Description of the Business
I am going to work with a chain of sandwich shops specializing in banh mi. The concept is simple -- banh mi is a Vietnamese sandwich on a baguette. They are usually quite affordable, often coming in a price point lower than the big sandwich chains. The name of the chain is going to be Uncle Ho's Banh Mi, with a tongue-in-cheek Uncle Ho as the mascot. The banh mi is typically made with a meat -- either pate or xa xiu (roast pork) and a large helping of vegetables. Tofu can also be used in place of the meat. The meat is used sparingly, but it is full of flavor. This helps balance the sandwich, which would otherwise be mostly vegetables. That there are a lot of vegetables helps keep the ingredient cost down. A variety of condiments will also be available, ranging from Vietnamese-style vinegar to Sriracha.
The value proposition of Uncle Ho's is simple. The sandwiches are of lower price and higher quality than the competition. Chains like Subway and Quizno's, quite frankly, are overpriced. Their food is pretty poor in quality, has almost no flavor, and the ingredients are not even natural (Rogers, 2014). The prices at Quizno's are actually nuts for what you get. Banh mi shops all over the U.S., from LA to Orlando, have been selling great, natural sandwiches for under $5. As America wakes up to the Vietnamese soup craze, pho, so too will it realize the greatness of the banh mi, and that is where Uncle Ho's comes into play. There are no other banh mi chains in the U.S., and with the existing sandwich chains being tired wastelands of mediocrity, Uncle Ho is set to launch a new revolution.
The biggest thing to know about the target market is that everybody eats sandwiches. Even vegans. The only people to whom we do not want to sell our banh mi are infants…… [Read More]
While this approach has been implemented by most of the economic agents, British retailer Marks and Spencer argues that the economic crisis is no excuse for the business institutions to postpone their green initiatives. They as such invested £200 million in their own ethical campaign, and they now implement it, while in the same time, criticizing other companies for having renounced their initiatives in the wake of the economic crisis. Marks and Spencer promoted messages such as the ones below:
"Above all, doing the right thing is doing it today, because our planet can't wait until tomorrow"
"For some retailers, green went out of fashion as quickly as it came in"
These messages carried out through the ethical marketing campaign of Marks and Spencer are presented by Mark Sweney in a 2009 article in the Guardian, entitled "Marks and Spencer trumpets ethical initiatives in ad campaign. M&S's national ad campaign pushes £200m ethical plan and chides rivals for retreating from commitment to green issues."
Aside from presenting the messages criticizing the other economic agents for withdrawing from the initiatives of environmental responsibility, the article points out that the campaign of Marks and Spencer would also reveal the company's commitment to sustainable solutions for its buyers and its commitments to high quality items. Additionally, the article briefly presents some efforts made by the Advertising Standards Authority to reduce the incidence of artificial claims of ethical and environmental campaigns. The regulator has been met with numerous situations in which the campaigns were announcing environmentally friendly products, that in essence proved to not be so. Still, the article does not present the stand of the Advertising Standards Authority in the case of the Marks and Spencer campaign, but this is probably because investigations are only launched in the aftermath of accusations.
All in all, the article presented in the Guardian is rather simplistic, without a clear analysis of the campaign, and it is limited to presenting the stand of the company. At the level of the company and its ethical campaign, a first improvement that could be added is represented by…… [Read More]
Training programs are also another useful means of creating employee satisfaction as they give the sense of support in the professional formation of the individual.
The implementation of the reduced retail prices is only possible through processes of internal cost reduction. The first step is that of lowering the profit margin in the meaning of accepting reduced profits. Then, the organizational leaders could engage in conversations with the purveyors in order to negotiate the retail prices of various commodities or services. Premiums, bonuses or dividend payments could also be withheld for the duration of the economic crisis. Savings should be made relative to utility bills and invoices being deducted.
Finally, in terms of an improved organizational perception and reputation at a global level, it is advisable for C.H. Robinson to invest in a marketing campaign that promotes the company and the values to which it stands true. It would also be advisable for the firm to become involved in more projects of social responsibility, such as reducing gas emissions, lowering its levels of pollution or even offering sponsorships and grants, as a means of supporting the development of the communities in which it operates.
