisation.

    Regional Margin Pressure

    Supermarket operators across Australasia face persistent margin pressure from elevated operating costs and cautious consumer spending. Consolidating back-office and contact centre functions allows major grocers to trim overheads, mirroring broader retail trends across the region where administrative operations are pooled into single hubs.

    Consultation over the proposed customer care shutdown remains underway ahead of the company’s 2029 financial milestone.

  • SM Group introduces first Customer Service Robot

    SM Group introduces first Customer Service Robot

    SM Group has employed its first in-mall customer service robot, at SM Megamall.

    Named Sam, the AI humanoid robot is designed to help customers with directions and information about the latest mall deals, promotions and events.

    “Innovation is what SM strives for in providing better customer service to all and we are proud to introduce our latest innovation yet,” said Steven Tan, SM Supermalls COO.

    “Sam is easy to approach and has answers to almost everything SM mall related, making shopping more seamless and fun for our customers.”

    Equipped with an advanced face-recognition technology, Sam can also make personalised greetings to customers at Mega Atrium, Mega Fashion Hall and Bank Drive.

    Customers can also chat with Sam through the SM Supermalls Facebook page 24/7 to get information on branch locations, mall schedules and promotions.

    Created in partnership with the Cal-Comp Technology, Sam will be upgraded with more functions to provide a more fun and engaging shopping experience.

  • Importance of customer service

    Importance of customer service

    The golden rule for every business man is this: “Put yourself in your customer’s place.” – Orison Swett Marden

    I know, I get it, it’s November and we need to get staff on board for our Christmas period, not too early and certainly as inexpensively as possible.

    For so many retail businesses, the Christmas trading period is the most profitable trading period of the year. This applies to both small and large businesses where typically some categories can take as much as 25 per cent of their annual sales in December, which could translate into more than half of their annual profit. Department stores included.

    Yet during this period, so many sales positions are left to the young inexperienced junior casuals who have been poorly trained, if at all, in the art of selling. The product knowledge can be mixed, their selling skills can be variable and in many cases their care factor is careless.

    So, why would a retail business, at the best time of the trading year, have the most inexperienced people on the front line, dealing with customers who are in the mood and mindset to spend, perhaps more freely than at any other time of the year? Is this good logic?

    When a retail business seeks the very best temporary sales people, invests in training them on products, the features and benefits thereof and as well as the art of selling, we consistently see a huge difference to the sales outcome.

    Although what is the commercial sense of training staff that may not be with us in the New Year?

    Well here’s the logic of investing in all staff regardless of their tenure,

    Let us assume a business decided to attract the best casuals, and employed them on attitude, paid them 20 per cent above the going rate (NSW) of $13.65 per hour and rewarded them for over achieving their sales targets, could we expect them to produce 33 per cent more sales than the normal, unmotivated casual staff that we so often see in stores at that time of the year. And the wage cost % improves in that equation.

    Weekly wage     Sales          Wage per cent

    Normal 17 yo @ award rate 30hrs pw                  $410              $2,000       20 per cent


    Motivated, trained @ $17.00 ph, 30 hrs             $510             $2,700         19 per cent

    Not only is the business ahead in pure financial terms, but in the experience that customers will have and the lasting impression of the business though having these ‘Effective People’ in your business.

    I suggest that one of the best investments a business can make around Christmas is to make sure it has the very best skills available to care for their customers in the best possible way. After all, one indifferent experience in a store is another reason to go online and avoid inferior service and sale skills, in stores.

    Train, motivate, measure and reward your casuals and Christmas sales could be as good as you hope! Put untrained, unmotivated and cheap staff to serve your customers and Christmas could be not to your liking.

  • Telstra to invest $2.3b to improve the customer experience

    Telstra to invest $2.3b to improve the customer experience

    Australia’s Telstra has revealed plans to invest up to A$3 billion ($2.3 billion) over the next few years on improving the customer experience following a wave of recent network outages.

    The operator has revealed plans to increase its capex to sales ratio to 18%, the highest since the operator was building its 3G network in the 2008-09 financial year.

    Telstra CEO Andrew Penn said the investments include plans for consumers, SMBs, domestic and international enterprise users, governments and wholesale customers, as well as both fixed and mobile networks.

    Short term actions to address frequent customer complaints will be followed by more significant and longer term investments aimed at digitising to improve the customer experience and reducing costs.

    “There are a number of immediate actions that we believe will improve customer experiences. We will simplify products and platforms – we need to retire old technology and systems that slow down and complicate how customers are served,” Penn said.

