...BEHAVIOURAL ECONOMICS AND CUSTOMER COMPLAINTS IN COMMUNICATION MARKETS A report prepared for the Australian Communications and Media Authority (ACMA) in connection with the public inquiry “Reconnecting the Customer” by Dr Patrick Xavier* Adjunct Professor of Economics & Finance, Curtin University Business School. May 2011 * Dr Patrick Xavier BEc (Hons), M.A., M.Ec, PhD is Director of Info-Comm Strategies and Adjunct Professor of Economics, Curtin Business School, Curtin University of Technology, Australia. Dr Xavier has published widely and has had extensive experience as a consultant to national and international agencies on regulatory reform in the (tele)communications sector, including the OECD, ITU, World Bank and APEC. He was part of the OECD’s regulatory reform team that visited a range of countries to advise on regulatory reform in major industrialised and emergent economies. He has undertaken work in Hong Kong and in a range of developing countries, including Lao PDR, Romania, Armenia, Vietnam, Pakistan, Pacific Islands, Thailand, Bhutan and China. He can be contacted at: poxavier@gmail.com Disclaimer. The views in this report are those of the author and do not necessarily reflect the views of the ACMA. © BEHAVIOURAL ECONOMICS AND CUSTOMER COMPLAINTS IN COMMUNICATION MARKETS Executive summary 4 1. INTRODUCTION 10 1.1 Purpose of this report 10 1.2 Customer complaints in the telecommunications...
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...4DEP Activity 2 How an HR Practitioner ensures the services they provide are timely and effective. Understanding Customer Needs for 3 different customers of HR Employees – Require information on employment contracts Managers – Require staff who can fulfill their job role efficiently and meet performance targets. Applicants – Require a clear induction policy and training plan taking their individual needs into account. Prioritising Conflicting Needs The needs of customers may sometimes be conflicting (for example, managers want production results and longer working hours whereas employees want more time off and focus on work/life balance). HR would ascertain which demands were the most urgent and important, taking into account the ease and speed of dealing with each issue whilst maintaining focus on the overall needs of the organisation. It is important to keep all customers informed of what HR can provide in the way of services and set realistic expectations. HR needs to be flexible, easy to contact and able to respond swiftly and effectively. However on occasions where the customer’s need cannot be dealt with promptly, a full explanation must be given along with estimated timescales for resolution. Effective Service Delivery Delivering Service On Time By prioritising needs, HR can ensure that issues are handled according to urgency. For example, taking into account the effect of each request on the business and considering: * Maintaining...
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...Manage Quality Customer Service Assessment 3 1. Define customer behaviour researchWhether you are a manufacturer or a retailer, a mid-sized company, or someone with a small business that caters for various customers and clients in a niche market, consumer research is vital for your business to succeed. consumer research they are trying to identify reasons for purchasing a product, usually customers hesitates to reveal their reasons or motivational factor which made them to purchase a product or service at that time the consumer researchers use the two different types of research methodology to study consumer behavior: quantitative research and qualitative research. | 2. Identify 8 factors that influence customer behaviourCultureSocial StatusMarketingFinancial PositionPsychological factorsPersonal perceptionsConvenienceTiming | 3. Customer behaviour is influenced by perception. Define “perception” in this context.If anything is more important in any business than it is customer, more precisely customer perception. If your product/service meets customer perception than only you may retain the customer otherwise he will always try to find better place to see that his perception is being met with. In other word for any business customer is GOD and you have always to bow to his perception in providing services to him to keep him happy and with that making your business successful and more profitable. | 4. Identify three broad categories of customer needs.Social...
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...Contents 1.1 Introduction 1.2 HR Profession Map Summary 1.3 Key area One; Strategy Insights and Solutions 1.4 Key area Two; Leading and managing HR 1.5 Summary of the Eight behaviours 1.6 Resourcing and Talent planning 1) 2) 2.1 Understanding customer’s needs 2.2 Communicating effectively 2.3 Building and maintain effective service 3. References 1.1Introduction I work as a HR administrator at Sphere Group, which operates in the recruitment sector. This report will outline the HR profession map, its two core areas and eight behaviours, before discussing the Professional area of Resourcing and talent planning. Part Two will discuss how an HR practitioner should ensure that the services they provide are timely and effective, commenting on understating the customers’ needs, effective communication methods and how to build and maintain effective service. Part One 1.2 My HR Profession Map summary The HR profession Map (HRPM) is key to helping HR practitioners understand what they are good at, what they can improve on and what they need to do to develop. The map is made up of ten professional areas that HR practitioners are involved in and need to know about, eight behaviours to demonstrate in these professional areas and four bands of professional competence. The ten professional areas are: Strategy, insights and solutions, leading and managing HR, organisation development...