8. Concluding Remarks
C.H. Robinson Worldwide is a leading three party logistics organization, registering impressive results at a global level. The company has created and enforced a strong culture of success, in which the satisfaction of the customer represents the central element. The four main points of customer service refer to continuous communications with the customer base, a global expansion in order to reach as many customers as possible, the diversification of the service offering and, as mentioned, the internal culture. Basically, the company implements all strategies required for it to align to the other leaders of the global logistics industry -- CEVA Logistics, DHL and UPS Supply Chain Solutions. Yet, in order for the company to gain the title of undisputable leader, it has to identify means by which to differentiate itself from the competition. Three strategic actions that could be implemented to achieve this desiderate refer to sustained investments in the human resource, the reduction of the retail price to better answer to the needs of customers facing the economic crisis or the sustained investments in improving the company's reputation.… [Read More]
From a performance analysis perspective, costs of alternative support channels are first evaluated, followed by the key performance indicators (KPIs) typically used in financial services organizations to measure the performance of their online initiatives, most notably, websites. Following this discussion of performance analysis there is an analysis of resource availability and allocation of resources.
From a cost-per-incident analysis, the following table presents findings from Forrester Research specifically in measuring the median internal costs companies are incurring as a result of each customer service channel. The objectives of this marketing plan specifically focus on driving user adoption while at the same time making process workflows efficient enough to attain the following best practices figures from Forrester Research.
Best Practices in Services Costs by Channel
Cost per Incident
Annual Growth Rate
Knowledge Database and Website
Source: Watson, Donnelly and Shehab (2)
These best practices benchmarks must be relied on in evaluating the success of marketing programs to increase the level of activity to drive down the cost per incident online. While the costs in the above table are significant and dramatic in their variation with one another, a critical point must be kept in mind regarding systems integration to provide each of these systems a synchronized response to each customer's request. Customers, regardless of channel used, require a consistent response, and to accomplish this there needs to be tight integration across all internal systems. While not a core message of the marketing launch, the integration of these systems will lead to a much higher level of trust being generated across the entire spectrum of applications in the self-service website. Customers will expect a 360 degree view of their activity by any form of service, whether it be self-service or a person on the telephone, or even…… [Read More]
(Setting and Measuring Service Standards)
The store then appointed supervisors to ensure that all employees were following the procedures properly and even used 'mystery shoppers 'to find out if all the measures were being implemented, and the reports showed that they were indeed being followed, about 90% of the time. Subsequently, the management of the Revco Drug Store measured the number of complaints, to find out whether there had been any decrease in the number and to their happiness, they did find that the number of complaints against service had come down drastically, and at the same time, the number of happy and satisfied customers had increased significantly. This program of 'every customer, every time', was therefore considered to be a success, and the important thing to be learnt from this experience is the fact that is that the customer must be treated with respect and courtesy every time he entered the premises, and this would make him contented and happy. (Setting and Measuring Service Standards)
Green Hills Farms, based in upstate New York, has a very loyal and powerful customer following, and it has a database of loyal customers who would teat the grocery store much like it were their very own. In fact, there are several big companies clamoring for the secret behind the building up and the maintenance of such a good and loyal customer following. The truth is that Green Hills Farms developed a customer loyalty program that helped it to succeed in this manner. What, exactly, is customer loyalty, and why is it so important? Can a customer be forced to like the shop, if he does not, and can his loyalty be bought at any price? The answer is that the store really knows all its customers extremely well, and this is its secret. This is the reason that its several customers would not dream of going elsewhere for their needs, and this is what is meant by 'customer loyalty'. (The Best Little Grocery Store in America)
According to the CEO of Green Hills, Gary Hawkins, he noticed that at Thanksgiving, most turkeys were given away almost free of cost, and he thought that this was quite stupid, because of the losses that stores would often incur by giving away expensive items for free. Therefore, he decided to stop this habit, and reward his customers instead. Today, a customer has…… [Read More]
So, the level of satisfaction registered by a customer is sometimes subjective. For instance, I've had an unpleasant experience with ADIDAS, a company about which I have heard only the best. I went in to buy a pair of snickers, but I could not find the right size on the shelves, and so asked for some assistance. But the salesman was not as eager to help as I would have liked, so I left the shop a bit disappointed.
From my personal and subjective opinion I believe the following companies to have high customer service: American Apparel, Daimler-Chrysler, FedEx, Nike, Procter & Gamble and United Airlines. At the other pole of the customer service quality I tend to place ADIDAS, McDonald's, Colgate-Palmolive.
