Business process outsourcing
Omnichannel customer experience for a Dubai luxury retail group
A luxury retail group operating multiple brands across Dubai and Abu Dhabi, with a growing ecommerce channel and a customer base drawn substantially from GCC nationals, Russian-speaking residents and visitors, Chinese travellers and European expatriates.
- Industry
- Retail and Ecommerce
- Pillar
- Business process outsourcing
- Client geography
- United Arab Emirates
- Delivery location
- Dubai
- Languages
- Arabic C2, English C1, Russian C1, Mandarin C1, French C1
- Engagement model
- Dedicated team
- Timeline
- Nine weeks to launch
The challenge
The group's in-store service was excellent and its digital service was not. Customers who received white glove treatment in a Mall of the Emirates boutique were then answered online in three days by a shared email inbox. WhatsApp enquiries, which had become the dominant channel, were handled inconsistently by store staff between customers. The group had no visibility of digital enquiry volume, conversion or lost sales.
What Corpshore did
We built a nine person multilingual digital client service team in Dubai, matched deliberately to the customer language mix rather than to a generic bilingual standard. The team handles WhatsApp, live chat, email, social direct messages and inbound calls, with clienteling capability so an advisor can complete a sale, arrange delivery or book an in-store appointment rather than routing the customer back to a shop floor.
We implemented a unified queue across channels so no enquiry sits in a personal inbox, and instrumented the whole operation so the group could see enquiry volume, response time, conversion and revenue attributable to digital service for the first time.
Delivery model
Dedicated team, Dubai, seven days a week aligned to retail trading hours including extended weekend and holiday coverage.
Results
- Median first response time on WhatsApp reduced from over four hours to under six minutes.
- Digital enquiry to appointment conversion rose materially quarter on quarter across the first three quarters.
- Revenue directly attributable to the digital service team became measurable for the first time and grew every quarter of the engagement.
- Customer satisfaction on digital interactions reached parity with the group's in-store scores by month seven, which was the client's stated definition of success.
Why it worked
Luxury retail service standards do not translate automatically to digital channels. The group had assumed they would. Building a team to the same standard as the shop floor, in the same languages, closed a gap that discounting could not have closed.
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This is a representative engagement. The client is anonymised, and the figures are drawn from engagement reporting. We do not name a client without written consent, and we do not publish a number we cannot evidence.