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From Necessity to Strategic Driver
Market Trends and Challenges inAfter Sales & Reverse Logistics
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From Necessity to Strategic Driver
Market Trends and Challenges inAfter Sales & Reverse Logistics
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Contents
3 Foreword
4 Methodology
6 Market Trends and Key Challenges
10 Strategy & Target Picture
13 Solutions, Processes & Initiatives
14 Customer Interaction & Satisfaction
15 Return Management
18 Logistics & Repair
20 Cross- & Up-selling
21 Warranty Management
24 Monitoring & Transparency
26 KPI Overview
28 Conclusion & Outlook
29 About Deloitte
30 About arvato
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After Sales: From Necessity to Strategic Driver 3
Foreword
When looking at current market developments, the after
sales and reverse logistics function faces several chal-
lenges: increasing return volumes due to more complex
devices and changing shopping patterns; ever higher
pressure on process efficiency and costs per incident
to contribute to internal cost cutting programs; rising
importance as a core customer touch point shaping
brand perception and customer experience; increasing
need to efficiently steer outsourcing partners in order tooptimize outsourcing benefits; to name just a few.
To successfully master these challenges, after sales and
reverse logistics will require greater managerial, even
CxO, attention in future. The strategic focus will have
to be reviewed, with the strategic transformation of
after sales into a profit center as a major development
occurring today. Additionally, an integrated end-to-end
perspective needs to be in place, providing transpar-
ency for reporting and monitoring, to accommodate
for increasing customer needs and facilitate an efficient
steering and operations model in the whole after sales
and reverse logistics chain.
Deloitte as the largest professional services firm in the
world and arvato as one of the leading supply chain
outsourcing partners in after sales and reverse logistics
have therefore teamed up to assess the current status as
well as aspirations of after sales and reverse logistics at
high tech companies. We have asked 25 global players
for extensive personal interviews to derive a comprehen-
sive picture and outline priorities.
Our survey assesses two key imperatives to determine
the direction high tech companies are heading todaywhen it comes to their after sales services and reverse
logistics: the strategic perspective as well as the opera-
tional measures to realize the formulated strategy. We
have been asking specifically for previously implemented
initiatives as well as initiatives planned for the future
to derive a comprehensive picture at each of the inter-
viewed companies.
We hope you find the results interesting and they will
lead to discussions about your own path in after sales.
Please do not hesitate to get in contact with us to dis-
cuss these topics on a broader scale.
After sales has long been just an af-terthought to sales and marketing but today more and more OEMs have
started to realize its real strategicimpact
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4
Methodology
Sample and Interview Design
In total, 25 high tech companies across Europe were
interviewed by Deloitte, mainly B2C-focused OEMs in
sub-segments covering IT hardware (48%), imaging
(14%), household appliances (19%) and audio (19%)
(fig. 1).
Interviewees were invited to participate based on their
end-to-end responsibility in after sales and reverse logis-tics. This enabled us to discuss back office as well as
customer facing topics. Questions were posed to both
understand strategic direction and to provide opera-
tional insights. The questionnaire comprised open and
closed questions, from subjective assessments of own
performance to maturity evaluations. The interviews of
90 to 120 minutes were conducted face-to-face.
Survey Framework and Structure
The survey has been structured into four sections, cover-
ing
perceived trends and challenges (to determine current
hot topics and themes)
after sales strategy (to analyze the varying strategies
pursued by participants)
after sales processes (to assess which initiatives are inplace to reach set goals) and
Key Performance Indicators (KPIs) (to determine to
which extent a need for change in strategy and pro-
cesses exists)
Audio
Household appliances
Imaging
IT Hardware
48%
19%
19%
14%
Fig. 1 Interview coverage by industry
(in % of participants)
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After Sales: From Necessity to Strategic Driver 5
In order to ensure a holistic view on relevant services,
we developed a detailed after sales and reverse logistics
value map which served as a roadmap for the inter-
views. The value map follows the basic returns process,
from the end customer via customer service interactions
to logistics services that transport a device to a repair
center. Once repaired, the product is shipped back to
the end customer (or restocked in logistics warehouses
in other instances) (fig. 2).
End Customer
Technical assistance
Transportation options(send-in/pick-up)
Track & trace
Customer Service
(via web/CC/POS)
Issue identification
RMA creation
Routing decision
Logistics Hub
Release SWAP
or
Consolidateinto bulkshipment
ReplenishSWAP pool
or
De-consolidatebulk shipment,kitting & send
to EC
Repair Center
Repair
Fig. 2 Key returns processes (simplified illustration)
EndCustomerwithDeviceIssue
Customer Service Logistics Hub Repair Center
Front End Services
Tech service
RMA creation
Status updates
Online Portal ShopCall Center
Contentmanagement
Payment handling
DOA/OOW checkIssue identification/
NFF screening
Channels Routing to appropriate repair center
Shipment building
Tracking
Shipping
Swap stock management
Inventory management
Warranty claims management
OOW management
Warehousing
Central hubsCollection hubs
Hub Configuration
Decision about repair/asset recovery
Spare parts management
Repair Planning & Management
Quality controlRepairs/
Refurbishment
Repair
Second usage/Resale
Scrapping/Recycling
Asset Recovery
Repair Level
Screening
Management Services
Monitoring/Reporting/Systems
Warranty Management
Cross-/up-selling
Additional service offerings
Revenue Generation
Product lifecycle management
Feedback to product design
Product Management
Reporting
IT integration
Reporting Network/provider
managememt(across countries)
Back End Services
Transportation
Swap service On site repairExpress service
Collection & Delivery
Send in Pick upDrop off Level 1 repair Level 2 repair
Service Options
Fig. 3 After sales configuration map
For the purpose of this study, these process steps were
further detailed within the after sales and reverse logis-
tics configuration map, describing all main processes
and process configurations along the returns process.
Each of these steps was then evaluated in greater detail
regarding current status and importance, challenges and
ongoing or planned initiatives (fig. 3).
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After Sales: From Necessity to Strategic Driver 7
Pain Points & Barriers
When asked about their current pain points, the most
often mentioned challenge is related to the rising impor-
tance of emerging markets. For the EMEA region, after
sales and reverse logistics operations in Western and
Central European countries are in most cases already
well established. The challenge, however, is how to
build up and organize after sales in new countries l ike
Russia, Turkey, the Middle East or Africa. Here, previouslyunknown challenges appear while business is growing in
those markets, creating an urgency to establish efficient
after sales operations. Finding new, reliable partners in
these markets as well as establishing an efficient net-
work in light of different legal, tax and customs regula-
tions creates a major headache for after sales executives.