Finally, I believe that there is a significant difference between customer service and customer relationship management. The first implies the actual behavior towards customers, whereas the latter implies the means and techniques to be used. To explain myself, I think that customer relationship management is based on developing norms of behavior towards customers, means of resolving potential conflicts and complaints. It teaches employees who to relate to clients and it contains several customer service training programs. On the other hand, the customer service as such refers to actually applying in practice what employees have learned from customer relationships managers. In other words, my opinion is that customer relationship management is the theory of behavior towards clients, whereas the customer service is the practice of behavior towards clients.… [Read More]
Customer Service at College
When enrolled and even when graduated, students continue to interact with the staff regarding counseling assistance. Having a good customer service department in a college is very important as many a times it develops and shapes up a student's idea and perception regarding the institution. If there is no department which can aid the student and help him with the problem or confusion that he faces, then this will worsen the view that he would have initially had for that particular college. This can also be a reason for him to decide not to graduate from there and get a transfer to some other college which has such services and can be beneficial for the student. It is of essential importance that customer service departments should be present in colleges. It should be there to provide them with academic and career advice and what subjects to enroll for among many other functions.
CUSTOMER SERVICE AND PEER COUNSELORS
Students require help at college regarding a lot of things and they need someone to discuss these with and achieve a conclusion to their problems. Customer service at college helps students in various fields that may include campus problems, housing problems or other personal problems. A student might face problems and difficulties with his roommate and thus might require changing his room. Customer service is always out there to help student with such problems. Customer service also informs the student about resources available at the college in addition to the campus policies and procedures. They are there to help students with what courses to register for and help them explore different career options. One such program that help student achieve this is performed by peer counselors.
Peer counselors are the senior students who are selected and trained, due to the desire they have within them to help and assist new student in their academic performance, interpersonal skills and to give them a know how about college student life. Most of such selected…… [Read More]
Customer Service at Apple
Apple's customer service is among its strongest features. Its innovative in-store checkout and support methods and its highly qualified staff of in-house technical support agents help keep Apple's customer service standards up to par with the high product standards cited in the company mission.
Among the most important of objectives for Apple when it comes to customer service is the level of knowledge possessed by each of its customer service specialists. In-store technical support personnel are identified as Apple Geniuses and, as the article by Ernst (2013) points out, they are usually able to live up to this title when handling your customer inquiries. This is the because Apple has placed knowledge among the most important features of its collective working culture.
Its effectiveness at achieving this aim may be measured by the level of customer satisfaction experienced by those completing in-store appointments or technical support phone calls. Apple's Target should be 100% satisfaction, if not with the outcome of an interaction with customer service, at least with the knowledge demonstrated by service agents. A good action in support of this objective would be the use of surveys for customers departing from appointments or calls as a diagnostic tool for apparent areas of need.
Another critical feature of excellent customer service, especially in this day and age, is superior security against hacking and cyber attacks. Because Apple compiles extensive information about customer purchases and credit information, powerful security and encryption are essential.
Success in this area may be measured by the number of…… [Read More]
Customer Service Training Manual
The Ultimate Beauty Center has had a relatively successful existence and share of the market in South Bend, Indiana for 12 or so years. It has its own tastefully-designed building with modern equipment and machinery, which have attracted an increasing number of customers from adjacent towns and states. From a simple slimming shop, it grew into a center with three other departments, supplementing slimming services: hair, nails and facial care. It was previously owned by a mother-and-daughter team who observed conservative business practices.. The Center has an overall personal complement of 60, serving an average of 30 customers and walk-ins daily.
Because of its growing volume of clients, the owners decided to open a Customer Services (CS) department, directly under the owner., to handle public queries and information, promotional campaign, media and public relations, and internal MIS arm. This experimental CS department has been operating for almost two years with a full-time staff of 10 as frontline staff.
In the last few months, the CS department has encountered problems. Out of over-eagerness to sell one of its costlier but newer slimming products, it exaggerated certain claims and a regular customer complained that the product failed to deliver promised benefits. At the hair department, a hair stylist accidentally wounded and burned a portion of a customer's scalp and temple while giving her a treatment. Instead of palliating, the CS staff went into a physical battle with the injured customer for slapped the stylist. At the facial department, another customer complained against a consultant who disfigured her nose. And at the nail department, news came out that one of its regular clients was found positive for HIV-AIDS by the local health bureau.
