Samsung Electronics
Samsung Electronics Company is a part of the Samsung Group, one of the largest companies in South Korea, with 1993 Group sales of .5 billion. Amongst a number of initiatives, the Chairman of the company had announced that his office would become less involved in operating matters in order to focus on strategic issues. Samsung Electronics operated as a separate company, with several closely affiliated joint ventures. It consisted of four strategic business units or divisions, which were consumer electronics; information systems; telecommunications systems; and semiconductors. In addition, there were two regionally oriented sales units, one focusing on domestic sales and the other on global business ( 2003, ). The global business organization included regional headquarters for North America, Europe (London), and Southeast Asia, and smaller regional headquarters for Latin America, Eastern Europe, China and the Middle East, and Africa. The company also participated in four major joint ventures with partners that included Corning, Hewlett-Packard, and GE. More recently, the company has restructured again into four major business areas, to take account of the importance of the Internet and electronic commerce. Its division’s in 2002 included home networks; mobile networks; office networks; core components, supporting network products ( 2003, ).
Although in the past there had been a significant degree of intervention by headquarters in the operations of the business units, by 1994 each of the divisions was a large business, operating with considerable autonomy and led by a managing director or vice-president. The company saw the role of headquarters as defining the broad scope of business for each of the divisions, as well as setting sales and profit targets and assisting in the development of their strategies. Corporate headquarters included corporate staff in the areas of personnel, finance, marketing, and technology. The company viewed the arenas of responsibilities shared between head office and business units ( 2003, ).For companies directly serving consumer markets, co-ordination between strategic business units (SBUs) was less relevant and headquarters had little potential to add value, so that marketing and sales functions were substantially decentralized. However, in some cases, firms had established regional organizations to provide marketing services for several SBUs. This was the case at Samsung Electronics, which had set up regional marketing units in the most important geographic regions to help the SBUs market their products ( 2003, ).
One company that provides excellent service to its clients is Samsung Electronics. This company provides various electronic instruments to various clients. The different products provide satisfaction of the desires of the clients. An important part of a business transaction is the satisfaction of the needs and wants of clients. Satisfaction of clients cannot come easily and may take some time before finally realized by the clients. To satisfy clients is to provide them with easy to use products and excellent service. The paper will discuss about the triangle of services.
Triangle of service
Strategy
Creating strategic business partnerships begins by developing a customer service strategy that establishes a Human resource development (HRD) philosophy and approach to helping others achieve their objectives. HRD professionals who direct all their efforts at satisfying their clients are practicing good customer service. From this perspective, a customer service strategy is not used to manipulate clients but is focused on identifying and addressing clients’ business and performance needs ( & 1998, ).Consequently, HRD interventions and consulting services are designed in accordance with the client’s expressed interests, which helps assure that the HRD program is designed to maximize organizational performance. When interventions and consulting services are based on client needs, the HRD program will be supported and defended by clients during difficult economic periods. It will be viewed as essential to the long-term success of the organization ( & 1998, ).
Once a customer service strategy has been developed, HRD professionals can begin auditing interventions and consulting services to determine their values and benefits. The primary purpose of this activity is to identify those interventions and consulting services that bring the greatest value and benefit to the organization. Once identified, HRD professionals are in a better position to determine whether their interventions and consulting services are helping their clients, and thus the organization, achieve their business and performance goals. Then, HRD professionals can create a promotional strategy designed to improve the image and credibility of the HRD program within the organization ( & 1998, ).Developing strategic business partnerships is absolutely critical to the success of strategically integrated HRD programs. In order to be successful, HRD professionals must create a customer service strategy that helps the organization achieve its goals and objectives while enabling clients to meet their business and professional needs. Interventions and consulting services must be prioritized to guarantee their contribution to the achievement of organizational business results ( & 1998, ).
Businesses and their HRD departments need to have effective service strategies that will cater to various needs of clients. The service strategies will depend on the situation in an environment and the different barriers that may hinder the delivery of an effective strategy. The service strategy may go into waste if there are still certain barriers and environmental condition left unsolved since the effect of the strategy may not be felt by clients. Samsung makes use of the best service strategies that intends to make an identity separate from the competitors. It intends to use the best service strategies so that they will have advantage over the competitors. The company has a code of service that the company and its employees use whenever they are having conversations with their clients. This code makes sure that any transaction done between the client and the company will be in good taste and it will make the relationship between the company and the client stronger.