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...but not the least hasher Yakkatech is As mentioned before, Yakkatech operates four customer service centres and is a company in its growth stage. Also, its customer service has doubled in the five past years prior to the case study. Yet, this rapid expansion brought about many issues, such as a rise in customer complaints about poor quality service by the executives, in the sense that the time taken for them to respond to their problems was too slow. In order for customer complaints and queries to be registered, they are firstly given a ticket, directed to the department where they best apply and then assigned to an available employee. And if that client experiences issues again, a new ticket would be issued and the same process carried out again, which means that a particular client’s persisting problem would ultimately be handled by different employees each time. Altogether with the increase in customer complaints, employee resignations in contact centres have also risen above industry average. Consequently, Yakkatech executives decided to resolve these issues by introducing pay rises in terms of salary revenue of employees and also profit-sharing incentives for employees bearing a service time-count equal to or more than two years. While these measures did lower the employee turnover rate, the productivity level oppositely shrank altogether and as a result, customer service complaints remained unchanged. Also the case highlights that the employees and the various departments...
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...briefly summarise the CIPD Profession Map (i.e. the 2 core professional areas, the specialist professional areas, the bands and the behaviours) The CIPD HR Profession Map has been developed with the help of HR professionals around the world. Many organisations use the CIPD profession map to measure their HR capability, address areas for development, and to develop their employees within HR. The HR profession map is made up of ten professional areas, eight behaviours and four bands of professional competence (Bands and transitions.) The Professional areas describe the activities you need to undertake and what you need to know for each of the 10 professional areas at each band level (Levels 1 – 4.) There are two core professional areas; Leading HR, and Insights, Strategy and Solutions. The core areas are applicable to all HR professionals, even those just beginning of their HR careers. There are 8 further Specialist professional areas: Employee Relations, Service delivery and information, Organisation Design, Organisation Development, Resourcing and Talent Planning, Learning & Development, Performance and reward, Employee Engagement and Employee relations. The behaviours describe the 8 key behaviours each HR professional needs to be successful within their role. Each behaviour is described across each of the band levels. The eight behaviours are; Role Model, Curious, Decisive thinker, Skilled influencer, Personally credible, Collaborative, Driven to deliver and Courage...
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...4DEP Level 3 – Kristen Landau A50445 CIPD Membership 45017870 Activity 1 Write a report in which you: Briefly summarise the HRPM (i.e. the 2 core professional areas, the remaining professional areas, the bands and the behaviours) The CIPD HR Profession Map sets out the activities, knowledge, behaviours and standards required for HR professionals to be successful in the workplace. The profession map can be used for personal and professional development. The map is set out in to three different sections which include ten professional areas, which are divided into four bands of professional competence and also includes 8 different behaviour styles. The 10 Professional areas: 1) Insights, strategy and solutions 2) Leading HR 3) Organisation Design 4) Organisation Development 5) Resourcing and Talent planning 6) Learning and Development 7) Performance and Reward 8) Employee Engagement 9) Employee Relations 10) Service Delivery & Information This describes what you need to do (the activities) and what you need to know for each area of HR profession at four bands of professional competence, as well as outlining the behaviours that you need to display when carrying out the activities. Two of these are considered the core professional areas Leading HR and Insights Strategy and Solutions. Leading HR acts as a role model leader which maximises the contribution that HR makes throughout the organisation. Insights Strategy...
