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Task 1
Questions:-
1. Do you agree with ASB that engaged employees and satisfied customers are ?
2. What role do you believe employee engagement plays in earning customer loyalty?
3. What principle of improving customer satisfaction, engagement and retention does this case study illustrate? How can you apply them in your own workplace?
Task 2
Questions:-
1. What is wrong with Jane’s attitude and with the organizational system?
2. How do you think attitude like Jane’s impact on other employees, on the supplier customer chain and on the organization’s outcomes?
3. What do you think should be done to make Jane more aware of her responsibilities towards the organizations customers?
4. Why is it necessary that she understands that she has a very definite role to play with regard to customer service?
5. How can these problems be overcome?
Task 3
a) In the table below, typical standards for an organization providing water and sewerage services are given. As a customer service manager, develop key performance indicators for your team that you would want them to achieve
b) In the case of an organization providing water and sewerage services, standards will apply too processes such as billing, service connections, meter reading, reporting, customer consultation, dispute resolution, etc
Task 4
a) How the management of XYZ restaurant can manage the organizational system for quality customer service?
b) Prepare a customer survey form for XYZ restaurant in order to measure the customer satisfaction.
A customer survey form which XYZ restaurant can create can be as follows:
Task 1
1. Do you agree with ASB that engaged employees and satisfied customers are inseparable? Why or why not? Provide examples from your experience
Employee engagement helps in building an emotional relationship with the customers as they are fully attached to the work and also go beyond what is required for the job. This helps them build a customer base which is loyal and satisfied. An example would be the employee engagement by Toyota Motor Corporation(Fottler, Ford & Heaton, 2002). The company not only just sells its automobile but work objectively to form long term relationships with its customers.
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2. What role do you believe employee engagement plays in earning customer loyalty?
Employee engagement plays a very vital role in earning customer loyalty. Engaged employees are those employees who are more energetic, enthusiastic, and is emotionally attached to their work. This make them go beyond what is required in their work to achieve the company objectives(Webb, 2000). They identify the company objective as personal objectives. Thus these employees bring long term satisfaction to the customers and help build customer loyalty.
3. What principle of improving customer satisfaction, engagement and retention does this case study illustrate? How can you apply them in your own workplace?
The principle of friendliness has been used in the above case to achieve customer satisfaction. Here the employees establish one to one relationship with the customers to bond them with the organization emotionally(Hayes, 2010).
The same principle can be applied to any workplace in order to have long term loyal customers.
Task 2
1. What is wrong with Jane’s attitude and with the organizational system?
The organizational system is such that the work of each department is isolate and they do not relate to each other(Nathan, 2011). As the production department is not concerned about the customer service, they have not been co-ordinated properly. The critical success factor of the organization should be communicated well and all the departments should be engaged in achieving this. The vision and mission of the company should indicate the objective of the organization which should be followed by all the employees.
Jane’s attitude is wrong as customer satisfaction is the overall objective of the company for which different activities are performed. Hence Jane must work in co-ordination with other departments.
2. How do you think attitude like Jane’s impact on other employees, on the supplier customer chain and on the organization’s outcomes?
Jane’s attitude would affect the performance of other employees as the main aspect of customer satisfaction is missed. While compilation of the materials, most of the errors can be detected which later on becomes difficult to access. This can lead to unsatisfied customers.
The effectiveness of the chain is broken as the error detection should be done at each level to minimise the wastage related to faulty production.
The organization would not be able to achieve its outcomes successfully with the unhappy customers.
3. What do you think should be done to make Jane more aware of her responsibilities towards the organizations customers?
Jane should be engaged by the organization and be empowered for achievement of the goals and objectives of the organization. This employee engagement help to motivate the employees and make them do work beyond their profile in order to achieve goals. The mission and vision of the company should also be communicated well to all the employees of the organization.
4. Why is it necessary that she understands that she has a very definite role to play with regard to customer service.
It necessary for her to understand the importance of her role for customer service because she is at that level of supply chain where errors can be detected easily and further process of dispatch of faulty goods can be corrected. Thus the wastage can be reduced and customer satisfaction can be achieved.
5. How can these problems be overcome?
These problems can be overcome by engaging employees in the goals and objectives of the organization. The organization can identify the critical success factors and motivate each employee to focus on these factors. Further adding customer service as one of the goals of the company would help in better customer service.
Task 3
a) In the table below, typical standards for an organization providing water and sewerage services are given. As a customer service manager, develop key performance indicators for your team that you would want them to achieve.
This table shows the key performance indicator for each customer service.
Day-to-day continuity of supply Number of customers enrolled
Quality of normal supply The time spend in filling water
Long-term continuity in water The amount of water used
Long-term continuity in sewerage The number of customer accounts
Telephone response to customers The amount of time spent by customers over the helpline number
Investigate and resolve complaints Number of resolved complaints
b) In the case of an organization providing water and sewerage services, standards will apply too processes such as billing, service connections, meter reading, reporting, customer consultation, dispute resolution, etc.
