...BU1006 Managing the Customer Experience HEINEKEN COMPANY The Heineken beer company was founded in 1864 by Gerard Adriaan Heineken, a Netherlander, in Amsterdam. This Dutch brewing company has wide international presence so far through a global network of distributors and breweries . Heineken owns and manages one of the world’s leading portfolios of beer brands and is one of the world’s leading brewers in terms of sales volume and profitability. Recently, Heineken has been considered as the most successful beer brand and is an icon in the beer industry. In a market where local beer always enjoy much favor, Heineken not only occupies the hearts of Europe, but also popular worldwide, becoming the leading brand of beer, and is considered No.1 imported beer in America. Heineken beer is ubiquitous and this company owns 110 factories in over 60 countries, beer production volume up to 109 million annual hectoliter. There are two main beer products of Heineken: long neck bottle and tactile can. All the Heineken products are made in Holland by the traditional recipe from 1873. Thanks to a special enzyme, called Heineken "A-yeast", has brought Heineken beer a unique characteristic flavor. This is also a main different point of Heineken among other beer brands. Heineken approaches customers by quality factor and Heineken always ensure that their products are processed in the most standard conditions. The slogan of Heineken is...
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...Unit 5: Managing service levels CONTENTS A. PAGE B. C. D. E. F. G. INTRODUCTION TO UNIT 3 Aims 3 Your learning outcomes 3 Essential and suggested reading 4 SERVICE EXPECTATIONS 5 Customer expectations 5 Service encounter experience 5 Organisational change of focus 7 Ensure that segments are compatible (managing the segment portfolio) 7 Segment management 8 SERVICE LEVELS AND STANDARDS 9 Introduction to expected service levels 9 Problems in defining and agreeing service levels 9 Expected service levels versus service standards 10 Developing a set of service standards 11 How many service standards are necessary? 11 Planning service standards 12 Implementation of service standards 12 How can service standards be used? 13 Review of service standards 13 SERVICE RECOVERY 17 What happens when things go wrong? 17 Conflict management 19 Service recovery processes 19 Effective service recovery 20 Building trust 21 SUMMARY 22 NOTES AND GUIDANCE ON THE SELF-ASSESSED ASSIGNMENTS 23 Self assessed assignment 1 23 Self assessed assignment 2 24 REFERENCES 25 1 Unit 5: Managing service levels Blank page 2 Unit 5: Managing service levels A. INTRODUCTION TO UNIT This unit looks at the expectations of the customer and how they relate to managing service levels. It also covers managing service levels with service standards, service guarantees and service level agreements (SLA). It investigates what goes wrong...
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...selected as manager. • Strong effective communicator. • Highly developed, demonstrated teamwork skills. • Ability to coordinate the efforts of a large team of diverse creative employees. • Demonstrated ability to increase productivity and continuously improve methods, approaches, and departmental contribution. Commitment to continuous learning. • Expert in Internet and social media strategy with a demonstrated track record. • Demonstrated effectiveness in holding conversations with customers, customer evangelism, and customer-focused product development and outreach. • Demonstrated ability to see the big picture and provide useful advice and input across the company. • Ability to lead in an environment of constant change. • Experience working in a flexible, employee empowering work environment. Structured or large company experience will not work here. • Experience managing external of company and communication consulting firms and contractors. • Experience in the global marketplace is a plus. Requirements The selected marketing manager must be able to perform effectively in each of these areas: • Researching and evaluating new product...
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...advertising our company and products. You will construct strategies and tactical teams to contain a constant influence in many locations. You will have to be good with customers and understand there buying habits. Requirements: • Business and management or Psychology Degree • You have at least five years of experience managing a complex business across multiple locations. • At least a degree in IT and Computer Reasonability’s • You will have to lead and manage a team • Maintain a constant influence in every location • Operate in many segments such as sales, training, technical support and business. • Be able to maintain peak performance • Provide guidance for each store to achieve market goals • You’ll need to be flexible with your schedule Description As a Market Leader, you inspire teams to provide skills that form customer loyalty and monitor the development of your managing ability. You lead your staff to sustain maximum performance and work with them when required. You will have numerous tasks which can involve the controls of sales, training, technical support and business-focused segments. As each store experiences rapid development and continuous transformation, you continually have to redeploy your teams on providing a quality experience for each customer at the Apple Store. You will analyses customer and employee feedback, and provide assistance for each store to accomplish its market goals. Your work will be complex and exciting working on the edge. Job...
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...are nine types of jobs given in the question without any job title; it says what the jobholders need to do, and what requirements the jobholders need to have. We need to assign titles to each job and do job descriptions and job specifications for all the job positions, and conduct Job Evaluation of all the jobs using the Point Method. To do the point method we need to identify and define the compensable factors on which we will do the evaluation, then justify why we have chosen those factors, decide the scale for the factors, assign weight to the factors, then justify why we gave such weight. At last, from the result, we need to prepare a job structure. 1. Objective: The objective of the report is to have the real time experience of preparing the following things: ✓ Job Description ✓ Job Specification ✓ Job Evaluation by using Point Method ✓ Job Structure. We have prepared these things from information provided from Whole Foods Market. 2. Scope: The report contains detail job description, job specification, job evaluation using Point method of Whole Foods market. And from the results of job evaluation, we have prepared the job structure. It helped us to develop these things by our own which would help us later in our jobs. 3. Methodology: The report was done by dividing the nine jobs among 5 group members and everyone did job description, job specification job evaluation of at least two jobs and the other...