Another often mentioned pain point is spare parts. Fast
and efficient delivery of spare parts is generally impor-
tant, but especially crucial in more B2B-like relationships
as pressure to fix products quickly without further inter-
rupting the customers business is high. Ensuring avail-
ability of spare parts for products with a long product
lifetime and appropriate spare parts pricing are further
concerns in this area. Since keeping inventories with
spare parts is a major cost item for after sales opera-
tions, forecasting and optimizing spare parts usage are
capabilities that are extensively sought after (fig. 5).
Setting up and managing after salesand reverse logistics operations inemerging markets is amongst the key
pain points.
0%
5%
10%
15%
20%
25%
30%
Pressure
by retailers
CostsBusiness with
non-EU
countries
Management
of transnational
processes
Speed of service
(e.g. TAT,
lead times)
Spare
part delivery
Emerging
markets
25%
20% 20%
15%
10% 10% 10%
Fig. 5 Key pain points in after sales
Question: Which are the main pain points when thinking of after sales and reverse logistics at your company?
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When asked about major barriers that prevent from
tackling these and other after sales and reverse logistics
pain points, the lack of respective financial resources
was mentioned most often. However, there are a
number of barriers related to the standing of after sales
in the overall organization that prevent some of the
pain points to be solved, be it the organizational set-up
(e.g. as a cost center instead of a profit center with cor-
respondingly less responsibilities, or the set-up of localsubsidiaries with separate P&L responsibility, therefore
limiting the influence of central after sales departments
on processes and policies for a cross-national optimiza-
tion), internal systems or capabilities, or general lack
of internal recognition and awareness. Additionally, in
many companies after sales-related responsibilities are
separated across different organizational units, therefore
in the worst case creating several silos with different
goals and objectives instead of one dedicated after sales
unit (fig. 6).
0% 15%10%5% 20% 25% 30% 35%
Power of retailers
Insufficient IT-systems
Insufficient capabilities of call-centers (e.g. new channels)
Finding new partners
Complex market structure (number of players)
Interaction between call-center and repair
Complex supply chain (because of outsourcing, growth)
Country differences
Low product price (repair not justified)
Dependence on parent company
Lack of internal awareness
Controlling approach (cost-center)
Customs, tax and legal issues across countries
Financial resources 31%
13%
13%
19%
13%
6%
6%
6%
6%
6%
6%
6%
6%
6%
Fig. 6 Major barriers to tackle after sales pain points
Question: What are the biggest barriers to tackle these pain points? (internally as well as externally)
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After Sales: From Necessity to Strategic Driver 9
Management Awareness
When asked directly for the degree of management
awareness for after sales and reverse logistics, most
respondents feel that their function gets only moderate
attention. Respondents where after sales gets some or
full awareness are generally more satisfied with their
after sales operations and are also more successfully
measured by key after sales KPIs.
Reasons for the rather low awareness are that after
sales is still associated as a cost factor rather than a tool
to drive customer satisfaction and create additional
revenues, reflected conversely also in the dominance of
sales in most OEM organizations. As long as after sales
processes run smoothly and no major problems arise,
after sales is viewed as a lower priority (fig. 7).
0%
10%
20%
30%
40%
50%
Full awarenessSomeModerateLittleNo awareness
25%
19%
0%
13%
44%
Fig. 7 Top management awareness
Question: What is the level of awareness and support from your top management in after sales and
reverse logistics?
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10
Strategy & Target Picture
Targets and Objectives
While in the past years a cost focus was prevailing for
after sales and reverse logistics, this has now been
changed in favor of a means to improve customer sat-
isfaction (assessed overall as very important by inter-
viewees). More and more companies realize that after
sales holds an important lever to shape customer experi-
ence and brand awareness. With customer retention
being less costly than new customer acquisition, after
sales can contribute significantly to assure direct cus-
tomer contact and steer the customer lifecycle (fig. 8).
On the second rank of importance we find after salesservices as a means to differentiate the core product.
Due to the fact that most product features are nowa-
days easy to imitate in the considered industries, it has
become difficult to create a lasting competitive advan-
tage by the products themselves. Value-added services
come into the focus, and with service still often being
people business, it is harder to imitate.
Cost savings still remain high on the agenda of the inter-
viewed high tech companies. Outsourcing initiatives and
web-based solutions offer significant potential to lower
cost in after sales and increase efficiency. Budgets need
to be kept under control, generating the need for inno-
vative cost-cutting measures.
Two objectives which receive only moderate attention
are revenue generation as well as flexibility and scal-ability of the after sales function. Revenue generation
in after sales is mainly extended warranties, additional
service packages as well as cross- and up-selling (in out
of warranty cases). However, potential conflicts with
retail partners still limit direct activities of OEMs towards
end customers. With retailers often being the most
important sales and after sales channel, and often the
only one with a direct access to the end customer, their
power to put pressure on OEMs is large. Nevertheless,
via the sale of accessories (often an unattractive business
for retailers due to limited volumes) and increased focus
on direct end customer contact (e.g. via incentivizedregistration of products), we will see revenue generation
becoming an ever more important target in future.
The importance of being able to quickly flex up or down
after sales operations receives markedly different ratings
between large manufacturers compared to mid-sized
ones. The more products are in the market, the higher
the risk of a massive impact on after sales when product
failures and recalls occur. For large manufacturers this
tends to be the reason why e.g. call center and repair
capacities can be adjusted within short time to quickly
respond to demand.
Customer satisfaction is the most im-portant objective in after sales, clearlyleading before cost efficiencies.
Mean (total)
0
1
2
3
4
5
Revenue
generation
Flexibility/
scalability
Cost
savings
Product
differentiation
Customer
satisfaction
3.4
3.0
4.7
4.34.2
Fig. 8 Importance of targets for after sales strategy
(scale 1 very unimportant to 5 very important)
Question: Which are the targets/objectives you are pursuing in after sales?