The documentation should reflect the organization’s customer service focus in each of these areas(Clutterbuck & Goldsmith, 1998). List at least five relevant documents that should be maintained at all time.
These documents should be
Water bills
Compliant Book
User manual
Rate Chart
Receipts
Task 4
a) How the management of XYZ restaurant can manage the organizational system for quality customer service?
An organizational system includes procedures, process and the resources which can be implemented for achieving the specific goal of the organization. Customer satisfaction is one of the important goals of the organization. The manager of XYZ restaurant can set following standards to maintain quality customer service.
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Clearly stating the mission, vision and values of the company- The employees of the organization should know the objectives of the organization which justifies the strategies to be followed. This would help employees serve better(Carey & Von Weichs, 2003). The manager of XYZ restaurant should indicate customer satisfaction as one of the objectives of the company and communicate this to employees at all level.
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Identification of critical success factors- Critical success factors helps in focusing on the important things which are crucial for meeting objectivesKocherlakota, 2015). The XYZ restaurant should consider customer satisfaction as one of the critical success factor and focus its activities towards this.
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Developing the measures to access customer satisfaction data- Measuring the customer satisfaction from the services and food provided by XYZ restaurant is important to know in order to formulate strategies to achieve it (Woodruffe, 2006). Data collected though surveys can give important information to the restaurant manager about how to achieve a decent level of customer satisfaction.
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Soliciting customer feedback- Customer feedback also give important insight about their satisfaction level and what they expect from a particular product(Chandani, Mehta, Mall &Khokhar, 2016). As XYZ restaurants deals in food, the manager can get valuable information from the feedback about the changing tastes and preferences of the customers.
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Identifying the important customer groups- Identifying the important customers of an organization help it to perform particular activities which satisfy the needs of this group(Sanchez & Robert, 2010). As this group forms the majority of business and also the source profits, identifying the preferences and expectations of this group would help the restaurant serve them better.
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Surveying each group of customers- The restaurant manager should identify all the group of customers whether they form the majority or minority. Then survey conducted on each group would help in formulation of different services to reach these customers. For example there can be a small group of customers who demand vegan dishes. Studying this group and identifying their preferences would help restaurant earn the extra income.
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Creating an improvement strategy- After the survey conducted and observation made about the each customer group, the restaurant can formulate various strategies to improve its offerings and achieve greater customer satisfaction(Elliott, 1996).
b) Prepare a customer survey form for XYZ restaurant in order to measure the customer satisfaction.
A customer survey form which XYZ restaurant can create can be as follows:
XYZ Restaurant
Customer Satisfaction Survey Form (Please rate in the space given, 1 indicates minimum and 5 indicates maximum)
Category 1 2 3 4 5
I am satisfied with the food quality of the restaurant
I am satisfied with the service provided by the restaurant
I am satisfied with the cleanliness and hygiene of the restaurant
The food I order is delivered on time
The staff are pleasant and well presented
The staff are friendly and approachable.
The ambience of the hotel is pleasant
I will always choose this restaurant over the others.
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Fottler, M., Ford, R., & Heaton, C. (2002). Achieving service excellence. Chicago, IL: Health Administration Press.
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Webb, D. (2000). Understanding Customer Role and its Importance in the Formation of Service Quality Expectations. The Service Industries Journal, 20(1), 1-21. http://dx.doi.org/10.1080/02642060000000001
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Hayes, B. (2010). Measuring customer satisfaction and loyalty. New Delhi: New Age International Pvt Ltd Publishers.
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Nathan, E. (2011). Critical success factors: How one multinational company develops global e-learning. Performance Improvement Quarterly, 24(1), 7-30. http://dx.doi.org/10.1002/piq.20102
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Carey, D., & Von Weichs, M. (2003). How to run a company. New York: Crown Business.
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Kocherlakota, S. (2015). Employee Commitment: A Giant Leap in Employee Engagement. OPUS: HR Journal, 6(1). http://dx.doi.org/10.21863/opus/2015.6.1.003
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Woodruffe, C. (2006). The crucial importance of employee engagement. Human Resource Management International Digest, 14(1), 3-5. http://dx.doi.org/10.1108/09670730610643891
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Chandani, A., Mehta, M., Mall, A., &Khokhar, V. (2016). Employee Engagement: A Review Paper on Factors Affecting Employee Engagement. Indian Journal Of Science And Technology, 9(15). http://dx.doi.org/10.17485/ijst/2016/v9i15/92145
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Sanchez, H., & Robert, B. (2010). Measuring portfolio strategic performance using key performance indicators. Project Management Journal, 41(5), 64-73. http://dx.doi.org/10.1002/pmj.20165
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Elliott, K. (1996). Total Quality Management. Journal Of Customer Service In Marketing & Management, 2(1), 35-44. http://dx.doi.org/10.1300/j127v02n01_04
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Clutterbuck, D., & Goldsmith, W. (1998). Customer care versus customer count. Managing Service Quality: An International Journal, 8(5), 327-338. http://dx.doi.org/10.1108/09604529810235790
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