All the blunders occurring almost successively, the owner called in her younger daughter working in New York as a manager and offered to relinquish the full ownership of the Center to her. The mother has, for years, contemplated on retiring early, while the daughter with whom she has teamed up got married and settled down in Europe with her husband to open their own business there. At present, the Center faces a number of lawsuits for damages by all aggrieved customers and the local health bureau threatening to close the Center for health reasons.
Purpose of the Project
The purpose is to compose, implement and evaluate a Customer Service…… [Read More]
81 and .77, singif8icant at the .05 level, shows that the tests while valid, are not reliable in measuring ongoing performance gains. The r with complaints for Work Sample (T) of .37 and .35 also indicate that the test is highly valid yet lacks reliability in ensuring long-term customer service levels. Work Sample (T) shows that it is only sporadically valid as well with the very low r with speed and negative values for r with error rate. The Work Sample tests are ideal for capturing applicants' ability to manage complaints yet cannot be used with any validity over other areas of their responsibilities. In conclusion these tests also need modification before they can be used "for keeps" as part of the overall methodology for hiring at the company.
3. What limitations in the above study should be kept in mind when interpreting the results and deciding whether to use the clerical test and work sample?
There are many limitations that need to be kept in mind in interpreting the study. The first and most significant is that the Clerical Test is specifically designed for reliability of test taking skills and not necessarily the effectiveness of the applicant across the entire breadth of responsibilities. This limitation is common in tests to evaluate employability and skills sets, as activity-based test show proficiency yet lack measures of validity when they become too myopic in nature (Heneman III, Judge & Kammeyer-Muller, 2012). This is the problem with the Clerical test; it is effective in measuring a very narrow set of skills yet must be redesigned to ensure a broader definition of reliability in determining employability.
The clerical test have an opposing issue of being valid in measurement but lacking validity over a broad base of skills. The shortcomings of the work samples indicate why Phonemin is struggling to keep employees. It is measuring validity in a very limited, myopic way and is only telling part of the story of how effective applicants are going to be. What is needed is a completely revamped series of clerical tests and work samples that can more accurately measure overall ability at handling the many aspects of the CSR role. Absent from any of these tests is the level of escalation expertise and innate problem-solving capability;…… [Read More]
This change over would be slower, but would have produced the system-wide gap in knowledge that afflicted IBS.
Although the new system may theoretically be better, the mischance suggests that a more secure and slower process of conversion in the future will necessary to prevent further occurrences of such unfortunate and inconvenient events. Also, it is critical that the concerned customers who had to pay out of pocket expenses are assuaged of their fears that this may reoccur.
Employees affected must be given a way of identifying themselves and providing their previous social security numbers and personal and verifiable criteria to the pharmacy, so it is recorded. When doing so, they may be given a reimbursement for all proven out of pocket expenses immediately. This will ensure all employees do give data regarding their old identification numbers and social security numbers immediately, to prevent further confusion, but convey a sense of personal empowerment, as well as full and fair reimbursement, to patients who were affected, as they are now in control of giving their data to the system. Another potential remedy in addition to this above-cited course, is to give patients who must wait for reimbursements and who give the necessary information a fifty dollar deduction from their next pharmacy bill, after the insurance reimbursement.
Works… [Read More]
It is clear that when busy employees and weary travelers are treated with respect, dignity and courtesy, it can make a profound difference in how the company operates and is perceived by customers - and potential customers -- and this is how JetBlue has succeeded in adding value through these simple but important techniques. "These guiding principles have been extended to all levels of JetBlue's operation, internally and externally, and have created unique customer appeal" (Bodouva & Bodouva, 2004, p. 317). These guiding principles have also been the driving forces behind JetBlue's efforts to gain additional market share by adding value from both the customer and employee perspective.
The impact of these foregoing value-added approaches has been significant and they have paid major dividends for JetBlue to date:
JetBlue has made significant progress in establishing a strong brand that helps to distinguish it from the competition. It seeks to be identified as a safe, reliable, low-fare airline that is highly focused on customer service, provides an enjoyable flying experience, and is constantly evolving; and the company's value-added services include:
An uncommon amount of legroom;
Free satellite TV at every seat;
Airplane yoga cards (there cards are stored right next to the "barf bags" and inflight instructions on how to survive a crash, and provide JetBlue passengers with some useful stretching exercises to alleviate the tedium, monotony and cramped muscles that can result from enforced sedentary activities, but cautions that the exercises may make "you look like a real weirdo to your fellow passengers" (Bodouva & Bodouva, 2004, p. 320);
No discount seats;
"TrueBlue" loyalty program
All fares are sold one-way (no Saturday-night layover required);
Online booking discounts;
High-quality service; and Safety (Bodouva & Bodouva, 2004, p. 319).