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...Important of Customer Satisfaction and Loyalty in Business. 1.0 Introduction Customer satisfaction and loyalty is two important keys to be success in the business. It must be implement in all business areas such as servicing, hospitalisation, health care and others. In business environment, quality improvement have become part of everybody life and not a task or duty anymore. (Mehra & Ranganathan, 2008). It is not enough if only focus to satisfy the customer and it won’t be good to business until get the repurchase power from customer.(Kandampully & Suhartanto, 2000) Lot of research on customer satisfaction and loyalty has been done, especially on retention and economic performance.(Kristensen & Martensen, 1996; Rucci, 1998; Duboff & Heaton, 1999; Edvardsson, 2000; Bernhardt, 2000; Eskilden & Kristensen, 2013). More than that, this two keys also play role in business for revenue improvement, profitability and cash flows.(Heskett, 1994; Reichheld & Teal; 1996, Itner & Larcker; 1998; William & Nauman, 2011). This to make sure company has more than enough fund, can expend and become stronger. We will see how important this two keys in order to make business running smooth and at the same time can achieve company target. At the end, customer will get what they expected and business will get positive impact and avoid something bad from appear. 2.0 Customer Satisfaction and Customer Loyalty 2.1 Customer satisfaction...
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...1st Edition Student Workbook BSBCUS501C Manage quality customer service 1st Edition 2011 Part of a suite of support materials for the BSB07 Business Services Training Package Copyright and Trade Mark Statement © 2011 Innovation and Business Industry Skills Council Ltd All rights reserved. Apart from any use permitted under the Copyright Act 1968, no part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise, without written permission from the publisher, Innovation and Business Industry Skills Council Ltd (‘IBSA’). Use of this work for purposes other than those indicated above, requires the prior written permission of IBSA. Requests should be addressed to Product Development Manager, IBSA, Level 11, 176 Wellington Pde, East Melbourne VIC 3002 or email sales@ibsa.org.au. ‘Innovation and Business Skills Australia’, ‘IBSA’ and the IBSA logo are trade marks of IBSA. Disclaimer Care has been taken in the preparation of the material in this document, but, to the extent permitted by law, IBSA and the original developer do not warrant that any licensing or registration requirements specified in this document are either complete or up-to-date for your State or Territory or that the information contained in this document is error-free or fit for any particular purpose. To the extent permitted by law, IBSA and the original developer do not accept any liability...
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...An Analysis on How to Handle Dysfunctional Customers And how they affect on Food Servers in selected Restaurants at Eastwood City ------------------------------------------------- A Method of Research and Thesis Paper Presented to the Faculty of the Hotel and Restaurant Management Arellano University - Pasig ------------------------------------------------- In Partial Fulfilment of the Requirement for the Degree in Bachelor of Science in Hotel and Restaurant Management Presented By: Calinao, Loreinn G. Tierra, Alyssa Marie G. Encio, Mary Bless Estrada, Erik E. Romero, Jerry Arellano University – Pasig Pag-Asa St. Brgy. Caniogan Pasig City Approval Sheet In partial fulfillment of the requirements for the degree of Bachelor of Science in Hotel and Restaurant Management this Method of Research entitled “AN ANALYSIS ON HOW TO HANDLE DYSFUNCTIONAL CUSTOMERS AND HOW THEY AFFECT FOOD SERVERS IN SELECTED RESTAURANTS IN EASTWOOD CITY” was prepared and submitted to the College of Hotel and Restaurant Management. PROF. LOUIE REYES Adviser Approved by the members of panel on October 2014. With a grade of ____ ________________________________________ Chairman _______________ _______________ _______________ Member Member Member Accepted in partial fulfillment of Bachelor of Science in Hospitality and Restaurant Management PROF. KATHERINE GUEVARRA ...
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...Developing yourself as an Effective Human Resources Practitioner - 4DEP Certificate in Human Resource Practice Introduction In this report I will demonstrate my understanding on what is required to be an effective Human resources practitioner. I will look at the HR Professional Map explaining the core professional areas, professional areas, the bands and behaviours. I will look at one professional area that is relevant to my HR role and identify areas for development. I will also identify how a HR Practitioner should ensure the service they provide is of a timely and effective manner. I will outline customer needs, effective communication and effective service delivery. Activity one Summarise the Human Resources Professional Map The HR Map can be found on the CIPD website. It is an on-line self-assessment tool created for HR professionals. It creates a flexible framework for career progression and is a convenient way to assess strengths and weakness. The map shows how HR is linked to sustainable organisational performance. Covering 10 professional areas and 8 behaviours, set out in 4 bands of competence, the Map covers every level of the HR profession, from Band 1 at the start of an HR career through to Band 4 for the most senior leaders. 2 Core Professional areas The two core professional are relent o any HR professional regardless of their position within an organisation. * Insights, Strategy & Solutions This area defines...