    He said investments will be aimed at evolving the network with new technologies including virtualization and increased automation. The company aims to develop a flexible, software-defined network architecture.

    The move comes as Telstra seeks to win back customers following a series of hardware-related network outages that were heavily reported in Australian media.

    Telstra had already committed A$50 million towards installing new monitoring equipment and improving the capacity of its mobile network to handle large volumes of simultaneous re-registrations.

  • Singapore customers left hanging when Asos orders fail to arrive

    Singapore customers left hanging when Asos orders fail to arrive

    She is a loyal Asos customer who has ordered from the UK website not once, not twice, but a total of 19 times so far. But the latest experience for Ms Bernie Low, a local blogger, has been nothing short of frustrating.

    Ms Low, 22, is just one of many customers who have taken to Facebook to voice their unhappiness over missing goods ordered from the retail giant in January.

    Many of these customers had placed their orders as early as the beginning of January as they were hoping to wear their new clothes for Chinese New Year. However, Chinese New Year has come and gone but there was still no sign of their clothes.

    What has been more agonising for these customers is that they have been told time and again to wait for their deliveries by different members of the Asos social media team.

    Ms Low, who likes Asos for its free worldwide shipping, affordable prices and plus-sized offerings, had ordered five items from the store on Jan 10 this year. However, her items did not arrive on the Jan 28 delivery date that is usually stated on the email tax invoice.

    Instead, she was told that delivery would be pushed back by almost one month to Feb 24. Despite this, she told AsiaOne that she had not received any of the five items on Feb 24.

    In a blog post on Feb 18, Ms Low expressed frustration at the way the Asos team was handling its customer queries.

    “Look, there has to be something that is wrong since so many orders to Singapore have all gone missing, most likely all from the same batch and shipped together. They keep asking us to send in more details to verify the order and everyone gets told to wait even longer,” she wrote.

    “Plus many, many, many other Singaporeans have faced this problem yet no one is getting a proper response. We see the exact same responses copy pasted for every single dispute. It is very frustrating.”

    Another Asos customer, Laysie Lim, 35, told AsiaOne that she had also raised her concerns with the company after her Jan 14 order failed to arrive on Feb 3. According to Ms Lim, the retailer was holding a Chinese New Year promotion at the time and offered an 18 per cent discount on purchases.

    When she contacted Asos, the designer was told that her shipment would arrive on Feb 21 instead.

    Later, she heard from two of her colleagues that they too had not received orders made on Asos. That was when she realised that many other Singaporeans had been complaining of missing parcels on the Asos Facebook page.

    Ms Lim was then told to give her order details to Asos again, but the representative who replied told her that delivery would be further delayed till Feb 26.

    “Real sorry for this delay, I hope it doesn’t cause you too much troubles – keep an eye out for the postman Laysie,” the message from a representative identified as Danielle read.

    When asked about the cause of the delay, another representative named Holly said: “We need to allow some extra time due to postal delays in your area. We’re really sorry about this Laysie”.

    In an email response to AsiaOne, the London-based e-commerce retailer did not mention that there were any obstacles for delivery to Singapore.

    Instead, a spokesperson from Asos said that the delay was caused by incorrect address labels printed by its delivery partner.

    “One of our delivery partners recently made a change to their technology that updated the way address labels were printed. As a result many of our customers’ addresses were not printed correctly and packages were unable to be delivered,” the spokesperson said.

    According to Asos, the problem was identified and fixed on the same day.

    When asked about the feedback received so far, Asos said in an email: “We apologise to any customers who are impacted”.

    For many customers, however, an answer – not an apology – is what they are looking for.

    Both Ms Lim and Ms Low said that they would continue to order from Asos despite the disappointing experience – but only if their purchases are accounted for.

    “I’m very disappointed because I really like Asos,” Ms Low said in a phone interview with AsiaOne in February, adding that she could still forgive the store if her purchases arrive by March, or if she is given a refund. In a second interview, Ms Low said that Asos had offered to give her a refund after the clothes she ordered did not arrive on Feb 24 as promised.

    But even getting a refund might not prove to be any easier.

    Although Ms Lim told AsiaOne that she had received her refund, not all Asos customers were given a satisfactory reply to their requests.

    Facebook user Jo Koh was one of many customers who left a frustrated message on the Asos page asking for a proper response. “I have been in contact with Asos since Feb 16 for an order which (was) due to arrive on Feb 4 but never arrived,” the user wrote on Feb 24.

    As her order had not arrived by Feb 23, she decided to request for a refund instead. To her disappointment, she did not receive a reply from Asos. “I am completely disappointed! Can someone please get back to me!” she wrote.

