...Excellence in customer service Describe how consistent and reliable costumer service contributes to customer satisfaction. 1. Introduction Every organisation have to consistently provide high level of customer service in order to meet customer needs and expectations. High level of customer satisfaction is very important to a business because satisfied customers are more likely to be loyal and make repeat orders and use wide range of services offered by business. 2. Explain consistency and reliability Consistent and reliable customer service means offering the same standard all the time for all customers. Because customers expect consistent and reliable customer service most businesses take steps to ensure they provide the best possible service to guarantee customer satisfaction. 3. What is customer service? Customer service is the ability of business to recognise and constantly meet its customer needs. To meet their needs every company should know who their customers are, know their needs and how to approach them. Customers are most important people for any organisation, they are the resource upon which the success of the business depends. A good customer service can be recognised when a business provides very high standard of customer services activities , this include: ▪ Provide information ▪ Give advice and assistance ▪ Deal with returns, refunds and exchanges ▪ Make sure that the product range is available ...
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...Customer service excellence Introduction Organizations are increasingly beginning to recognize that to deliver superior service they must instill a sense of pride in their internal customer (employees) and motivate them. How to influence employee behavior through internal marketing is very important for organization get success in the external marketing. However, now economic environment means that it is something no company can afford to ignore (Mortimer, 2011). This essay will be evaluating the role of internal marketing in ensuring the delivery of excellent customer. And suggest ways in some companies like TESCO, Enterprise and FedEx can successfully engage and motivate staff. Such as: internal communication, empowerment, and motivation. Also discusses the relationship between internal marketing and internal marketing, and how does it could enhance the external marketing. Internal marketing Internal marketing is a means of involving staff at all levels in effective marketing programmers by enabling them to understand their role within the marketing process (http://www.slideshare.net/engineer_Sood/internal-marketing-presentation). A key premise underlying Berry’s (1981) ‘employees as customers’ concept in internal marketing is that similar to external customers, internal customers desire to have their needs satisfied (Ahmed and Rafiq, 2003: 1177). Internal marketing theories state that the business emphasizes the importance in employee need satisfaction, and approaches...
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...premise, of the rental property; in the city of Norfolk it is illegal and by owner discretion in others. Roderick Williams has been a vendor at a local flea market for over 10 years and through his consumer connections, he was often asked does he know of someone that can fix this or repair that. Another vendor sells stereo equipment, but there is no one to install the equipment, especially on rainy days or inclement weather. This has the potential to be a business. There is a need and want for a facility to accommodate the local consumer to do their own auto repairs. In addition, local mechanics can make extra money when friends or family are in need of car repairs. The many car clubs and motorcycle associations are a good group of potential customers. The birth of 7 Cities Do It...
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...Michael Lance Professor: Matt Keogh The four competitive strategies are Operational excellence, New products, Services, and Business Models, and Customer and Supplier Intimacy and Improved Decision making. In the company I work for operational excellence and the use of information systems and technology is what has kept us in business. Operational excellence is trying to perfect a company’s efficiency and maximize profits in an ever changing market and environment. Also in the company I work for and have worked for now for 27 years there has been great changes in Services and business models more than new products. When servicing customers the company uses the internet for sales and letting customers know what inventory is available to them where in the past there had to be phone calls to marketing to know what was available. Also technology has replaced human decision making and know computers make all decisions. With all the Information and technology changes the company has become totally changed for the better in profits and production and customer service. Once again addressing customer and supplier intimacy has improved greatly over time with information systems and technology by using internet services so that customer can see inventory they need without having to call a company to see what is available. With these kinds of information systems in place for easy use by customers they will always come back to you. If a business today does not use up to date technology...
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...Cost-effective service excellence: lessons from Singapore Airlines Singapore Airlines is well known as a paragon of in-flight service. It is also a remarkably efficient and profitable airline and has been for decades. Loizos Heracleous, Jochen Wirtz and Robert Johnston explain how it combines service excellence with cost effectiveness. Singapore Airlines (SIA) has achieved the Holy Grail of strategic success: sustainable competitive advantage. It has consistently outperformed its competitors throughout its 30-year history. In addition, it has always achieved substantial returns in an industry plagued by intermittent periods of disastrous under-performance (see Table 1). Cost-effective service excellence: lessons from Singapore Airlines SIA has done this by managing to navigate skilfully between poles that most companies think of as distinct – delivering service excellence in a costeffective way. SIA’s awards list is long and distinguished. In 2002 alone it won no less than 67 international awards and honours including “best airline” and “most admired airline” in the world in Fortune’s Global Most Admired Companies survey. Spring 2004 q Volume 15 Issue 1 Business Strategy Review 33 Since Michael Porter’s influential suggestion that differentiation and cost leadership are mutually exclusive strategies and that an organisation must ultimately choose where its competitive advantage will lie, there has been fierce debate about whether a combined strategy can be achieved...
