Customer Service Strategy Assessment for Small Business Consulting
This paper assesses the customer service strategies of a small business consultancy — the Business Resource Management Group — using a ten-question Likert-scale survey administered to senior management. The analysis reveals a persistent paradox: while management believes customer satisfaction drives business objectives and competitive advantage, the firm lacks systematic processes to measure satisfaction, share customer feedback across departments, or hold staff accountable for service outcomes. Each survey question is examined in detail, exposing the gap between stated values and operational reality. The paper concludes with three actionable recommendations — implementing a Voice of the Customer program, setting referenceability goals, and tying compensation to customer satisfaction scores — designed to close this gap and build a genuinely customer-centric culture.
- Introduction: Company profile and paper purpose overview
- Customer Service Implications Based on Survey Results: Survey design, Likert scale, and methodology
- Survey Question Analysis: Objectives, Monitoring, and Communication: Survey questions 1–3 on goals and knowledge sharing
- Survey Question Analysis: Competitive Advantage, Measurement, and Focus: Survey questions 4–7 on strategy and competitor comparison
- Survey Question Analysis: Culture, Polling, and Data Dissemination: Survey questions 8–10 on culture and data sharing
- Three Suggestions for Providing Better Customer Service: VoC program, referenceability goals, and pay indexing
- Conclusion: Paradox summary and call to accountability
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What makes this paper effective
- The paper organizes its analysis around a concrete data instrument — a ten-question Likert-scale survey — giving each recommendation clear empirical grounding rather than relying on abstract claims.
- A recurring "paradox" motif ties the entire argument together: management claims customer centricity as a core strength while consistently scoring low on the practices that would operationalize it. This thematic coherence makes the critique persuasive without being repetitive.
- The three recommendations in the final section are specific and actionable (dashboards, advisory councils, compensation indexing), moving the paper beyond diagnosis into practical strategy.
Key academic technique demonstrated
The paper demonstrates applied gap analysis — systematically comparing an organization's stated values against its measured behaviors to surface strategic inconsistencies. By juxtaposing high scores on perception questions (Questions 1, 4, 7) against low scores on execution questions (Questions 2, 5, 8, 9, 10), the author builds a cumulative, evidence-based argument that is more compelling than any single data point alone.
Structure breakdown
The paper opens with a contextual introduction establishing the company's profile and the survey's purpose. The body proceeds question-by-question through the Likert-scale instrument, grouping related items thematically. Each question block follows a consistent micro-structure: report the score, interpret its meaning, and prescribe a corrective action. The recommendations section synthesizes those prescriptions into three ranked initiatives. A brief conclusion returns to the central paradox and issues a call to accountability.
Introduction
This paper analyzes the customer service strategies of the Business Resource Management Group. The basis of this analysis is an interpretation and discussion of a customer service survey completed in conjunction with the company. The Business Resource Management Group is a consultancy that serves small businesses in the areas of IT development, human resources, marketing, and organizational development, with a specific focus on emerging small businesses in the introductory and growth stages of development — typically those with 50 employees or fewer.
As Business Resource Management Group is by nature a services-based company, the need to ensure a consistently high level of performance for clients must be translated into a long-term strategic advantage. Customer service must be the foundation of all areas of this consultancy if it is to achieve its full potential and continually attract and serve new clients.
Customer Service Implications Based on Survey Results
In assessing the commitment to and level of customer service at Business Resource Management Group, ten questions were created to measure the consultancy's current level of customer centricity and its ability to take the core values of service and base strategies and initiatives on them. These ten questions also focus on the level of inter-organizational knowledge sharing and the commitment to share customer-specific information throughout the consultancy.
This is a critical value for any company when it comes to customer service. In a consultancy — especially a smaller one like Business Resource Management Group — everyone needs good visibility into all customer-related information in order to serve clients effectively. The intent of this section is to review each survey response and discuss the results in terms of implementing customer service strategies throughout the organization. Each question was scored on a five-point Likert scale with the following values:
1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
Each question is presented below, followed by an analysis of what the responses indicate about Business Resource Management Group from a customer service standpoint.
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