Simple is harder than complex: DHL's Sandeep Juneja
Mumbai: In a category defined by intense price competition and operational complexity, DHL Express India is carving a distinct position by simplifying the global trade experience for businesses. Sandeep Juneja, vice president, sales and marketing, DHL Express India, talks to
Mint
about how the company is evolving its marketing strategies, working with small and medium enterprises (SMEs) and policymakers, tailoring communications across segments and why sponsorships like Mumbai Indians and Formula One still matter for a B2B brand. Edited excerpts:
We operate in international express logistics, across 220 countries, with 400 planes, thousands of hubs and this scale isn't built overnight. It's years of investment, learning and maturity. Price competitiveness is important, of course. But what matters equally is enabling our customers to offer the best experience to their buyers. They realize that working with DHL enhances their own brand. Our positioning is about making the complex world of logistics simple and reliable, and that reflects in our brand promise: Excellence. Simply Delivered.
Also read:
Havmor sees strong summer demand but input cost a challenge
We stay consistent with our promise across every medium. Whether it's advertising during IPL with Mumbai Indians, digital outreach to e-commerce sellers or our larger partnerships with organizations like DGFT (Directorate General of Foreign Trade) and GJEPC (Gem and Jewellery Export Promotion Council), the messaging is about simplifying complexity. The world is complex, documentation rules differ, customs interpretation varies, and our job is to make that invisible to the customer. Simple is harder than complex, but that's what we strive for.
Through our GoTrade initiative, we work with government bodies like the DGFT to contribute insights that help simplify export processes for Indian SMEs (Small and Medium Enterprises) and MSMEs (Micro, Small and Medium Enterprises). We've signed MoUs (memorandum of understanding) with DGFT and GJEPC to ease cross-border trade. It's about helping more businesses go global—a small but important contribution to India's $5 trillion economy vision.
Yes. While gems and jewellery is a strong focus, we are also doubling down on sunrise sectors like life sciences, healthcare, e-commerce, and new energy. These sectors have complex, fast-growing supply chains and need specialized logistics. For instance, globally, DHL committed around €2 billion recently to life sciences logistics alone.
The needs are different. Large exporters want deep conversations, integration into their IT systems, and help navigating complex government policies like PLI or MRO schemes. MSMEs, on the other hand, need simple, digital-first tools. Our MyGTS platform helps them calculate landed costs across 50 countries. They can export, import, and manage documentation all through a dashboard. We also ensure 24x7 call centre support without painful IVRS (interactive voice response system).
Also read:
When ads start to preach, audiences start to scroll
Sponsorships like Formula One or IPL aren't just visibility tools—they tell a deeper story. For instance, in F1, we move 1,400 tonnes of material across countries every two weeks. That showcases our complex logistics capabilities. With IPL, cricket has mass resonance in India and it puts us into living room conversations. Plus, through activations, we create experiences that money can't buy—an MSME getting to meet Rohit Sharma or a customer kid being coached by Kieron Pollard.
We aim to be digital by default, not just digital-first. It's not enough to have a fancy portal. You need deep process knowledge. Our Import Easy dashboard, for instance, reduces 50 touchpoints across shipments to a single workflow. True digital transformation is about breaking complex processes into simple customer experiences—and that's where we differentiate.
Also read:
NBF moves govt over attempt to suspend news genre ratings
We're serious about it. Our CEO committed to net-zero by 2050, well ahead of the curve. We run 100% solar-powered hubs like Bengaluru, plant 1,00,000 trees annually in India and have one of the largest EV (electric vehicle) fleets globally. But 90% of our emissions come from planes. That's why we are investing heavily in Sustainable Aviation Fuel (SAF). In 2023, DHL consumed nearly 15% of the global SAF supply and blended over 3% into our aviation fuel, more than regulatory mandates.
For us, it's simple: people plus quality equals growth. We invest intensely in people—that's why DHL has ranked among the top three great places to work globally for four consecutive years. That people-focused approach delivers the service quality that builds growth organically.
