At Daythree, every Rockstar is guided by the Daythree Way – Service from The Heart! This explains our service culture and the operating principles on how we grow together. We believe strongly in humanising technology, while our Rockstars focus on building brand trust for the brands we serve by delivering a connected experience with empathy and passion. Through technology, innovation, and use of data, we deliver insights and a personalised experience.

Case Studies

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The Project

A Frost & Sullivan Case Study Series.  This case study was developed in collaboration with MDEC and Frost & Sullivan.  The client is an American medical technology company that serves healthcare institutions, life science researchers, clinical laboratories and the public.

Background & Problem Faced

The client’s APAC Shared Service Centre has a Purchase Order (PO) processing team that receives POs from customers in PDF or spreadsheet formats which referred to as ‘input documents’. These input documents comprise of order requirements and delivery specifications in the issuing customer format. The team needed to process the input documents and create the orders in its internal ERP system as a purchase/sales order within a strict SLA.

  • The POs received were spread across different countries and time zones, with each country having their own distinctive formats.
  • Staff had to be knowledgeable about different customer formats, languages and diverse workflows comprising critical data such as PO number, PO date, Material code, Shipping code, Delivery date, Quantity and Planner schedules.


The PO process involved a substantial amount of non-value-added tasks performed by staff such as manually extracting data, copy-pasting and accessing multiple applications to complete a task, contributing to numerous human errors, rework and staff fatigue. The client recognised that overemphasis on mundane, repetitive tasks was detrimental to its business and customers.

The client wanted a solution that could process incoming documents without human intervention, identify data based on various business rules and process flows and simulate human actions to enter data in ERP systems in an efficient, timely and error-free manner.

Solution Provided

  1. An unattended robotics solution to address the end-to-end PO process on a 24/7 basis.
  2. The solution is designed to process all the input documents and run the business rules to extract data from the targeted input documents.
  3. Once extracted, the relevant data is auto-populated/entered into the ERP system via Kannal’s robotics automation workflow.


Key Business Benefits

  1. Significantly shortened turnaround time regardless of the time zone.
  2. Achieved zero errors, increasing business data entry quality.
  3. Reduced human dependency and eliminated repetitive jobs.
  4. Provided 24-hour unattended execution capability.
  5. Lowered FTE costs in the tasks involved.



“Their technology consultants formulated a Robotic Process Automation (RPA) solution for our Regional Shared Services Purchase Order process. This particular engagement consisted of 2 days of user requirement gathering sessions, 5 days of process automation development and 3 days of user acceptance testing. The outcome provided us with great confidence on the RPA technology. Our global leaders were very impressed with the outcome, especially within the short period of time”.

Director, Asia Pacific Shared Service Center


For the past eight years, the Company has grown to become a prime player in Malaysia’s SSO industry and continues to provide innovative BPO, KPO, ITO and HRO services to its clients. With a focus on delivering compelling value to its customers, the Company has added RPA capability as a part of its solution portfolio to address critical business concerns such as efficiency, speed, accuracy, and cost- effectiveness leveraging the disruptive potential of automation to drive growth in the SSO sector.

The Project

PDPA Compliance for a Major Luxury Automobile Brand

Background & Problem Faced

With the Personal Data Protection Act 2010 coming into enforcement as of 1st January 2013, companies are executing the necessary protocols for PDPA compliance to their customers to ensure proper application of the act in their current customer engagement processes. One such need arose when a leading major luxury automobile brand in Malaysia approached Daythree to implement a strategy to reach out to their customers and receive consent by way of signature unto a specially prepared PDPA form. The client had already sent out 2 notifications by mail and also sent an ‘interest generating’ booklet but only received less than 1% response. Based on the above, the client’s immediate need was to increase their current 1% response rate for consent from their customers to at least 60% in 60 days.