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After Sales: From Necessity to Strategic Driver 11
Strategic Picture for After Sales
When asking for strategic priorities for concrete after
sales improvements in the participating companies in
the next three years, two topics show up most fre-
quently: the interlink with product management and
improvement of process management. The first one
relates to a stronger relationship and information flow
between after sales and product lifecycle management
to create service-oriented product design, and integratevaluable customer information for continuous product
improvement. Furthermore participants mention that a
strong product management is the best means to avoid
product returns, with an investment leading to a better
return in product management than in after sales. The
second strategic topic relates to process improvements,
mainly to achieve cost efficiencies, but also to support
customer satisfaction measures and contribute to the
effectiveness of the organization (fig. 9).
Further importance is given to customer facing elements
including direct customer interactions (e.g. extending
e-channel services) as well as expansion in service offer-
ings (e.g. differentiated service levels which might also
be charged for). Due to an increasing price pressure
companies strongly emphasize cost efficiency as a major
goal which is also inherent in issues like product qual-
ity (reduction of costs of non-quality). IT investments
planned by the participants have different objectives,
ranging from an enhanced customer data collection to a
general system consolidation to optimize IT usage.
Interlink with product managementand improved process managementare frequent elements of the after sales
target picture.
0% 15%10%5% 20% 25% 30% 35%
IT investments (ext.)
Improve customer experience
Organizational change
Increase customer satisfaction
IT investments (internally)
Cost efficiency
Improve product quality
Extend direct end-customer channel
Expand service offerings
Improve process management
Strengthen product management 29%
29%
24%
24%
19%
19%
19%
14%
5%
19%
10%
Fig. 9 Strategic target picture elements mentioned by survey participants (in % of answers)
Question: What does your target picture for after sales services for the next years look like?
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12
Deloitte Point of View Strategic Picture After Sales Service
In many cases the efforts to professionalize after sales service business are significantly underestimated. The start-
ing point of a successful transition is the adjustment of current business strategy and its underlying value delivery
model. Depending on the selected value delivery model and extent of performing after sales service internally the
impact on related enterprise functions varies. Nevertheless, major barriers to implement are the organizational as
well as the cultural shift required (fig. 10).
Project Case
Recently, a US machinery manufacturer, operating a standalone after sales service business unit bought a com-
petitor with an embedded value delivery model. The successful integration of the acquired after sales service
business resulting in improved on-time delivery performance by 30% and reduced spare parts backorders by
25% was achieved by:
Adjusted business strategy, re-dened value delivery model and its underlying steering model by adding and
tracking service related performance and incentive targets
Separated after sales service-related functions, changed organizational set-up and intensive change management
activities to shift culture on all levels Differentiated value delivery processes to consider different speed of business between prime and after sales ser-
vice products
Product sales are the major driverof organizational value
Services predominantly leveraged to
enhance product sales/extension
Virtual or subservient Services P&Ls Operating model structured around
product-oriented core
Services profitability is a major driverof organizational value
Services holds true P&L accountability
and control
Operating model structured aroundservices-oriented core
Solutions profitability is the major driverof organizational value
Both Products and Services are leveraged
to deliver Solutions
Operating model is structured aroundSolution types some are more Product-oriented in nature, others are Services-oriented
Service as a Bolt-on
Abilityofservices
to
drivevalue Segment
Management
Adaptive
Standalone
Transitional
Embedded
Model 1 Model 2 Model 3 Model 4 Model 5
Service as a Business Service is the Business
Fig. 10 Value Delivery Framework
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After Sales: From Necessity to Strategic Driver 13
Solutions, Processes & Initiatives
We asked for an assessment of different parts of the
after sales and reverse logistics value chain, both regard-
ing importance of this area and own performance in
this area. Customer interaction processes are rated as
most important. While participants own performance
is already seen as high, this field still yields the highest
relative gap between importance and performance next
to monitoring & transparency. Other key processes of
return qualification & routing and reverse logistics &repair are also seen as important, but their performance
does not drop significantly below the importance rating.
In general, this picture shows that across the complete
value chain, perceived performance lags behind impor-
tance of after sales process elements, which reveals sig-
nificant potential for improvement (fig. 11).
Importance
Performance
0
1
2
3
4
5
Cross- andup-selling
Warrantypolicies
Reverselogistics & repair
Returnqualification
& routing
Monitoring &transparency
Customerinteraction &
satisfaction
4.0
-15%
Gap
-22%-8% -11% -7%
-13%
4.7
4.3
3.3
4.0
3.73.9
3.5
3.9
3.6
3.0
2.6
Veryimportant
Very un-
important
Bestpractice
Average
Below
average
Fig. 11 Importance and performance assessment along the after sales value chain
Question: Please rate the following topics in after sales regarding their importance for your company. What is the current performance/status
of your company in these areas compared to your competition?
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14
This improvement potential is also reflected in dedicated
initiatives within some of these areas, in order to reach
strategic goals or mitigate market challenges or pain
points. These initiatives range from e.g. improving the
channel mix in customer interactions to changing the
set-up of logistics and repair networks. Other initiatives
span across multiple parts of the after sales value chain
to reach higher integration and transparency of the
process, to achieve a holistic customer view and more(cost-)efficient processes (fig. 12).
Customer Interaction & Satisfaction
Customer Satisfaction
As seen in the strategic objectives before, customer sat-
isfaction and interaction have the highest priority in after
sales among survey participants. Additionally, they see
significant improvement potential in this field.
One of the biggest areas of concern and activities is the
direct customer contact via an online channel and social
media in particular. While a high degree of responsibil-
ity with the online channel is seen in the after sales
organization, the social media strategy lies with general
management. This is due to the fact that today, social
media affects nearly all areas of a company and needs
proper internal policies as well as adequate monitoring
and reporting tools. After sales management should
nevertheless seek an active stake in the definition of this
strategy, as customers demand and highly benefit from
state-of-the-art interaction with OEMs.
Another topic often raised during interviews is the
evaluation of centralization possibilities for regional call
centers. While for easy-to-handle customer inquiries it
is basically regardless where a call center is located, formore complex issues participants experiences show that
well-trained staff is essential and often hard to obtain.
Additionally, the insufficient coverage of languages at
most call center operators makes it often necessary to
remain with a more fragmented call center structure.
To further improve and integrate cus-tomer interaction possibilities, compa-
nies increase their efforts regarding e-channels and social media solutions.
