Express Couriers Limited Logo Driving Behavioural Change using Data Visualisation

Tenzing helped New Zealand’s leading courier company deploy the Intilecta Enterprise Behavioural Intelligence (EBI) suite to drive and sustain business transformation”
Client / Express Couriers Limited

Every business wants to improve the performance of its sales force. A key to achieving that goal is providing sales representatives with the specific information they need to do their job better, in an easy-to-use form, and then motivating them to use it properly.

Tenzing and the behavioural intelligence company Intilecta Corporation teamed up to deliver a business intelligence solution that is helping New Zealand’s Express Courier Ltd. (ECL) boost sales performance in a time of significant organisational change.


ECL is an autonomously run joint venture of New Zealand Post and DHL that provides end-to-end domestic parcel delivery services across New Zealand. ECL comprises several companies that collectively deliver more than 40 million courier parcels annually. It is considered New Zealand’s leading express courier, logistics and distribution company, serving more than 10,000 customers.

In recent years, ECL has expanded rapidly through acquisitions. Amidst this growth, the company’s leadership recognised the need to quickly improve sales performance in both core operations and recently added businesses.

Among the objectives that CEO, Jim Quinn, and his management team wanted to achieve were reducing customer churn and improving management of pricing and discounts to increase revenue and profitability. The company also wanted to increase courier compliance with delivery routing instructions to enhance customer service.

The leadership believed that successfully mobilising salespeople to improve results would require a significant change in their behaviour and how they were doing business. To create such change, the sales representatives needed guidance in where and how to concentrate their time and energy for the greatest impact. The leadership also believed reps would be motivated by the awareness that their performance was being monitored up through the organisation to the highest levels of management.

ECL turned to Tenzing and Intilecta to implement Intilecta’s Enterprise Behavioural Intelligence (EBI) suite. The company believed the solution could provide the tools, behavioural change techniques and methodology to establish and sustain the needed business transformation.


Creating a foundation for the behaviour-driven business

ECL faced challenges in improving sales performance. The sales organisation needed better understanding of the business levers driving customer purchases, satisfaction and defections. However, customer data was housed in many different repositories and was difficult to extract.

The sales reps were spending inordinate time collating data in spreadsheets instead of using information to proactively manage accounts and structure deals they could take to customers in the field. There also was little insight into what was causing customer churn or what effect pricing and discounts had on customer purchases.

From the field staff to management, the sales team needed ready access to information relevant to their specific roles. The mechanism for information delivery needed to be designed to promote, accelerate and measure the right behaviours, producing the desired outcomes.

A team made up of Tenzing data management practitioners, Intilecta behavioural specialists and development specialists from Intilecta’s DesignWare Centre in Wellington, New Zealand, joined forces to deliver the EBI solution to ECL. Tenzing professionals contributed an array of services during the engagement, including project management, data mapping, implementation assistance, training and organisational change management.


Using information to drive the workforce

ECL’s leaders knew that various signals could indicate customer problems i.e. the volume of business a customer was doing with the company might suddenly decline, or the customer may begin paying later than in the past. Also, certain pricing plans may be generating less revenue than expected.

Four key features of the Tenzing-Intilecta EBI solution helped address these issues:

Individualised content – The solution incorporated an extensive role-based framework. This framework was coupled with specific position-based data sets to deliver fully individualised solutions to each user.

For example, a sales representative and an account manager need different tools to help manage churn. Instead of overloading either with comprehensive information on managing churn, they each receive just the information relevant to their specific roles and positions, presented via an easy-to-understand set of “behaviour-driving business levers” termed Designware. The solution included role-based profiles for sales representatives, tele-managers, sales managers, branch managers, national managers and general managers. These profiles were aligned to ECL’s new sales business unit structure and linked to specific sales strategies to create alignment with individual, business unit and corporate objectives.

Prebuilt libraries – The solution was compiled from Intilecta’s prebuilt EBI Designware libraries of organisational role-based content. These libraries were made up of building blocks, or “levers,” that drove specific behaviour and outcomes. Each lever contained:

  • A visualisation, or information presentation artifact
  • An associated data model containing the data required to populate the visualisation
  • Intellectual property describing the intended role, the behaviours and outcomes the lever drives, and leading-practice use of the lever.

The diagram shows a customer’s “Sales & Redemptions” – actual purchases of delivery services – dropped significantly from February to June, from over 80 redemptions per day to under 10. This information, extracted from customer data and delivered via Microsoft® Outlook, is a lever that signaled the sales representative contact the customer and explore the drop-off.

Over 70 percent of the content for ECL’s solution was taken from these prebuilt Designware libraries and aligned to the company’s specific strategies.

Integration into the daily routines of users – Delivery of Designware levers in ECL’s Microsoft Outlook workgroup environment drove user adoption across the enterprise. This delivery medium was chosen following internal assessments of the work practices in ECL, which showed that Outlook was the place people started their day, and their daily routines did not move far from this familiar environment.

Tight integration of EBI with daily work patterns, together with seamless availability of up-to-date levers online and offline, promoted rapid solution adoption, resulting in new, corporate-aligned behaviours.

Collaborative community-based approach – The Tenzing-Intilecta team employed a project methodology based on Web 2.0 principles. Through this collaborative approach, users were involved in prototype development and refinement. Engaging the sales force in solution design and validation contributed to a more useful solution, with user “buy-in, built-in.”

Another feature of the collaborative approach was to identify leading performers within the sales organisation. Solution developers explored what these people do intuitively that elevates their performance, and then worked to “clone the best” by using this information to refine and develop specific roles.

Also supporting solution implementation was the organisation wide knowledge that ECL’s executive leaders considered the sales improvement initiative a high priority and were monitoring it. Just as the EBI solution provides sales personnel with the tools and information to do their jobs better, executives are kept informed on progress toward achieving company objectives through Designware levers that provide rolled-up information on performance and progress. Using this information, executives can promote or restrain behaviours to help achieve business outcomes.


The effectiveness of the EBI solution in addressing sales force needs has opened the door to its wider use throughout ECL. The company intends to make the solution the standard for delivering content to the organisation and migrate away from doing business through spreadsheets. Currently, the solution is being extended into ECL’s courier operations to improve the efficiency of delivery drivers, as well as core operations areas incorporating shift, branch and depot managers.