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...causes of service failure and determine what service recovery strategies could be taken by the hotel. This essay first gives the brief introduction of service excellence and service failure, and identifies the causes of service failure in this case study. Then, it will apply the concepts of service recovery into the hospitality industry, and come up with some solutions according to the theories. At last, the essay will evaluate the contention that service failure whether can be recovered or not. In order to get a better understanding of the case study, this paper begins with the brief introduction of service excellence and service failure that in relation to the provision of hospitality services. Service excellence is an integrated approach to business that organizations set customers in the centre of all the activities (Clark and Baker, 2004). There is no exactly definition of service excellence, but some researchers (Horwitz and Neville, 1996; Dobni, 2002) pointed out that service excellence refers to the provision of service exceeds the customer's previous expectations. In a word, service excellence is not only meeting customer requirements but also about exceeding their expectations. Conversely, service failure can be defined as that the service does not meet the customer expectation and requirement. Service failure often occurs in the process and the outcome of the service delivery (Lewis and McCann, 2004). As pointed by Kandampully, Mok and Sparks (2001) that service failure...
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...technology products are stressing on the value of the experience their products/brands is able to create for the customer. (Holbrook M. , 2009) “Experience our technology!” is the new mantra for technology products....
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...CASE 20: THE BROADSTRIPE SERVICE GUARANTEE By Hazel Li Wen Zhou #500566924 Sec. 021 Submitted To Prof. Howard Muchnick Ted Rogers School of Hospitality and Tourism Management in partial fulfillment for the requirements for HTH 102 Service and Professionalism October 31st, 2013 Ryerson University The Broadstripe Service Guarantee Customer service is an important factor to increase sales in almost all industries. Broadstripe, a small provider of cable, Internet, and phone services saw it as a solution to increase sales as their company was filed for bankruptcy protection in early 2009. To improve the customer service experience, Tony Lent, Chief Commercial Officer at Broadstripe, launched a 60-day MBG offering both new and existing Broadstripe residential customers 60 days to test the cable provider’s services (Wirtz, Chew, & Lovelock, 2012). This service guarantee had received excessive amount of positive feedbacks from both new and existing customers which led the company to have earned $162 million in revenue. The company achieved great success due to the improved customer service experience. A well-designed service guarantee has a huge impact on a firm’s service employees, operation current and potential customers and on marketing and sales. Firstly, service employees are extremely important to the company. They are the core part of the product, representatives of the service firm, brand ambassadors, affect sales, and determine productivity...
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...Increased Shareholder Value Diversify Revenue Streams Predictable Profitability “Customer Intimacy” “eBusiness Solution Leadership” Flexible, Innovative Solutions One Stop Accountability Deliver Comprehensive Solutions “Operational Excellence” Consistently Meets Expectations Customer Perspective Lifelong Advisor Proactively Deliver Value Easy to do business with Internal Perspective Build Lifelong Relationships Capture and Leverage Knowledge Solutions Grow InterEnterprise Solutions Improve Resource Allocation WellManaged Leverage 3rd Party Relationships Provide Integrated Business Processes Effective Solution Processes Effective Cost Management MARKET SEGMENTATION MODEL Learning & Growth Perspective Relationship Management Skills Solution Management Skills Operational Management Skills Successful Career Planning Accountability Industry Expertise Knowledge Management Entrepreneurial/Innovative Leverage Solutions Identify, Attract, & Retain Skilled Employees 2 ©2010 Palladium Group, Inc. Healthcare Strategy Map “Maximize the Quality of Life and Dignity of Older Adults” Increase Shareholder Value Financial Create Cash Flow Grow Revenue Create EBITDAR Manage Expenses Customer Trust Choice Consistency Pay For Service “Customer Satisfaction Through...” Business Process “…Quality Service” Excel at Quality Resident Healthcare “Operational Efficiency” Optimize Rate and...
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...Stephan Danner, Aleksandar Ruzicic, Patrick Biecheler Study Commercial excellence in the pharmaceutical industry Delivering superior value to your customers in challenging times Stephan Danner, Aleksandar Ruzicic, Patrick Biecheler Study Commercial excellence in the pharmaceutical industry Delivering superior value to your customers in challenging times 2 | Study Contents Letter from the authors Executive summary 1. At a glance: Turbulent times, here to stay? 2. Taking the first steps towards commercial excellence 3. Sales excellence: Still a worthwhile investment 4. The nuts and bolts of customer excellence a) The importance of customer relationship management (CRM) b) Towards a customer-centric approach c) The promotional mix as a stepping-stone to customer excellence 5. New business models: Making the necessary changes 6. Mapping out the road to commercial excellence 7. Sources 8. Who to contact about commercial excellence 3 4 6 10 14 18 19 22 26 30 38 41 42 3 | Commercial excellence in the pharmaceutical industry Letter from the authors For a while now, pharmaceutical companies have been faced with a multitude of difficult challenges. Financial pressures, regulatory changes and increasingly active stakeholders have put the industry’s sales growth and profitability to an ongoing and demanding test. In the past, many companies reacted to these obstacles by simply restructuring and downsizing their sales forces. Yet many onlookers now...