Customer service
Repair
Transportation/logistics
Management services
After SalesInitiatives
Strengthening online-self-support solutionsincl.social media
Identifying ways to exploit up-/cross-sellingpotentialwithout risking relationships with dealers
Centralization of regional call centers
Establishing central distribution centers or partswarehouses
Improvement in collaboration with partners to provideadditional services (E2E customer experience)
Improve track & trace transparency
NFF reductioninitiatives that optimize current proceduresfrom a technical point of view (early identification, diagnostics
also training) as well as better educating the consumerabout product use
Evaluation of swap-models
Centralization of repair centers
Actively generating and using customer after sales informationto facilitate client lifetime viewas well as linking &utilizing consumer informationacross the company
Improve interfaces to partner systems
Expansion of warranty-buy-out solution
Fig. 12 Important after sales initiatives of market players
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After Sales: From Necessity to Strategic Driver 15
Return Management
Returns via Retailers versus Direct Returns
Configuration of the return channel is crucial for most
efficiency improvements in after sales only channels
that can be influenced by the OEM can be improved to
fit better into the overall after sales process. While it dif-
fers significantly between product groups and the con-
figuration of an OEMs forward supply chain, the major-
ity of high tech manufacturers depend greatly on retailas their most important return channel (51% of returns
from participants come via retailers, versus 33% direct
returns). Advantages of this set-up are that retailers are
taking over responsibility to register and bundle returns
from end customers, therefore relieving OEMs from
the burden of establishing extensive customer contact
center and pick-up solutions. However, this means also
losing direct contact to end customers and being less
flexible in optimizing the returns process. Participants
are confident that their direct-to-customer processes
are both faster and achieve higher customer satisfac-
tion than processes that include channel partners. Thisexplains that more than 40% of participants indicate
that they would prefer to change their return channel to
receiving more direct returns from end customers.
For retailers, on the other hand, serving as a service
channel is often seen as generating non-profitable
efforts and tying up resources. However, many retailers
also see the benefits of generating additional footfall
in their stores and creating additional customer touch
points, which can in turn be used to generate more
sales. Therefore, attempts at increasing the share of
direct returns by OEMs are often met with resistance by
retailers (fig. 13).
Gaining control over the return pro-cess as early as possible helps tomanage the process more efficiently.
Directly from end-users
Through retail
Through d istribution
Other
Change towards direct
returns desirable
No immediate change
required
52%
33%
5%
10%
57%
43%
Fig. 13 Share per return channel and desired changes
Question: What are the key returns processes in your business(share in %) and do you see any need to change those shares?
Share per return channel
Desired changes
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Screening Along the Return Process
One of the key benefits of having more control over the
return channel is the ability to set up additional screening
checkpoints. With NFF rates (Non Failure Found) between
1% and 45%, there is still significant potential for early
screening of returned products to sort out non-faulty
devices and therefore reduce transportation and process
costs. The great majority of participants do have screen-
ing processes in place; however their position within thereturn process differs significantly. In case of direct end
customer returns, contact centers of most OEMs do try
to solve the problem directly to eliminate the need for an
actual return shipment. In case of retailer returns, there
is often no screening established at the point of sale, but
only further down the process when first transportation
costs have already occurred. However, some OEMs have
been successful in setting up partnerships with retailers
to train point of sale (POS) staff in problem identifica-
tion and resolution, so that smaller issues (e.g. firmware
updates) can be realized on site.
Regarding the set-up of screening gates within the
reverse logistics chain, participants use different strate-
gies of either having decentralized gates to identify NFFreturns as early as possible, or having centralized gates
(mostly together with their repair operations) to reduce
the complexity of the network and the number of
screening facilities. Best performing manufacturers usu-
ally have at least some elements of early screening, be it
at the retailer site or in the first logistics hub (fig. 14).
0%
20%
40%
60%
80%
100%
No
14%
Yes
86%
Implementation of screening processes Approach to screening
6%Differences
by product
Central
Hybrid
Decentral
39%
33%
22%
Fig. 14 Screening process
Question: What check points and (NFF screening) processes have you implemented to reduce your returns?
How important is that to you?
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After Sales: From Necessity to Strategic Driver 17
Deloitte Point of View Return Management
Return management experience plays a key role in shaping overall customer satisfaction, brand loyalty, and future
purchase decisions. Studies show that only every second company is able to fully reap the hidden benefits of
returns to lower costs and increase revenue. Industry best practices illustrate that it is essential to measure, track
and manage return management performance. Various project examples prove that managing returns actively
right from the beginning promises the most cost saving potential. Therefore processes built consequently around
mechanisms such as RMAs (Return Material Authorization) successfully streamline return management processes,
reduce turnaround times for repairs and keep unnecessary organizational costs at a minimum.
Project Case
In 2011 a US high tech company reviewed its reverse supply chain practices to improve after sales services, costs
and time to increase customer satisfaction. Due to eco life cycle and disposal regulations the number of returns
increased. Improvement potentials such as reduction of cost of doing repairs by 15% and reduction of repair
throughput times by 35% were found and realized in the return management process. Main project steps to
improve were:
Understand individual customer expectations and re-dene return policies and guidelines accordingly
Identify preferred channel of support (low touch/high touch) and re-dene frontend customer support channel
and processes. Introduce RMA mechanisms to optimize return processes and also trace back financial implica-
tions. Develop customized return IT module
Re-design organizational structure of return management department and allow only trained service staff tohandle customer facing activities
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18
Logistics & Repair
Infrastructure Set-up
For most interview partners the decision on repair
facilities is a very important and equally difficult one.
Declining sales in economically difficult times, rising
labor costs, falling sales prices, an extension of low-end
product categories for emerging markets all of these
developments lead to lower repair volumes making effi-
cient repair centers at locations close to the customer a
challenge.
Therefore it is not surprising that 42% of the respondents
state a hybrid model for their EMEA operations depend-
ing on the repair demand in each country, existing infra-
structure, cost of logistics, tax and customs issues, as well
as customer expectations. The latter is actively shaped by
some companies, who e.g. announce turnaround times
of 10 days, but manage to deliver a product back to their
customer within 6 or 7 days. This way they exceed expec-
tations and avoid dissatisfaction by customers (fig. 15).
Due to the developments given above, respondents
expect a shift towards a more central approach of repair.
However, co-operation models with competitors are also
stated as a way to create value for all involved parties.Successful models are not reported yet, also not regarding
spare parts which are a capital-intensive facet of the repair
business. There is still a long way to go in this respect.