It is equally clear that Neeleman took what he learned during his tenure at Southwest seriously and has since fine-tuned what was best at Southwest to his own unique operations at JetBlue. In this regard, Ashby and Miles (2002) note that when the September 2001 terrorist attacks rocked the rest of the airline industry in 2001, Southwest Airlines' employees "quickly aligned, accepting pay cuts to avoid layoffs and maintain operations and low fares despite low loads. While United and other…… [Read More]
Customer Service Restaurant Management
Restaurant management all over the world initiate impressive approaches to improve their customer services. However, the realization part comes when these approaches have to be fully agreed upon by the employees who are essentially responsible for their implementation. The history of restaurant business reveals that policy making for customer service has been a. painless effort, but attaining employee acceptance to the same for making it operational is the more challenging area. This impracticability of customer services' policies in restaurant management has led most strategies to failure from their initiation.
This failure in policy implementation has been a persistent reason for perplexity and disappointment to top managements of restaurants. Restaurant managements suppose that when they have disclosed a certain policy for customer service, employees will comprehend the strategy behind it with the same frame of mind wherewith it was framed. Additionally they presume that the launched customer service program would be put into operation in such a manner that an improved level of customer service would be noticeable for customers.
Unfortunately, these assumptions are incorrect, proving to be a failure cause. Top managements in the restaurant industry overlook the fact that customer service is very closely related to employee commitment to the restaurant. Policy implementation in this negligence does not only worsen the sales trends and service quality, but also decline employee morale who suppose that the management is inconsiderate of their work input, hence giving inadequate returns.
The following paper primarily describes the concept of customer service in restaurant management. Thereafter, it shows how the improvement of customer services in restaurant management depends upon the management's and the employee's approach towards each other, the establishment and the services. It also provides research findings on the subject and recommendations that can help improve customer service in restaurant management.
Defining Customer Service in Restaurant Management
To most people, customer service is an unquantifiable attribute, only understood by experiencing. Some may say that it is about giving the treatment the way a customer wants in a restaurant, while others suppose it to give a domesticated feeling of home to the customers. In whichever words the concept may be defined, customer service is said to exist whenever there is a contact between a restaurant's staff and its customer. Upon contact, one of the two possible outcomes occurs:
It results in a clash that renders the customer annoyed and…… [Read More]
Customer Retention Strategies
Creating Exceptional Customer Service at Southwest Airlines
Southwest Airlines continues to lead the airline industry in customer satisfaction because their business model puts customer satisfaction and maximizing customer experiences at its center. Their leadership of the industry on customer satisfaction measures has also been seen in the result of Consumer Reports studies as well (Consumer Reports, 2007). What sets this airline apart from others is the belief that customer loyalty will lead to more profitable growth when combined with an extensive commitment to process, system and service standardization (Hardage, 2006).
Analyzing Why Southwest Excels At Customer Service
Southwest Airlines' founders quickly realized that their business model must attract the mid-range and casual traveler if they were to succeed. They did not initially pursue the highly profitable business traveler as their competitors were doing at the time. Instead, the company quickly built ticketing, in-flight services, aircraft operations and maintenance all around the expectations of their customers (Bernoff, Li, 2008). This resulted in the corporate culture at Southwest being much more focused on taking risks to ensure customer satisfaction and delight over merely attaining cost reductions (D'Aurizio, 2008). The frequent flyer program at Southwest rewards the most loyal customers with flights according to a series of simple, easily understood guidelines that promote using the airline over smaller regional carriers. This is a deliberate strategy to drive up customer loyalty while at the same time taking business away from smaller, regional airlines (Rhoades, 2006). These decisions that management has made about designing and strengthening their business model to serve customers has led to a very customer-centric culture as well. The culture at Southwest has stories permeating it that show how employees went beyond their roles to ensure customers get to their destinations delighted with service (D'Aurizio, 2008). After the decades of their business model continually building these values, the norm today is for employees to extend a hand to customers and seek to serve and gain customer loyalty as a result.