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Hindustan Times
41 minutes ago
- Hindustan Times
Man with ₹50 LPA package laid off from US startup struggles to land job despite experience: 'I'm lost'
A man has turned to Reddit to share his job hunt struggles after being laid off from a US-based startup, citing that his unusually high salary, negotiated during the Covid-19 boom, has now become a major obstacle in securing new employment. Laid off from a US startup, a man shared how his ₹ 50 LPA pay became a hurdle in job hunts.(Representational image/Unsplash) (Also read: 'I think people severely underestimate India': US founder praises India's booming startup scene) The user, going by the handle @Pristine-Safety2462, posted in a career advice forum with the title: 'Just got laid off from a US based startup. My CTC is way higher than Indian benchmarks. Am I completely screwed?' In his detailed post, he explained, 'Hey Guys, need some advice on what can I do now. So I joined a startup during COVID days. Negotiated a high CTC (50 LPA), with 4 years of experience. But the startup wasn't doing well in the last year or so, and finally got laid off last week.' He added that although he now has eight years of consulting experience in the SaaS/IT space, recruiters are hesitant once they hear his current package. 'I know I can't expect this much (since I'm non-IIT/IIM and not a coder) but it doesn't seem to matter. I have been telling recruiters that I am open to taking a pay cut, but no one has shown interest so far.' Despite actively applying for roles over the past six months, he claims there has been 'no interest beyond the first call so far.' His main concern now is whether disclosing a lower CTC upfront could backfire during the hiring process. 'If I mention a lower CTC during initial calls, wouldn't it just come up when I share my payslips and offer letter? I'm lost.' Check out the post here: Comments offer mixed suggestions The post received mixed responses from other Reddit users, reflecting a shared sentiment around job market challenges and compensation expectations. One Redditor commented, 'They're afraid you'll keep looking after accepting their offer and then bail. You should clarify that you're aware your CTC was inflated and you're committed. Even offer a 2-year bond if necessary.' Another user advised, 'Never say your pay was above your value. That was the price of risk during Covid. But yes, a bond could help ease employer concerns.' Some highlighted the ongoing correction of Covid-era salaries. 'Take a max of 10-15% cut,' one person suggested, while another added, 'I've met 15 people making 50-60 LPA, and only three were IITians.' (Also read: 'Complete breakdown during video call': Bengaluru man hospitalised after CEO's brutal outburst) A different user suggested a temporary solution: 'What you need is a stopgap employment — a friend, uncle, someone who can offer a short-term job just to normalise your CTC. Then jump.' Another echoed, 'Work via references and network for your job. That works much better.' Meanwhile, a final user noted, 'You're telling us you didn't get any increment during your four years at the startup — that could raise doubts too.'
New Indian Express
an hour ago
- New Indian Express
India imposes restrictions on jute imports from Bangladesh amid trade concerns
NEW DELHI: India has imposed immediate restrictions on the import of jute and allied fibre products from Bangladesh, in a move reflecting growing tensions in bilateral trade relations. The new measures apply to all land and seaports across the country, with the sole exception of the Nhava Sheva seaport in Maharashtra, according to a notification from the Directorate General of Foreign Trade (DGFT). The restrictions, however, will not apply to goods exported by Bangladesh to Nepal and Bhutan. At the same time, the re-export of such Bangladeshi goods from Nepal or Bhutan into India 'will not be allowed,' the notification clarified. Under the South Asian Free Trade Area (SAFTA) agreement, Bangladesh's jute exports currently enjoy duty-free access to the Indian market. However, the Indian jute industry has long raised concerns over the adverse impact of dumped and subsidised imports, particularly of jute yarn, fibre, woven fabrics, and bags originating from Bangladesh. 'This has placed the Indian industry at a disadvantage, as there is credible evidence that Bangladeshi jute exports continue to benefit from government subsidies,' a source familiar with the matter said.
The Hindu
an hour ago
- The Hindu
‘Bank employees need to brace with changing banking landscape'
Calling upon his bank employees to brace with the changing banking landscape, Karnataka Bank Managing Director and Chief Executive Officer Srikrishnan Hari Hara Sarma on Saturday said employees should adapt to the change and outperform in the banking sector. Speaking on the inaugural day of the two-day conference of the All India Karnataka Bank Employees Association, Mr. Sarma said many fintech companies were now entering banking sector. 'Banking is all about risk management. We need to adapt to technology, compete and outperform them (fintech operated banks).' The Karnataka Bank, Mr. Sarma said, has adopted digitalisation, which has changed banking to a large extent. Bank accounts were now opened digitally. Banking services were reaching customers directly through mobile phone, tabs, and laptop. Many banking processes have now gone background. It is necessary for employees, the human asset of the bank, to rally behind the institution to reach greater heights, he said. Last couple of years, Mr. Sarma said, the bank has gone to accommodate requests of transfer of employees within branches in a city. The bank has made recruitment more transparent. Measures were being taken to upskill employees. Like his predecessors, he has continued the legacy of having good harmony with representatives of the two unions of Karnataka Bank employees, he said. Not beneficial All India Bank Employees Association General Secretary C.H. Venkatachalam said that policies pursued by the Central government were not beneficial to the country and people. Mr. Venkatachalam said policies pursued by the present government and earlier governments were not beneficial to majority of people. Indexes namely Global Hunger Index shows Indian at the bottom. Policies were benefiting a section of the society, while a large section of people were suffering, he said.