Nevertheless, depending on the specific product, the
choice between central or decentral approaches can
be easier. In general, the larger and more difficult
to move a product is, the more decentral the repair
approach will be. Companies which have to rely on a
decentral approach report back difficulties in finding
cross-regional outsourcing partners, as margins are still
falling. In the case of low-value products, swapping at
the POS prevails, with no need to maintain decentral
repair facilities. More and more companies think about
swapping with refurbished ware, which highly depends
on customer acceptance (and educating the customer
respectively), however.
Repair infrastructure is caught be-tween the contradictory goals of excel-lent customer service versus cost re-
ductions.
0%
20%
40%
60%
80%
100%5% Differences by product
Central
Hybrid
Decentral
32%
42%
21%
Fig. 15 Approach to repair(in % of answers)
Question: Does your repair infrastructure follow a central or decentral
approach?
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After Sales: From Necessity to Strategic Driver 19
Deloitte Point of View Logistics & Repair
After sales logistics excellence is the process of planning and aligning service parts inventories, resources, and
processes to ensure optimal customer service and response with minimal risk and cost. Key success factor in the
repair management business is the right balance between repair labor costs and transportation as well as material
or swap costs. Based on project experience, historically grown repair networks often cannot efficiently cope with
rapidly changing market requirements and product innovation cycles. An efficient repair network requires flexible
front end (troubleshooting/break-fix) solutions and an aligned backend structure with the right skills and capacities
at the right network level (fig. 16).
Project Case
An equipment manufacturer assessed its spare parts supply chain and repair network. Considerable optimization
potential was found in improving on-time delivery performance by 20%, a reduction of non-moving inventory by
20% and in relatively high repair costs due to a decentralized repair network. Key development actions were:
Re-design warehouse network structure and inventory ownership to consider customers lead time requirements
and optimize inventory, warehousing and transportation costs
Develop strategic repair network to cover market and technology requirements at an optimum of repair costs.
Consolidate repair activities accordingly
Link spare parts and repair demand planning with inventory and repair capacity planning. Integrate inventoryplanning where item categorization includes criticality and part failure rates to differentiate customer service
levels to optimize end-to-end and repair costs
NetworkDesign
OrderManagement
Product DataManagement
SupplierManagement
DistributionOperations
PARTS SERV
ICE
ReverseLogistics
InventoryManagement
Remanu-
facturingFoundations
Enablers
Execution Processes
Results
Spare Parts
Logistics Chain
Fig. 16 Deloitte Parts & Service Management Framework
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20
Cross- & Up-selling
Exploiting Customer Interactions
After sales is one of the few instances during a customer
life cycle where there is a direct contact between OEM
and end customer. Therefore, it is crucial for OEMs to
use this interaction not only to improve brand percep-
tion and customer satisfaction, but also to exploit
potential to generate additional revenue. There are four
basic possibilities to employ cross- and up-selling during
after sales transactions:
Service upgrades: Sell upgrades for the service inci-
dent, e.g. faster turnaround times, more convenient
shipping options like home-pickup (for in-warranty
repairs, there are legal restrictions in some countries as
to how to design such offers)
Accessories and consumables: Use the product-related
interaction to offer product accessories (e.g. cases) or
consumables (e.g. batteries, ink)
Product upgrades: Especially for out of warranty cases,
offer to upgrade to a new (or better) product instead
of repair
Other sales: Use the customer interaction to sell prod-
ucts unrelated to the specific service incident due to
a lack of CRM data however it is hard for most OEMs
to create relevant offers for end customers, and with-
out such capabilities this cross-sell approach can easily
lead to a rather negative customer experience
However, there are several factors that lead to a very
reserved approach to cross- and up-selling amongst the
majority of participants (fig. 17).
One is the lack of internal capabilities. Contact center
staff at OEMs is mainly trained to provide technical assis-
tance, whereas sales requires very different skills fromagents. Additionally, several participants mentioned that
their contact center systems do not support sales activi-
ties, e.g. missing interfaces to billing solutions or CRM
capabilities to generate customer-specific offers. Also,
in a number of companies the after sales interaction is
not seen as the appropriate channel to pursue sales,
for fear of alienating customers in a critical situation.
However, examples of other companies show that with
a more sensitive approach to cross- and up-selling this
can actually be perceived as bringing additional value to
the interaction, especially when offers match customer
needs.
Channel Conflicts
Another major factor is the intention to avoid channel
conflicts with retailers. Most retailers have a very critical
view on OEMs trying to establish direct sales channels
with end customers. Especially in an after sales situa-
tion when the OEM is providing service to a customer
who originally bought at a retailer, employing cross- and
up-selling can easily be seen as an affront to retailers.
Therefore, fearing retaliation (e.g. de-listing of certain
products) leads to a very conservative approach to
cross- and up-selling of most OEMs, mentioned by 44%
of respondents. The exception from this are serviceupgrades or accessories and consumables, which are
often not carried by retailers and therefore dont create
a direct competition.
Cross- and up-selling can be a majorrevenue driver but lacking capabili-ties and potential channel conflicts are
currently keeping it out of focus.
Always
OftenModerate
Rarely
Never
36%
7%
0%
29%
29%
Fig. 17 Exploitation of cross- and up-sale opportunities
Question: To which extent do you leverage after sales contacts with
customers for cross- and up-sale opportunities?
What potential do you see in that?
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After Sales: From Necessity to Strategic Driver 21
However, in light of the changing retail landscape most
manufacturers are also getting ready for a time when
established retailers will have less power due to the
increasing importance of online channels, which also
facilitates direct sales to end customers. Therefore, 25%
of participants mention that they would like to increase
cross- and up-sale activities in the future, both to gener-
ate additional revenue and to gain more end customer
contact. Direct contact with end customers is seen ascrucial in order to generate customer insights, drive
customer loyalty and facilitate re-purchasing decisions.
Therefore, building up internal CRM capabilities and
increasing the number of customer interactions along
their life cycle are key strategic goals for leading OEMs,
which will undoubtedly also lead to an increased signifi-
cance of cross- and up-selling in after sales.
Warranty Management
Potential and Risk in Warranty Buy-out
More than half of the survey participants see risks in
their out of warranty business today. This is especially
due to the fact that they have no or only very limited
control over it: Third party repair providers decide on
price setting and repair handling individually, bearing the
risk of compromising customers based on their behavior.