Southwest Airlines has done an exceptional job of building a loyal customer base, which…… [Read More]
Returns Refunds and Adjustments
The advantage of one retail format or channel relative to another with regard to adjustments, refunds and returns is predicated on the supporting supply chain's agility, efficiency and capacity to respond to rapid changes in demand. It is also predicated on the relative financial contributions of the products sold through one channel over another (Stock, Speh, Shear, 2006). Companies including Amazon.com, Zappos and others have successfully used adjustments, refunds and returns as a means to increase service recovery strategies online, earning a reputation for being very customer-centric and trustworthy as a result (Forbes, 2008). All of these factors determine if one retail format or channel is more effective than others in the use of adjustments, refunds, and returns.
Analysis of Retail Channels: Effects of Adjustments, Refunds and Returns
The entire spectrum of retail sales channels from click & ship, brick-and-mortar, clicks & bricks, pick and take, click & take and all permutations and combinations of these channel structures must do one task exceptionally well: earn and keep customer trust. The greater the distance between customers' expectations and experience by channel, the greater the need for closing this gap through effective adjustment, refund and return strategies. Companies have experimented with full-refund and no-refund strategies as a means to segment their markets and generate higher levels of profitability as a result (Chen, Bell, 2012). The net effect of these strategies has been to re-align the buying habits of customers while also creating a very effective approach to spending on adjustments, refunds and returns where the investment will yield the best return (Chen, Bell, 2012).
Creating a unified strategy of adjustments, refunds and returns also is critically important for defining which areas of a multichannel retailing strategy will get the most and least focus over time. There is a common misconception…… [Read More]
customer service philosophy consists of two parts. First, the company's prices are highly competitive, and second, employees are empowered to "delight the customer." By offering these two components of highly excellent customer service, the company has set itself apart from its competitors. By offering targeted discounts and a specific philosophy for returning and complaining customers, the company has built a loyal customer base that has contributed to its prominence in the business world. At least this has been the case before internal difficulties began to affect the company's financial standing.
Made for You's current strategy is to act generously towards repeat customers and those with legitimate complaints. Such generosity occurs in the form of automatic discounts for repeat customers. Legitimate complaints such as delivery delays, unavailability of requested pieces, or long waits for service are compensated in terms of discounts, charge cancellations, or upgrades.
While these strategies are extremely effective in terms of customer loyalty and grievance settlement, it is not so in terms of the company's financial situation. One major problem is that the company's sales manager is unaware of its financial difficulty. The manager is therefore operating under the assumption that the company can afford the kind of financial compensations it has offered over the years to ensure customer loyalty.
Since the company can no longer afford this, the strategy is likely to create further problems that will probably not be mitigated by gaining the loyalty of customers.
a) The term "internal customer service" refers to the relationships among those who work within the organization (Friedman, 2014). The different individuals and departments within Made for You, along with the company's suppliers, therefore form part of the company's internal customer base.
b) Because Made for You's external customer service is far better than its internal communications, the sales manager is unable to foresee the implications of his customer service strategy. If there had been a better connection between the finance department and the sales management team, for example, the manager might have made a more strategic decision when it came to providing external customer service.
Furthermore, the breakdown of…… [Read More]
Customer Service Applications
Delivered on Social Networks
The impact of social networks on every facet of customer relationships continues to escalate, with more companies using Twitter and Facebook to deliver exceptional customer service experiences by solving their problems quickly, clearly and transparently online (Bernoff, Li, 2008). Social networks are pervasive in their adoption today, with Facebook having more subscribers that some nations have citizens (Woodcock, Green, Starkey, 2011). This has transformed online customer service from simply a Web-based application delivered over a website to an interactive, real-time conversation with customers online (Bernoff, Li, 2008). The intent of this paper is to evaluate how Comcast and other companies in the services industries introduced the new product of online customer service over social networks to their customers, and how these changes made the businesses more profitable and stable as a result. This paper also includes a support plan for customers who choose to use social networks as a means of connecting with companies they are customers of, and also how new technology partners contribute to enhanced customer experiences.