    Another Facebook user, Daryl Aw Yeong, wrote on Feb 23 that he had gotten a refund from Asos, but not without “a heck load of trouble and it wasn’t a good experience”.

    His tactic for finally getting a response? “Spamming” the Asos Facebook page, he said.

    Going by the number of complaints posted on the Asos Facebook page thus far, it seems that “spamming” is what many of its customers have resorted to doing in the hopes of getting a response from the e-retailer on their delayed parcels.

    In response to AsiaOne’s queries on Asos’ refund process, a spokesperson said:”‘Our customer care team has a full list of all those affected by this issue. Should any customer on this list advise our team that their delivery has not yet arrived, they will be entitled to a full refund.”

  • Customer service in the Retail Revolution

    Customer service in the Retail Revolution

    Traditionally, the retail sector has taken the lead in customer service excellence.

    This is because when retail managers walked about their stores, they interacted with customers and received direct feedback as part of their daily duties. However, technology is revolutionising the retail sector – online stores, social media, mobile shopping and shopping apps are changing customer expectations and the way retailers engage with their customers.

    This has led to new challenges and opportunities for today’s retailers. Through eCommerce, retailers can now reach more customers from all over the world. The fact that someone can order an item one day and have it delivered the next, sets a high bar in terms of expectations. While this can lead to a greater number of complaints that are spread through social media, it also means positive experiences are similarly shared. One thing is certain – in today’s crowded landscape, delivering excellent customer service has become a key differentiator to help retailers maintain their competitiveness.

    The retail revolution is here and retailers need to pay attention to specific issues when it comes to delivering good customer service. These include managing social media, dealing with the holiday spike, representing the customer’s voice, and having the proper tools to scale effectively.

    Social media – the customer megaphone

    Today, no business can cover up bad customer service due to the growing popularity of social media platforms, such as Facebook, Twitter, Instagram and online blogs. Every customer has a megaphone for sharing positive and negative experiences. Savvy retailers can take steps to capitalise on the positive aspects by encouraging the viral nature of social media. They should also mitigate any negative effects, by quickly responding to complaints and addressing concerns.

    Another advantage of social media is that retailers can get more accurate feedback from the customer. Some individuals may be hesitant to giving direct criticism. This means if they are unhappy with a particular product or service, instead of letting the retail manager know, they simply never return. By monitoring the right social media platforms, retailers are given an additional opportunity to discover and fix any problems.

    To leverage on social media, the retail business needs to work out who within the organisations is responsible for managing the different social media platforms. Depending on the size and type of organisation, as well as expertise of employees, this could be the marketing department, customer service teams or even just one employee. The most important thing is that every customer request made over social media needs to be responded to in a timely manner, even if it’s just to say “Thank you!”

    The holiday spike – high sales and high stress levels

    The US-based National Retail Federation revealed that some retailers can bring in 20 to 40 per cent of their annual sales in the period leading up to Christmas. And while this is fantastic news, it brings with it a whole host of problems for the company. In addition to dealing with the sudden, temporary increase in sales volume, retailers must appropriately handle customers that may be more difficult than during other periods of the year. This is because people tend to be more stressed or agitated due to the holiday rush, requiring customer service staff to calm them down. Customers also tend to make purchase decisions less thoughtfully or are less familiar with the product, resulting in more purchase regrets and returns – which also requires additional support from the customer service team.

    Zendesk’s research shows that customer satisfaction with service interactions consistently drops during the holiday season. The main reason for this “dip” in satisfaction is because the increase in shopping means that the number of customer requests per agent also increases, resulting in less time spent per customer.

    Retail businesses can prepare for the holiday spike by temporarily hiring more employees, re-distributing staff responsibilities beyond the regular customer service team, outsourcing to a partner, or investing in a customer service platform that boosts self-service capabilities and streamlines workflow. It is a good idea to have the necessary measures in place at least one month before the rush commences, to reduce likelihood of any hiccups.

    Customer advocacy – become the ‘voice’ of the customer

    Since retail companies are interacting less with their customers face-to-face, it is advisable that a team (typically the customer service department) becomes the customer advocate. This team can proactively push data to senior management on customer satisfaction surveys, reports on interactions with positive or negative ratings and other information captured by the customer service system that will help the company understand the customer better.

    For direct-to-customer retailers, the business can typically manage the customer experience easily, since they manage the entire process – from developing product features to manufacturing, marketing and distribution. For example, if many customers make enquiries about a how certain product feature works, the business can choose to simplify the product, or provide better instructions on how to use the feature.