There is only limited visibility of out of warranty repairs
for OEMs, as reporting and monitoring is often not fixed
in outsourcing contracts. If done in-house, some respon-
dents state that out of warranty repairs could become
major cost factors, because spare parts need to be kept
to ensure repair capabilities even after the product life-
cycle might have ended (fig. 18).
On the other side, a majority of participants sees a largepotential for their out of warranty business. While only
few offer out of warranty repairs to facilitate customer
satisfaction and retention, others use or want to use it
to support overall profitability of their business. How-
ever, this can only be achieved in markets with a high
relative product investment, where customers have
a vivid interest in prolonging the lifetime of broken
products. Additionally, warranty extensions are either
a source for additional revenues or can be used as an
incentive for end customers to register directly at OEMs.
By doing so, the emerging potential for keeping the cus-
tomer informed about product and service innovationstriggers cross- and up-selling, too. With retailers exploit-
ing the warranty and service extension business, too,
possible channel conflicts are arising.
Warranty buy-out models
Warranty buy-out has been discussed internally in nearly
all of the interviewed companies so far. However, only
10% have warranty buy-out models in place yet. They
are mostly undertaken in emerging or small markets
with a distributor channel only. Additionally, at times
retailers address OEMs with the request for lower prod-
uct prices, with warranty claims then taken over by
them.
To set up a profitable out of warrantybusiness, several challenges need to beovercome.
No major risks
44%
Some risks
56%
Loss of control
Limited visibility
Unsatisfied customers
Major cost factor
Fig. 18 Perceived risk in out of warranty business(in % of answers)
Question: Which risks and potentials do you see regarding your out of warranty business?
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22
More than half of the respondents expressed no general
interest or a reserved att itude towards warranty buy-out.
Main reasons given are:
After sales and warranty management are seen as
core competencies of the company, with no interest in
outsourcing and consequently losing customer access;
The non-existence of large enough, reliable and nan-
cially stable outsourcing partners who are unlikely toget into financial troubles and eventually go bankrupt,
leaving immense problems for customers and the
OEM itself;
The threat of buy-out partners delivering inadequate
service or even directing customers back to the OEM;
The problem of how to share benets for outsourcing
providers when major investments into product quality
are undertaken (fig. 19).
It shows that one core problem lies in the fact that most
companies are not yet familiar with gain share models
to use for such complex outsourcing relationships like
full warranty buy-out. Today, the absolute majority still
makes use of traditional price models in their outsourc-
ing contracts like transaction-based fees or a variable fee
based on actual efforts (often with high-value products
where quality of repair is seen as a high priority) (fig. 20).
Gain sharing requires full transparency on the opera-
tional performance for all involved parties, but makes
it possible for the OEM as well as outsourcing or other
partners to benefit from their individual efforts in
improving quality or efficiencies (fig. 21).
Yes
11%
No
89%
Open
44%
Not
interested
56%
Warranty buy-out in place Attitude towards warranty buy-out
Fig. 19 Attitude towards warranty buy-out(in % of answers)
Question: Is a complete warranty buy-out to a third party provider a commercial model that would answer
your needs?
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Cost-plusGain shareRate-basedFixed/variable feeTransaction based
8% 0%
85%
54%
15%
Fig. 20 Usage of commercial models in outsourcing (in % of answers)
Question: Regarding commercial models for outsourcing services: Which price models ale you currently
committed to and why?
Cost-plus A contractor is paid for all its resp. expenses to a set limit plus additional payment to allow
for a profit
Transaction-based Provider receives a specified rate per transaction/incident
Fixed/variable fee Partners agree on a fixed fee per period plus variable adjustments due to unplanned variances
in quantities, quality, scope etc.
Rate-based
Provider receives predetermined rates for utilized resources Gain share principle Contractual structure where the organization and its service provider agree to share financial
gains as a result of continuous improvement or innovation. Used as an incentive scheme forservice providers
Fig. 21 Price model overview
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After Sales: From Necessity to Strategic Driver 23
Deloitte Point of View Warranty Management
Warranty management has been widely neglected in the past although it has significant bottom line effects. Effi-
cient and effective warranty management reduces cost and improves customer satisfaction by streamlining busi-
ness processes and leveraging latest technologies. Other potential benefits are improved revenue streams through
sales of extended warranties and additional related products. Additionally, a higher level of quality through
improved information flow about root causes of product defects can be achieved. Offering better customer rela-
tionship results in improved customer loyalty and continued sales (fig. 22).
Next generation warranty management comprises an integrated combination of CRM, ERP, PLM and advancedanalytics capabilities. Interlinking these capabilities with an advanced IT solution will allow after sales service orga-
nizations to optimize and even pro-actively manage after sales service business. Market leaders in the printing solu-
tion industry can be seen as innovation leaders in next generation of warranty management. Integrating customer
printing environments into their warranty management system allows them to anticipate preventive maintenance
and accurately forecast spare parts demand based on real time data to keep warranty costs at an optimum level.
Warranty Management Solution
CRM PLM
ERP Analytics
Service Strategy
Service Channel Strategy
Service Pricing
Service Marketingand Sales
Contract Management
Warranty Management
Fleet Management
Parts Management
Line Maintenance
Repair
Professional Services
Strategy
Sup
portOperations
ServiceOfferings
Fig. 22 Warranty Management 2.0 Next Generation
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24
Monitoring & Transparency
IT Support of After Sales Processes
Having an integrated IT system that supports the com-
plete after sales value chain is one of the most important
factors to explain the success of after sales operations.
Participants with a high degree of systems integration
and resulting process transparency were generally more
successful regarding customer satisfaction as well as
cost efficiencies. Especially regarding the latter, having
process transparency is a prerequisite for knowing costs
for separate process steps and being able to identify,
improve and monitor cost improvement levers more
effectively (fig. 23).
Since the after sales process usually includes a number
of external parties, e.g. for call centers, transportation,
warehousing and repair, they also need to be included
into an after sales IT landscape. Most participants are
using interfaces to relay basic process information to
and from partners. This creates limited transparency but
still leaves black holes for example within repair opera-
tions regarding the exact status of a repair or repair rea-
sons. Few more advanced respondents therefore dont
rely on interfaces, but provide their IT system to all their
partners, thus being able to represent the complete pro-
cess on one system. Since creating and maintaining such
an integrated IT system also represents a major invest-ment, this example can be found only with larger OEMs.
