Interview
Please tell us about your company’s business and its key characteristics.
We, Compass Group Japan, are part of Compass Group, the world’s largest contract food service provider headquartered in the United Kingdom, operating in approximately 30 countries and regions around the globe. Under our corporate slogan, “Making the world a better place through food,” we aim to become a food service company that brings the greatest happiness to our customers, supporting their daily lives through each and every meal we serve. Currently, we provide “safe, secure, and stable” food services at approximately 1,500 locations nationwide, including offices, factories, school lunch and educational institutions, hospitals, paid nursing homes, and senior care facilities.
Please tell us about recent trends and your company’s strengths.
For example, in employee cafeterias, more clients are seeking to utilize the space not only for meals but also to stimulate communication and enhance engagement among employees. To respond to these needs, we make various proposals such as spatial design of the cafeteria, health support programs, and seasonal food events. Our strength lies in our ability to understand the true needs of each client regarding food and dining spaces, and to provide total value—not just meals—by combining our long-accumulated technical expertise with our global know-how.
Could you tell us how you came to consider implementing the help desk service you are currently using? Please also share any challenges you were facing at the time.
Our company operates approximately 1,500 sites nationwide. IT-related inquiries such as hardware issues, application setups, and network troubles arising from those sites as well as from our headquarters and branch offices were previously handled by a support center located at our headquarters. We outsourced this function, with four operators stationed on weekdays and one on weekends from 9:00 to 19:00. However, the outsourcing company proposed a price increase and the termination of Sunday support, which prompted us to start reconsidering the system. Around the same time, there were internal discussions about reviewing outsourcing costs, and the support center had been overwhelmed by the volume of inquiries, resulting in a consistently high call abandonment rate. These factors combined to drive the review.
We began searching for a company that could provide outsourced services with the same quality but at a similar cost. We searched the internet using keywords like “help desk services” and “outsourcing,” and one of the companies we found was GulfNet. Of course, there were many other candidates, but by comparing the websites of various companies, we selected those that appeared trustworthy and capable of responding quickly to inquiries via phone or email. Since we were entrusting them with our support center, we placed particular importance on responsiveness and attentiveness. After narrowing down our options, we communicated our requirements and received estimates. We ultimately chose GulfNet, who could meet our needs within budget.
Did you have any specific conditions, preferences, or requirements in selecting the service provider?
Since the original support center had operators stationed at headquarters, we considered this a must-have requirement. There are many requests at headquarters, such as device kitting and repair drop-offs, so we felt it would be problematic if staff were not nearby. Additionally, because we operate about 1,500 sites, and the devices and applications in use vary by site, we sought a vendor with extensive knowledge of IT equipment and the flexibility to handle a wide range of troubleshooting needs.
What was the decisive factor in choosing GulfNet after considering your conditions and requirements?
Initially, we wanted operators to be stationed at headquarters. However, GulfNet proposed a hybrid solution that served as a suitable alternative. In this model, all IT-related inquiries from the field would be centralized to GulfNet’s help desk service. Meanwhile, requests such as kitting and repairs at headquarters would be handled internally by reducing the number of on-site operators, who would continue to be based at the head office. This hybrid concept, combining internal and external operations, was a completely new option for us and left a strong impression. We were impressed by the idea and thought, “That’s a clever solution!” especially given our limited budget.
Moreover, upon reviewing GulfNet’s website, we felt reassured by their extensive experience with companies in the food service industry, which closely aligns with our business. During the proposal phase, we received persistent inquiries and confirmations, and were impressed by their passionate efforts to identify the best approach.
Did you face any difficulties or notice anything during the implementation of the service?
There was some concern about the handover process because inquiries from the field were diverse and required broad knowledge and detailed responses. We also worried that the transfer period—from the start of the handover in December to the official start in February—might be too short. However, once the transition began, it went more smoothly than expected, and we didn’t face major difficulties. Of course, in the early stages, many inquiries couldn’t be resolved on the spot and had to be escalated, but GulfNet’s team had sufficient troubleshooting experience and know-how, so they quickly understood the issues with minimal explanation. Their quick comprehension eliminated our initial concerns and reassured us that we were working with true help desk professionals.
What benefits have you seen from implementing the service?
It has become significantly easier to reach the help desk by phone from our sites. We receive nearly 1,000 inquiries per month, and with simultaneous requests from headquarters for repairs and kitting, even multiple operators couldn’t keep up. The call abandonment rate was about 70%, which was a serious issue—sites were calling because they were in real trouble, yet couldn’t get through. We had long recognized this as a problem but couldn’t resolve it—until the help desk service changed everything. Just a few months after implementation, the call abandonment rate dropped to about 20%, and recently it’s fallen below 10%. That’s a major improvement.
Furthermore, by centralizing field inquiries to the help desk, the operators at headquarters gained breathing room. As a result, they can now promptly handle tasks that previously caused delays—such as kitting PCs and mobile phones for new employees. Ultimately, both the field offices and headquarters have greatly benefited.
What kind of feedback have you received after implementing the service?
We conducted a survey of our sites to gather real feedback on the service. A common response was that the impression of phone support had greatly improved. Not only is it easier to connect, but the operators’ manner of speaking and clarity of explanations were also well received. The results showed that GulfNet isn’t just troubleshooting—they’re providing high-satisfaction service with consideration and empathy. We truly feel that choosing GulfNet was the right decision.
What are your future expectations, and what do you hope from GulfNet going forward?
We think achieving a call abandonment rate below 10% is a remarkable result, and it’s highly regarded internally. However, we understand that maintaining this level is not easy, and we hope GulfNet can continue to sustain it over time.
If the number of locations increases in the future, the number of inquiries will likely rise as well. So reducing the total number of inquiries will become a challenge to maintain the current rate. At our monthly regular meetings, we already review inquiry volumes and types, analyze causes, and discuss future issues. We hope GulfNet will continue to work with us using this accumulated insight to explore ways to reduce inquiry volume and identify effective solutions. If we can achieve that, we’d like to proceed with initiatives like implementing AI Chatbots and FAQ systems to improve operational efficiency through DX.