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...(2013). The truth about customer experience. The Lean Management Enterprise, Harvard Business Review, 55-65. This journal article presents how important of managing customer journey, and why companies usually focus on individual interaction of customers. The authors emphasize that businesses should implant the customer journeys in their operating models by these four ways: First is Identify key journeys; Then, Understand the performance in each; next is Redesign and support those journeys; and finally, Change mind-sets to sustain the initiatives at scale. The organizations can achieve higher benefits through managing the customer journey fully, by focusing on increasing satisfaction for customers, reducing churn, increasing revenue and also greater satisfaction of employees. The companies would do their best with the individual transaction, also try to understand reasons deeply, focus on main causes, and give feedback to improve interactions both upstream and downstream. They would build a culture that can connect well the organization from top to bottom. This article is quite easy to understand, but re-reading is also necessary because it would help readers can have more times to think and build connections between the articles and their own experiences. The authors seem refer to what companies and customers think of as a ‘customer experience’. However, many customers do not think that their interactions with organizations in terms of experiences. For instance, Prada...
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...Vacancy for Brand Manager Dekko Group and Red Bull both wanted candidates having minimum 5 years experiment. Both Dekko Group and Red Bull wants Brand Mangers who have previous professional experience including the experience of maintaining and operating big, sophisticated establishment. They both want candidates who have good communication and who are capable of handling others as well as themselves. Both companies want candidates who have Bachelor's degree; MBA not required, but preferred. The applicants should have experience in the following area(s): Brand Planning/Development, Marketing. They also mentioned that the candidates should have strong drives to achieve results. Red Bull published the ad in a highly professional way, whereas Dekko Group did not do it. Red Bull mentioned their requirements in bulletin points and in detail, which highlight each and every point and Dekko Group, wrote all their requirements in one paragraph which is little vague. Red Bull mentioned the age limit Dekko Group did not. Red Bull mentioned key results and deliverables (what does success look like) but Dekko Group did not say anything regarding this. Red Bull broadly described about major activities to ensure achievement of key results and deliverables and Dekko did not mention about it. Red Bull did not mention the salary they will give but Dekko Group clearly mentioned it. 1. Dekko Group did not mentioned key results and deliverables (what does success look like) 2. Dekko...
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...out what customers value: Take a thorough look at consumers: What types of experiences do they expect? What companies do they believe deliver the best experiences? How do consumers prefer to learn about vehicles? In terms of information sources, the Internet, personal networks, and social media platforms rate highly, and much higher than traditional information sources such as television, radio, and direct mail. In fact, more than 70 percent of consumers use the Internet while shopping for new and used vehicles—more than double the usage of any other information source. This reflects consumers’ growing desire for an objective resource of trusted information. Increasingly, analysis shows that consumers are relying more and more on their social media networks and trusted connections for guidance on vehicle purchases. A primary conclusion to draw from these trends relates to control and influence: The most influential sources of information in the vehicle purchasing process exist beyond the traditional span of control of the OEM and dealer to include social influences. 2. Manage the customer experience: The challenge of managing a customer experience that lives beyond the boundaries of the OEM’s four walls is not new. After all, manufacturers have worked to manage customer relationships through independent dealerships. However, due to the ways in which consumer power and vehicle shopping influence are rapidly changing, consumer expectations about their experience in the...
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...with issues such as communication, adaptability and change. Diversity will increase significantly in the coming years. Successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now. Benefits of Workplace Diversity An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. When organizations actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as: Increased adaptability Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands. Broader service range A diverse collection of skills and experiences (e.g. languages, cultural understanding) allows a company to provide service to customers on a global basis. Variety of viewpoints A diverse workforce that feels comfortable communicating varying points of view provides a larger pool of ideas and experiences. The organization can draw...
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...Managing Hotel Brand Equity Summary: This research article examines what constitutes brand equity in the hotel industry and demonstrates a method for how that brand equity can be measured. It first states that the chief reason for building brand equity as the cornerstone for business success is that it helps offset competition by differentiating the product, allowing brand owners to charge a premium, and fostering customer loyalty. The brand embodies all that the business stands for. A brand’s strength develops over a long period of time, and a strong brand is expensive to create. Managing brand equity is made increasingly difficult by the rapid proliferation of new brands, dramatic increases in media costs, the more extensive and aggressive use of promotions by established firms, and the cost and difficulty of obtaining distribution. Brands are a quick way for hotels and hotel chains to identify and differentiate themselves in the minds of the customers. The favorable or unfavorable attitudes and perceptions that are formed and influence a customer to book at a hotel brand represent the brand equity. A guest’s good experience with a hotel brand builds brand equity, while a bad experience erodes that brand equity. A person does not need first-hand experience with the brand to form an impression of a brand, though, for brand equity is formed among non-users by exposure to media messages or by word-of-mouth. Brand equity is a measure derived from a range of customer-satisfaction...