Best-run after sales operations arebased on fully integrated IT solutionsand end-to-end process transparency.
Very low
Low
Moderate
High
Very high
Very low
Low
Moderate
High
Very high
Yes
No
33%
33%
8%
8%
17%
18%
27%
IT systems support the after sales
process ( 3,6)
33%
18%
Transparency on costs and perfor-
mance in after sales ( 3,6)
40%
60%
Transparency of after sales budget
Fig. 23 Status of transparency and IT systems support
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After Sales: From Necessity to Strategic Driver 25
End-to-end Transparency
The highest degree of system integration with partners
is implemented with call center providers followed by
transportation and repair center providers. However,
60% of respondents see end-to-end processes in after
sales as very important which also requires end-to-end
systems to support and steer these processes (fig. 24).
The major advantages seen for seamless end-to-endprocesses are mainly transparency and process optimi-
zation, therefore emphasizing operational efficiencies.
However, some participants also see the potential of
end-to-end management in after sales for customer rela-
tionships, which is facilitated e.g. in online track-and-
trace applications and respective status updates by SMS
for end customers. However, end-to-end is a topic that
is associated with major investments, while benefits are
hard to calculate in a business case. Therefore several
respondents also state that they do not plan a further
integration of their processes (fig. 25).
Very important
Important
Moderate
Unimportant
Very unimportant
20%
10%
10%
60%
Fig. 24 End-to-end processes
Question: Which role do end-to-end processes play for your after
sales business today?
0% 20% 40% 60%
Efficient partner management
Closer/direct customer relationship
Efficiency
Process optimization
Transparency 46%
31%
15%
15%
15%
Fig. 25 Advantages of end-to-end
Question: What advantages do you see in an end-to-end integration of after sales/reverse logistics processes?
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26
KPI Overview
Key Performance Indicators in After Sales and
Reverse Logistics
During the interviews we also asked for the most
important KPIs that are used to steer the after sales and
reverse logistics business today. Of the numerous indica-
tors reported back, only five are commonly used by a
larger number of interviewees: turnaround times (TAT),
customer satisfaction and Net Promoter Score (NPS),
costs, lead time, cost per incident (fig. 26).
Performance in After Sales and Reverse Logistics
Neither costs nor revenues emerging from after sales
services account for a large percentage of overall rev-
enue. This fact may also be a reason why after sales is
not high on the top management agenda. On average,
after sales costs and revenues even each other out this
is plausible, as most companies treat after sales as a cost
center, reducing the incentive to engage in cross- and
up-selling or to create additional business (fig. 27 + 28).
0%
10%
20%
30%
40%
50%
Net promoter
Score (NPS)
Cost per
incident
(e.g. repair)
Lead timeCostsCustomer
satisfaction
TAT
42%
32% 32%
21% 21%
11%
Fig. 26 Most important Key Performance Indicators (in % of answers)
Question: Which are the three most important KPIs by which you steer your after sales and reverse
logistics business?
Average (all)
Max: 5%
Min: 1%
Max: 10%
Min: 0,1%
Max: 1%
Min: 0,1%0%
2%
4%
6%
8%
10%
Reverse logistics costs(in % of sales)After sales servicerevenues (in % of renevue)After sales servicecosts (in % of renevue)
2,4%2,8%
0,5%
Fig. 27 After sales/reverse logistics costs in relation to revenues/sales
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After Sales: From Necessity to Strategic Driver 27
The values for return cycle times, NFF rates, recovery
rates and percentage of original value reclaimed differ
greatly from company to company. Return cycle times
depend on customer demand and also the product cat-
egory the more important a device is in daily l ife (e.g.
a smart phone or notebook), the higher the expecta-
tions from customers. The range of NFF rates reaches
from 1% to 45%. The numbers correlate with different
aspects like overall product quality, share of online sales,
share of direct customer interaction, screening infra-
structure, etc. While indeed some participants state to
recover all of their returns (100%), the overall average
recovery rate comes up to 66%.
Average (all)
Max: 15
Min: 0,5 Max: 45%
Min: 1%
Max: 100%
Min: 10%
Max: 60%
Min: 1%
Percentage of
original value
reclaimed
Recovery
rate
No failure
found rate
Average return
cycle of time
42%
14%5,8 days
66%
32%
Fig. 28 Average return cycle time, non-failure found rate, recovery rate and value reclaimed
in % of original value
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28
Conclusion & Outlook
Over the past years, focus in after sales and reverse
logistics has been on increasing efficiency of processes
and driving down associated costs, including for exam-
ple smarter returns screening and routing procedures.
However, process and cost efficiency alone will not be
the road to success for after sales operations in the
future anymore many market players have realized this
and adjusted their strategic perspectives to focus more
on the customer side of after sales, supporting a full life-cycle view of the customer.
Multiple marketplace developments place further chal-
lenges on high tech OEMs after sales strategies. Espe-
cially the changing relationship with retailers will require
flexible solutions for after sales and reverse logistics, but
also offer significant opportunities for further process
optimization and revenue generation. This includes
directing a larger share of customer to OEM-owned
return channels for increased process control, as well
as increased activities regarding cross- and up-selling.
Currently these fields are not yet in focus, but market
players need to have their strategies in place in order to
react to the changing retail landscape.
Another common theme in after sales and reverse logis-
tics is to identify strategies how to best cater to emerg-
ing markets, since their share is continuously growing in
relation to the mature European core markets. Numer-
ous operational challenges remain here, making this a
key priority for after sales managers and a field becom-
ing more relevant for warranty buy-out solutions.
The results of this survey show how these challenges are
seen and met, and give examples for new strategies andinitiatives to effectively counter them. Best practices of
individual market players and new end-to-end after sales
solutions promise significant improvements for the after
sales and reverse logistics function regarding costs,
revenues and customer experience.
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After Sales: From Necessity to Strategic Driver 29
About Deloitte
Deloitte
More than 200,000 professionals at Deloitte globally
offer a unique breadth of services. As part of one of
the largest professional services firms worldwide, 17
Deloitte offices in Germany offer integrated services.