Introducing Online Customer Service on Facebook and Twitter
There are dozens of companies today who have chosen to use social networks as the foundation for automating and improving their customer service strategies online. The greatest benefit of choosing to use social networks as the foundation of automating customer service strategies is their rapid adoption, continual improvements to the user experience, and the build-out of Application Programmer Interfaces (API)s that streamline the application development process (Bernoff, Li, 2008). In addition, social networks have become the foundation for effective change management strategies, as resistance on the part of customers to adopting and using a platform they are very familiar with is lessened over time. In addition to these factors, it is clear that consumers now prefer to rely on social networks over traditional Web-based and offline media channels to gain product information, guidance from their trusted friends on what products or services to buy or…… [Read More]
It must be noted though that good communication in selling should be done with all honesty. Never tell your customers with anything about your product that is not true. Remember that satisfied customers always come back.
Moreover, there is a saying that "the customers are always right." Although this is not true, it is still important that you speak to your customers with respect. Even if you believe that they are not right, every misunderstanding can be resolved with proper communication.
Never push your product to your customers
Put yourself in your customer's shoes. Would you feel good if a customer service attendant is almost forcing you to buy his product knowing the fact that you are looking for something else or something specific? Customers do not like to be forced. A customer service attendant who forces his customers with too much "sales talk" can only result to pushing his customers away. Instead, be helpful to whatever your customers need. You can provide them with "sales talk" but never make it too much to the point of irritating them or driving them away. In a business like car dealership, remember that customers are not just buying a small thing. They are buying cars that will cause them a great amount of money. Therefore, it is important to look after their satisfaction in a sense that whatever they buy should be something that they will not…… [Read More]
Customer Experiences With Customer Service at My Car Dealer
A recent visit to the service department of the local auto dealership I purchased a car from two years ago forms the foundation of this analysis. As auto dealerships rely on service departments for the majority of their revenue I thought the experience would be a mix of pure efficiency and relationship building. Previous experiences with this dealership have shown them to be not as trustworthy as I had hoped they would be as well. One of the most critical aspects of transitioning customers from being treated as members of a transaction to actually being fans is trust (Gronroos, 1994). Trust is such a critical catalyst to make a customer experience successful that technologies need to better measure and evaluate this critical component as broader CRM strategies (Mitussis, O'Malley, Patterson, 2006). Going in to the dealership to get a door problem fixed presented the ideal opportunity to complete this analysis.
Analysis of Interaction
Driving up to the customer service window and giving the technician my name and address started the process. He printed out a worksheet and walked out of the small building and asked what I needed done. I explained the door had been not closing completely and the lock would "freeze" in one place and not let go. The conversation went to how the entire lock could potentially need to be replaced to the suggestion of WD-40. In other words, both ends of the pricing spectrum, from the very expensive to the solution that would cost only the can of lubricant immediately were recommended. I asked if they could simply take the lock out of the door and check it out and give me an estimate for no charge as the car was still under warranty. The technician debated me if the car's warranty covered locks and mechanical items and I asked if he considered a transmission mechanical, as that component was specifically mentioned in the warranty. He nodded and didn't say another word. I asked him for the cost to look at it and he said there would be no charge. I got the sense that even through the car was under warranty the dealership wanted to still make money on this repair. That troubled me. I gave the technician…… [Read More]
Food Processor Company: Application of Customer Service
What is done to improve the clients experience is known as customer service. Different clients have different ideas about what they anticipate from the customer interaction (Harris, 2010). The client service provider must know his clients and work hard to afford them with the best customer service (Harris, 2010).
A physician calling a patient to see how he or she is feeling, a hassle free return policy, timely delivery of goods, calling a client by name, receipt look up, an up-to-date map of an area or having GPS in rental cars are just some of the forms of customer service (Harris, 2010). Other forms include: being courteous or showing a little enthusiasm; giving operating manuals and having FAQs on your website; showing your clients you care; showing understanding when dealing with customer complaints or queries; suggesting a cheaper option or any other form of after sale service (Harris, 2010).
These forms of customer service especially timely delivery of goods, FAQs on the website and an enthusiastic and ready to help call center staff will help to not only keep the customers of a food processing company happy but it will also go a long way in improving service delivery, as the company can adjust in areas that the clients are pointing out.
Obstacles to Successful Customer Service
Client service is uncommon because for it to be effective it requires two essential components that ordinary organizations and management are not willing to offer: spending cash and acting on needs of the clients. In companies almost everybody speaks about the importance of customer service, but what they don't really know is how to offer excellent customer service. This is just much more than having a good attitude or being a social person. To get ready to provide an outstanding customer service, you must develop the expertise to be great (Harris, 2010).
Apart from developing expertise, corporations…… [Read More]