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...INTRODUCTION Career development has become of more importance in recent years as organisations utilise the investment of human resource development to an advantage (McCarthy & Garavan, 1999). Career or professional development for the purposes of this report can be defined as an attempt to help the individual analyse their abilities and interests to guide their placement, progression, and development through various assessment activities (Gunnigle & Flood, 1990, p. 172). Literature suggests that the effectiveness of several management and professional development activities can be enhanced by paying attention to managerial self-awareness and variables related to self-awareness like self-efficacy (McCarthy & Garavan, 1999). Admundson (1995), argues that the two key variables that moderate career decisions are the individual’s self-awareness and self-efficacy which are essential because high levels of self-awareness and self-efficacy enables the individual to exert more control over long term effects and are in a better posistion to respond proactively to situations. Therefore, analysing managerial and professional development in regard to self-awareness creates a positive effect to both personal and professional enhancements. This report posits the importance of managerial self-awareness to the effectiveness of personal and professional development. It aims to develop understanding of self awareness for career development gauged from feedback tools, specifically the Personal...
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...Mohamed AlY ABDALLAH 81 Zidan street MAtbaa – DAr elsalam To develop my experience, background and interpersonal skills, and more specifically, to enhance my knowledge and experience in the different areas which related to my career. Experience November 2005 - till date Bank of Alexandria-Intesa Sanpaolo Group Feb 2008 till date Product Development & Marketing Associete ( Assets product manager ) – Retail Banking 1. Enhance existing financial products to keep its sales at acceptable levels 2. Use innovative techneques in designing products to enhance bank image 3. Identify revenue opportunities to add to bank 4. Study market segments and explore the possibilities of introducing new scheme to special segments to increase market penetration 5. Monitor performance of the products/ services by tracking performance closely 6. Work with communications to develop media plan 7. Develop products to achieve the desired sales levels Achievements 8. Managing the second largest Retail Assets Portfolio in Egypt with total receivables of € 1 Billion 9. Revamping products credit policies as well as introducing new product programs catering for A-C segments and self employed categories 10. Market Segmentation and Identification of untapped opportunities maximizing market share 11. Building up in collaboration with credit and operations functions Strong business backbone and up - scaled processing capacity for business centralization. Business...
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...Jack Nelson's Problem 1. What do you think was causing some of the problems in the bank home office andbranches? There is clearly a problem with communication, and the effects are felt in thearea of employee commitment. Ruth Johnson who has been workingat the bank’s head office for last two months did not know what the machine she is usingis called or what is does. That shows that the bank did not give her sufficient training tofamiliarize herself with the name and the function of the machine. However, she didknow how the machine works, but this doesn’t mean that she has been trained properly.A huge problem in the bank’s home office is the lack of a proper Training program. It can be an in-house training program especially designed for the new employees at the bank or a practical on-the-job training program. This will give new employees the change to practice, observe others, ask questions, learn from mistakes and familiarize themselveswith the equipment that they are using. It is very important for the bank to utilize itsavailable resources. In this case the supervisor could have given her proper, on-the-jobtraining and informed and familiarized her with the name and function of the machinethat she operates. 2. Do you think setting up an HR unit in the main office would help? Of course I think itwould! Since there are HR-related problems both in the home office and in the branches, it isclear that if a personnel office were set up, it would need to help to coordinate...
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...manoli@gmail.com +49 152 594 81 463 Aiming to develop business in a good way, oriented to customers and to company. Wollentor str.9-11 Nurnberg, Germany, 90489 Aiming to invest in team and to create new talents in business. Nationality - Romanian Work experience 02/2013 - 03/2016 Skills & Competences Moldova Head of Branch Moldinconbank J.S.C. Goal oriented Accomplishments Management of the branch by the delegation of obligations to employees, motivating employees, performance review and evaluation tasks. Attracting customers for investment projects, coordinate and managing clients and projects portfolio. Reporting of the branch`s activities. Management Creativity Leadership Future focused 07/2010 - 02/2013 Moldova Head of Branch Erste Group Bank AG Accomplishments Management of the branch by the delegation of obligations to employees, motivating employees, performance review and evaluation tasks. Attracting customers for investment projects, coordinate and managing clients and projects portfolio. Reporting of the branch`s activities. Critical thinking Verbal and written communication Time managemment New ideeas Planning and organisation 11/2009 - 07/2010 Moldova Corporate customer advisor (team - manager) Erste Group Bank AG Languages Accomplishments Attracting customers for investment projects coordinate, managing clients and projects portfolio. Management of the team by the delegation of obligations...
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...in strategy, business planning, budgeting and performance management. Over thirty years in the Information Technology and Communications industry with extensive international business experience. CORE COMPETENCies Leadership: One of thirteen...
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