Deloitte offers its clients a multidimensional approach to
addressing their issues. We use a combination of audit
and advisory, enterprise risk services, tax, financial advi-
sory and consulting to understand and evaluate clientissues in a big picture context.
Deloitte Consulting
Deloitte consultants can help you plan, grow and
structure your business. We are known for our straight-
forward approach to solving our clients most complex
business challenges. We have deep industry expertise,
having served more than one-third of the companies
in the Fortune 500 and hundreds of middle-market
clients around the world. Our services include Human
Capital, Strategy and Operations and Technology con-
sulting. With our unique, collaborative approach, we
work closely with clients to improve performance, drive
shareholder value and create a competitive, sustainable
advantage, regardless of where in the world your busi-
ness takes you.
Deloittes Strategy professionals are uniquely positioned
to help companies in their efforts to achieve superior
performance and meaningful growth by developing
insights that help them to set and realize the right
strategic direction, from corporate strategy and restruc-
turing to go-to-market and customer management
strategies. Deloittes Operations professionals goal is to
increase profit and efficiency along the clients supplychain, by delivering enduring value through a holistic
offering including analysis, planning as well as optimiza-
tion of the value chain and covering all areas from strat-
egy to technology implementation.
Technology, Media & Telecommunication Industry
Deep industry expertise ensures that the advice we pro-
vide to clients is tailored to that particular sectors needs.
With more than 7,000 senior professionals worldwide,
Deloitte works for 92% of the Fortune Global 500
TMT companies. More than 60 consulting TMT experts
in Germany support technology, media and telecommu-nication clients from strategy to implementation.
Deloittes After Sales and Reverse Logistics
Capabilities
Deloitte is routinely ranked as the top management
practice in the world by leading analysts. We offer an
end-to-end approach to implementing the entire spec-
trum of after sales and reverse logistics capabilities, not
just bits and pieces along the way. Strategy. Process
improvement. Organization design. Transaction analysis.
Technology selection and implementation. Change man-agement. We put it all to work together to help some
of the worlds most successful companies become even
more competitive by means of improvements in after
sales strategies, processes, and capabilities.
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30
About arvato
arvato
arvato AG is a leading global Business Process Outsourc-
ing provider. More than 68,000 employees in over 30
countries work to bring daily success to business cus-
tomers by implementing and managing tailor-made BPO
& SCM solutions. These include all services related to
customer care, after sales, supply chain management,
digital storage media, digital distribution, financial ser-
vices, qualified and custom IT services.
With operative excellence, innovation and great flexibil-
ity, arvatos business units develop peerless outsourcing
solutions for customers from a diverse range of sectors.
arvato Hightech
The division arvato Hightech is a global leader for out-
sourced Supply Chain and After Sales Solutions in the
High Tech & Electronics industry.
Leveraging a global network of warehouses & logistics
depots, a globally integrated SAP-based WMS- and
TMS-platform, as well as more than 50 years of exper-
tise, arvato delivers proven and cost-efficient service
solutions.
The service portfolio encompasses:
1. Supply Chain Services (Packaging & Postponement,
Configuration & Assembly)
2. Logistics Services (Warehousing & Distribution, Ser-
vice Parts Distribution, Transportation Management)
3. After Sales Services (Reverse Logistics, Repair, Tech-
Support)
4. E-Commerce (Online Store Management, eFulfill-ment)
This broad service portfolio from a single provider,
enables arvato clients to reduce their total supply chain
costs and increase shareholder value by innovating and
improving entire business processes, rather than just
individual elements.
arvatos After Sales and Reverse Logistics Capa-
bilities
arvato provides outsourced after sales solutions for
global IT & CE companies. Our solutions comprise of
reverse logistics, repair services and technical support as
well as fully integrated RMA and self-help IT solutions.
Arvatos integrated approach focuses on streamlining
the end-user experience and reducing NFF (no-failure-
found) returns as well as average handling time. Ourclients benefit from improved customer satisfaction and
NPS levels and from reduced total costs of ownership in
after sales and warranty management.
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Corporate Headquarters
Germany
33442 Herzebrock-Clarholz
Dieselstrae 64-72
Phone: +49 5241 80 74457
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Phone: +31 88 8878 519
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Singapore
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#01-14 Woodlands East Industrial
Estate
Phone: + 65 6319 9100
China
Shenzhen
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Technology Industrial Park
Phone: +86 755 338 618 66
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Phone: +86 21 616 118 66
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University Science Park Area CPhone: +85 791 82068923
100016 Beijing
Jiuxianqiao East Road, Chaoyang
District, Beijing, the A2 the 9th
Floor
Phone: +86 10 84798888
arvato locations
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10719 Berlin
Kurfrstendamm 23
Tel: +49 (0)30 25468 01
01097 Dresden
Theresienstrae 29
Tel: +49 (0)351 81101 0
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Franklinstrae 4648Tel: +49 (0)69 97137 0
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Consulting:
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Tel: +49 (0)221 97324 0
04317 LeipzigSeemannstrae 8
Tel: +49 (0)341 992 7000
39104 Magdeburg
Hasselbachplatz 3
Tel: +49 (0)391 56873 0
68165 Mannheim
Reichskanzler-Mller-Strae 25
Tel: +49 (0)621 15901 0
81669 MnchenRosenheimer Platz 4
Tel: +49 (0)89 29036 0
90482 Nrnberg
Business Tower
Ostendstrae 100
Tel: +49 (0)911 23074 0
70597 Stuttgart
Lffelstrae 42
Tel: +49 (0)711 16554 01
69190 Walldorf
Altrottstrae 31
Tel: +49 (0)6227 7332 60
Deloitte locations in Germany
Deloitte Touche Tohmatsu Limited is represented by member firms
in more than 150 countries
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Authors & Contact
For more information please visit our websites at www.deloitte.com/de and www.arvato-hightech.eu
Deloitte
Steffen Legler
Customer, Channel & Digital, TMT
Tel: +49 (0)69 97137 340
Erich Gampenrieder
Operations
Tel: +49 (0)89 29036 7981
arvato
Marcus Karten
Tel: +49 (0)173 7045514
Thilo Tbbens
Customer, Channel & Digital, TMT
Tel: +49 (0)211 8772 3299
Wolfgang Kurz
Customer, Channel & Digital, TMT
Tel: +49 (0)69 97137 357
Ken Taylor
Tel: +49 (0)173 2908058
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