    For retailers with a more complex distribution process, customer advocacy becomes challenging, as the retailer does not have control over the end-to-end customer experience. In these situations, customers may buy the same product from the retailers’ own outlet, online websites, or at other locations, such as department stores. However, when a problem crops up, customers do not care about the business arrangements with other partners, they just want the issue sorted out. As such, it may make sense to have a central platform (such as the retailer’s website) that deals with all customer inquiries. It also involves good communications with the various partners, to quickly make the referral and ensure the customer’s problem is dealt with.

    Scaling without spending

    As a retail business grows, high volumes of transactions can make customer service challenging. The customer service team must be able to scale to support these increasing transactions, preferably without increasing headcount. This is where good customer service solutions are required – processes that are simple so non tech-savvy customers and agents can use them. These include self service capabilities (like customer FAQs), templates so agents can respond quickly to standard inquiries and the ability to check agent performance, in particular with new employees or during the holiday season.

    Customers should receive a consistent experience, whether they contact the business via email, phone, website or social media. As companies scale, it is also important to have the right reporting tools. These can gather metrics such as top contact reason, contacts per week, average wait time, time to close the request and customer satisfaction. Such information can support key business decisions.

    The retail industry has gone through significant changes in recent years, operating with heightened customer expectations in an environment that is more global and public than ever before. Without doubt, there are likely to be more changing trends in the near future. By continuing to deliver excellent customer service, retailers can leverage on these dynamic trends for positive business outcomes.

  • Accenture and Quick Retailing be a part of forces to develop digitally enabled shopper providers

    Accenture and Quick Retailing be a part of forces to develop digitally enabled shopper providers

    Quick Retailing, the dad or mum firm of Japanese trend chain retailer Uniqlo, is forming a three way partnership with administration consulting agency Accenture to speed up the digital innovation of shopper providers for its clients globally.

    Increasing on a long-standing relationship, the 2 corporations will discover methods to increase their collaboration to ship personalised buyer experiences throughout all of Quick Retailing’s retail channels.

    Quick Retailing – which has operations throughout Asia, Europe and the USA – owns seven main manufacturers: Uniqlo, GU, Principle, Comptoir des Cotonniers, Helmut Lang, Princesse tam.tam and J Model. To enhance the personalised multi-channel expertise for Quick Retailing’s clients, Accenture will assist the retailer develop new digital enterprise fashions that embed buyer innovation, knowledge analytics and digitised operations in product improvement, merchandising, manufacturing, logistics, advertising, gross sales and customer support. This could allow shoppers to pick, attempt, buy and obtain services anytime and anyplace, which is a key goal of Quick Retailing’s working mannequin.

    As a part of the initiative, Accenture will assist Quick Retailing construct a cloud-based know-how platform, together with provide chain and buyer relationship administration techniques, to gather actionable buyer insights that may allow the personalisation of the client expertise. The know-how, together with provide chain and buyer relationship administration methods, will probably be absolutely reworked as a cloud based mostly infrastructure. Accenture Digital will present the digital commerce, mobility and analytics capabilities wanted to rework the client expertise.

    Underneath the joint initiative, Accenture may even assist Quick Retailing practice and recruit the expertise mandatory to construct an enhanced buyer expertise staff, looking for candidates with expertise in digital applied sciences together with mobility, analytics and cloud. As well as, the 2 corporations will set up an advisory panel that features main teachers, opinion leaders and start-up corporations to assist form Quick Retailing’s future digital providers for its clients.

    “We’re pursuing a coherent technique to determine an revolutionary enterprise scheme that seamlessly combines actual and digital markets and to take the lead within the altering retail business,” stated Tadashi Yanai, Chairman, President and CEO, Quick Retailing.

    “By way of this collaborative framework with Accenture, Quick Retailing will globally current and introduce the potential of an revolutionary enterprise mannequin past the retail business and speed up creating the world’s main direct enterprise mannequin. Quick Retailing, partnering with Accenture, will improve retailer technique, create a state-of-the-art provide chain community and develop progressive expertise to satisfy the buyer calls for within the period of digitalisation.”

    “Immediately’s retail clients are a formidable pressure with shifting expectations, demanding a seamless expertise – whether or not in shops or on-line – that’s on their phrases. Main retailers know that digital is the important thing to creating the seamless expertise clients need, and we’ll work with Quick Retailing to make sure they’re making sensible funding decisions to create new worth whereas making certain environment friendly and efficient operations throughout their complete organisation,” stated Gianfranco Casati, group chief government, Progress Markets at Accenture.