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...best service companies reveals the principles on which they’re built. The Four Things a Service Business Must Get Right by Frances X. Frei Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 The Four Things a Service Business Must Get Right 13 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0804D This article is made available to you with compliments of Frances X. Frei. Further posting, copying or distributing is copyright infringement. To order more copies go to www.hbr.org. The Four Things a Service Business Must Get Right The Idea in Brief The Idea in Practice All successful firms must design a compelling offering and manage the workforce to deliver it at an attractive price. But service firms must do even more: deal with the frustrating fact that their customers can wreak havoc on service quality and costs. To consistently deliver service excellence, ensure that each of these four elements reinforces the others: For example, a customer dithering at a fastfood counter slows things down for everyone else waiting in line. An architect’s client struggling to clarify how a new facility will be used drags out the design process. To tackle this challenge, Frei advises aligning four key elements of your business: • What your service offering...
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...Customer Value Proposition Key Points: The centerpiece of a strategy is the customer value proposition. The value proposition—as its name states—should describe the value an organization provides to its customers through its products and services. There are three kinds of value propositions: all benefits, favorable points of difference and resonating focus. Further, there are three generic value propositions themselves: operational excellence, customer intimacy and product/service Innovation. Main Thoughts: The centerpiece of a good strategy is a well-crafted value proposition. A firm’s value proposition articulates the value that a firm provides through its products and services to its targetd customers. The concept of the value proposition is not new; managers, marketers and sales professionals have for years being sharpening their messaging regarding what their products are worth to customers for years. Within the past decade however, researchers have provided clarity on both the kinds of value propositions that exist and the generic types of value propositions that firms use when developing their strategies. Kinds of Value Propositions Researchers Anderson, Narus and van Rossum identify three different kinds of value propositions from their work with organizations throughout Europe and the United States. All Benefits All benefits simply lists all of the benefits that an organization provides to its target customers. While comprehensive, it tends to suffer...
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...generic strategy, and grand strategy. Additionally, a strategy or combination of strategies will be recommended for Life Insurance Companyto implement. Value discipline Value discipline is a model created by Michael Treacy and Fred Wiersema that defines three disciplines a company can adhere to as their primary value principle. The three value disciplines include operational excellence, product leadership, and customer intimacy. Customers define value and consider several aspects including a convenience of price, after-sale service, dependability, etc. when defining a value on the product or service. To maintain a leadership in the respective industry businesses have focused on delivering superior customer value in one the three value disciplines; operational excellence, customer intimacy, or product leadership and meeting industry standards in the remaining two (Treacy & Wiersema, 2014). The primary principle value disciple Life Insurance Companyshould focus on delivering superior customer value is operational excellence. Operational excellence includes providing customers with reliable products or services at competitive prices with minimal difficulty or inconvenience. Generic Strategy Generic Strategy is a basic approach to strategic planning and includes the fundamentals of marketing strategies; differentiation strategy, focus strategy, and low cost strategy. Cost leadership involves becoming the low cost producer in its industry and exploiting all sources of cost advantage...
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...2010 FiFa worLD cuP Disney Institute customer service training helps 15,000 south african workers Prepare for world cup Visitors summary In an effort to boost customer service prior to the 2010 FIFA World Cup South Africa, the Federated Hospitality Association of Southern Africa (FEDHASA) retained Disney Institute to deliver hospitality training to approximately 15,000 of the country’s front-line service workers. The training, which was delivered across nine provinces over 34 days, focused on Disney best practices as they relate to quality service, leadership and people management. The programs for front-line workers focused primarily on delivering great service; a series of train-the-trainer sessions also included the leadership and people management content. case stuDy: For the sessions with front-line workers, Disney Institute facilitators taught a variety of programs and activities based on Disney’s world-renowned service excellence and model of treating visitors as guests. “The first and most important step in any customer service improvement program is simply recognizing and appreciating who your customer is and why they are with you,” said Jeff James, vice president of Disney Institute. All of the training was designed to be fun in nature to “By sharing this concept with workers of all levels help get workers excited about representing their country throughout South Africa, we helped give them the tools to millions of visitors, said Brett Dungan, chief executive they...
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...Sample Contents ii About the Criteria for Performance Excellence The Baldrige Criteria empower your organization to reach your goals, improve results, and become more competitive by aligning your plans, processes, decisions, people, actions, and results. iv How to Use This Booklet You can use the material in this booklet as a reference, for self-assessment, or as the basis of an award assessment. Your experience with the Criteria will help you decide where to begin. 1 Criteria for Performance Excellence Framework and Structure The Criteria requirements are embodied in seven integrated, interconnected categories. The categories are subdivided into items and areas to address. 3 4 4 7 10 13 16 18 22 24 Criteria for Performance Excellence Items and Point Values Criteria for Performance Excellence Preface: Organizational Profile 1 Leadership 2 Strategic Planning 3 Customer Focus 4 Measurement, Analysis, and Knowledge Management 5 Workforce Focus 6 Operations Focus 7 Results 28 32 33 Scoring System Responses to Criteria items are scored on two evaluation dimensions: process and results. Process Scoring Guidelines Results Scoring Guidelines 34 37 How to Respond to the Criteria These guidelines explain how to respond most effectively to the Criteria item requirements. Core Values and Concepts The core values and concepts are a set of embedded beliefs and behaviors found in high-performing organizations. 42 44 52 Changes from the 2011–2012...
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