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...BSBCUS501 Manage quality customer service Assessment - 2 BSBCUS501 Manage Quality Customer Service Assessment Task 2 Last Updated April 2016 V 1.0 Page 1 of 7 Business Institute of Australia ABN 18 085 304 570 RTO Code: 91019 CRICOS Provider Code: 02607G Level 1 & 2, 363 - 367 Pitt St. Sydney NSW 2000 Australia T. + 61 2 9268 0809 E. info@businessinstitute.edu.au www.businessinstitute.edu.au Task 02 (Role Play): Manage and develop team Submission details The Assessment Task is due on the date specified by your trainer. Any variations to this arrangement must be approved in writing by your trainer. See procedure and task specifications below for details. You must submit both printed copy and soft copy of your answers. Submit printed copy of required evidences (your answers) to your Trainer with the "Assessment Cover Sheet" (Filled out and signed appropriately) attached on top of your answers. Upload the softcopy on the eLearning site with appropriate header and footer (Your name, student id, unit/subject name, assessment no, page no, etc.) The Trainer/Assessor may further prompt and question in order to receive answers of appropriate quality or if further clarification required and to validate authenticity of your submitted work. Assessment description Perform two role-plays in the context of the Innovative Widgets simulated business. In the first roleplay, you will follow procedures to handle customer complaints. In the second role-play...
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...Write a report in which you: • briefly summarise the CIPD professional Map (i.e. the core areas, the professional areas, the bands and the behaviours) • comment on the activities and knowledge specified within any 1 professional area, at either band 1 or band 2, identifying those you consider most essential to your own (or other identified) HR role. The HR Professional Map is designed to identify the skills and behaviours all HR practioners should portray within their role. The map acts a guide of professional competence and how a practioner can develop their skills to move up to the next level of competency. The map can be applied to all HR professionals at all levels within any organisation. The map is made up of 2 core areas, 8 specialist professional areas and 8 behaviours, which are all measured within 4 bands of competence. The two core areas displayed at the heart of the map, Insights, strategy and solutions and Leading HR are believed to be the most vital areas and are applicable to all HR professionals any at stage of their career. The 8 professional areas represent the knowledge needed in order to provide specialist HR support. The 8 behaviours identify how HR practioners need to carry out their job duties and how they contribute to the success of the organisation as a whole. The 4 bands relate to the contribution a professional makes to their organisation at different levels including their relationship with clients and service they provide...
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...Developing Yourself as an Effective Human Resources Practitioner. DEP (HR) I am taking this course Within the HR Profession Map there are 2 core areas, 8 professional areas, 10 behaviours and 4 bands which are required to be an effective HR practitioner. This tool has been developed to be applicable to HR professionals around the world. There are 2 core professional areas for all HR professionals no matter where you are in your HR career. The 2 core areas are: • Insights, Strategy and Solutions - This professional area underpins the direction of the profession as an applied business discipline. This area also allows HR Profession, to develop actionable insights and deliver situational HR solutions that stick. • Leading HR – This professional area focuses on HR Professionals that are active and insight-led and are actively leading others who own, shape and driving the organization. They develop the organization across 3 main areas of leadership: Personal leadership, leading others and leading issues. The other 8 professional areas advise HR what we need to do and what they need to know. The 10 behaviours describe how an HR professional should carry out their actives whilst the 4 bands show the contributions a practitioner should be making at every stage of their career. Out of the 8 professional areas I consider Learning and Development to be the most essential to my role within HR. We need Learning and development to move forward as a company and as an HR Professional...
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...1 | P a g e State of the Mobile Nation Switching Attitudes and Behaviours of Mobile Phone Service Providers in Australia Final Report Dr David Gray Dr Steven D’Alessandro Dr Leanne Carter Macquarie University Department of Marketing and Management. March, 20122 | P a g e Table of Contents Executive Summary...........................................................................................6 (i) Introduction ..........................................................................................6 (ii) Objectives of the research ....................................................................6 (iii) Methodology ........................................................................................6 (iv) Key findings .........................................................................................6 (a) The performance of the mobile phone services market..........6 (b) Switching behaviour and savings achieved.............................7 (c) Consumer satisfaction with mobile carriers .............................7 (d) Major reasons for switching carriers.........................................7 (e) Switching costs..........................................................................8 (f) The role of inertia in limiting switching......................................8 (g) The reasons for not switching...................................................8 (h) Bill shock....................................................................
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