Solution Provided

In approaching this project for the client. Daythree did some research into the client’s current customer engagement activities and found out that the client did not have a dedicated CRM team or a CRM system for this sort of work. No training was possible due to their focus on their core business and had no existing expertise to spearhead this request. We also identified that the previous message to the client wasn’t strong enough in emphasizing the compliance message and so customers either ignored the request or did not respond at all. As an immediate solution, Daythree recruited and trained a dedicated Customer Engagement Team with a Team Manager and Quality Assurance (QA) to ensure the right message was being communicated and each customer was engaged properly.

A CRM system was implemented to track all calls and responses to and from the customers.

We identified the root cause of the issue was the database and the information listed in them, we tracked 24% of the data as redundant while another 6% had already sent their response forms directly to the sales person. We also introduced two other streams of communication via e-mail and fax. This increased the response rate from 1% to 44% in 30 days with 21% of follow-ups and 4% of them confirming their response.

Overall successful customer contact was tracked at 76% of which 6% is listed as old data (contacts no longer are customers of the client). The remainder 24% is listed as ‘not reachable’ as of 15 June 2013.

Key Business Benefits

The overall benefit to the client is that, they have successfully managed to update their databases with current genuine customer information through the data cleansing process implemented by Daythree. Among a database of 2446 customer contacts, 66 were identified as duplicates, while 144 contacts were identified as old data (contacts no longer are customers of the client). 1067 have been contacted by email, with 108 of them confirmed to respond with the consent forms. Daythree managed to over-achieve the desired response rate from 60% to 76%.

This process if done internally would have cost the client both time and resources in implementing a CRM team dedicated to PDPA compliance only and by taking that away from the client, Daythree has successfully allowed the customer to concentrate on their core business while simultaneously improving on their CRM activities.

The Project

Business Process Re-engineering for a Government e- Procurement Contact Centre.

Background/Problem Faced

This project was for a Government e-Procurement Contact Centre, which is an end-to-end procurement system that uses a secure online environment that allows Government agencies and suppliers to trade efficiently and confidently. The contact centre was receiving more than 1,000 incoming calls a day and the hourly spikes was at unmanageable rate. The client had decided to hire a consultant to help manage the situation in order to overcome the situation. The contact centre metrics was not achievable and the contact centre process was not adequate to sustain the call capacity. Daythree was engaged to study the situation and to implement a process methodology to overcome the unmanageable call volume situation for the Contact Centre.

Solution Provided

Daythree begun the operations by studying the client’s shortfalls to their approach to the project. Over a period of 2 weeks a series of proposals was submitted to contact centre management team. We found the key reason impacting the operations was lack of manpower in answering incoming calls during peak hours. The support team did not have adequate contact centre training to manage call centre metrics. There was no standard operating procedure as far as the CRM team was concerned.  Staff were not rewarded or recognized for excellent service causing motivational issues . We identified that due to poor hiring processes and low regard for motivation within the team contributed to the high attrition rate.

The above issues caused a huge customer dissatisfaction rate of over 60%. To rectify this for them, Daythree increased their head count with quality customer service staff with experience to handle all inbound calls off and on peak hours. The contact centre staff was given trainings on customer service etiquettes and on the product every two weeks to ensure quality of service. We created a standard operating procedure with KPIs to track staff performance and introduced a reward scheme based on performance on a monthly basis. Simultaneously we revamped their contact centre staff hiring processes and introduced assessments to further understand the candidates.

Key Business Benefits

The process re-engineering helped to reduce the customer satisfaction rate from 60% to 40% within 2 months. The continued operations monitoring and process enhancement to Standard Operating Procedure helped manage the huge call increases during peak hours as the contact centre agents were able to troubleshoot each incident with average an handle time of below 5 minutes per incident compared to over 20 minutes previously. The contact centre management was satisfied with the results and continued to engage Daythree for various other activities till this day. The above provided Daythree with a learning opportunity while continuing to offer other client a similar contact centre consultancy services. With the expertise in managing excellent Inbound Services with Customer Operations Performance Centre (COPC) standards, Daythree has also developed a strategy to overcome Outbound Contact Centre missed metrics with development of various outbound contact centre performance management techniques which would be beneficial to clients.

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