Staff
It is useful to think of the organization as a hologram. Any part of the organization, like any part of a hologram, is a microcosm of the whole. More specifically, any relationship within the organization is likely to be repeated elsewhere in the organization and in the organization’s relationship with the customer. When staff is cross-involved with other internal customer groups and with the external customer as well, the company, the customer, and the employee benefit. Commitment-based companies see staff development and support, learning, reward, recognition and core competencies in holistic terms. Staff creates value for themselves, the customer, and the organization according to both their behaviors and accomplishments ( 1997, ). Their effectiveness will increase when they not only address current customers’ needs but add to their basic capabilities by understanding emerging customer needs. Thus, they not only have current, or core, competencies, but emerging or future competencies. Some companies have developed detailed job descriptions for each staff member so that they can establish performance evaluation standards, identify areas of training and other performance enhancement tools, and tie goals and accomplishments to reward and recognition ( 1997, ).
When the mission is customer satisfaction and generation of new accounts, the employee is selected, trained, and rewarded accordingly. However, because customer satisfaction tends to be passive and reactive, staff development and support in satisfaction-based and many performance-based companies is not nearly as customer focused. The future staff competencies and reward of learning organizations focused on customers will require a higher order of team training and team compensation ( 1997, ). It will necessitate relationship building and development of processes for converting customer facts and input so they can be distilled and deployed for action. These organizations overwhelmingly empower individuals and teams to undertake whatever training is necessary to help achieve company missions and strategic objectives. Further, they seek participative, proactive, team oriented individuals within the hiring process over those with special technical skills. They reward and recognize individuals and teams based on contribution to customer-driven goals ( 1997, ).
In providing excellent service to the clients, a company needs to have a dedicated staff that performs well and knows that the service they give to the client can help the company have a positive or negative image. The staff should be given proper rewards when they do something good, this will boost their morale and make them work harder for the company. Samsung has a dedicated and loyal staff that makes sure that the company will have a positive image in the public’s eye. The staffs are well trained and given enough trainings on how to deal with various kinds of clients. The staffs were given necessary rewards whenever they did something good. The rewards vary from financial rewards, added benefits or personal commendation. The rewards contribute to the positive performance of the staff.
System
Firms add a number of dimensions typically encompassed in services to augment the product. Customer service is a common term used to denote these dimensions. But it is important to understand that customer service is a specific type of customer interaction and as such, it performs a narrow but necessary function. The convergence of numerous information technologies in the gathering, storing, processing, disseminating, accessing, and using data has revolutionized the most generic of all business tasks making informed business decisions. Communication, storage, and computational technologies have made this possible ( 2003, ). Firms have found ways to deploy these technologies toward of increasing productivity. When the promise of technology is not delivered, as in many customer relationship management (CRM) projects, the focus has turned to how and why this data is useful for a business to support the investment in information technology ( 2003, ).
One of the primary information systems of a firm is the customer information system. Customer-focused firms have used their information technology to develop smart customer information systems and broaden the scope of the business function. An effective customer information system ensures that the appropriate knowledge of the customer is available for customer-focused decisions and actions. Technology has revolutionized customer information management. Information technologies allow firms to gather, store, and interpret demographic and behavioral data so that each subsequent interaction with the customer is customized, based on historical data gathered from each customer interaction ( 2003, ). Digitized purchase transactions in commerce have enabled numerous opportunities to track customer interactions. Chip technology has progressed so rapidly that soon there could be a computer chip in just about any product that would enable mind boggling links to improve customer value and the customer-firm relationship. For example, take the Internet and e-commerce. Most Web sites will ask simple unobtrusive questions of customers when they browse the site. This information identifies the customer and tracks the customer’s activities. Subsequently, software can use this information to personalize the Web site and the experience for the customer ( 2003, ).
The task of the customer information management system is to generate intelligence on the customer so that firm can be more customer-focused in its serving the customer. Intelligence generation capability has been shown to be positively correlated to superior customer value ( 2003, ). In providing service Samsung uses service system that gives guidance to the company in making sure that proper service can be given to clients. The service system can gather information from the clients and how they like to be given customer service. Through that kind of Information company’s can make use of strategies that has focus on customer satisfaction. The system is a big help to maintain a good relationship between the company and its clients. It will also help the clients be satisfied with the company’s services.
Recommendations
To have a profitable relationship with customers it will be best for the company to make use of various communication technologies with clients so that the company can be updated on what interest the clients and so that customer satisfaction can be implemented. The company should ensure that the triangle of service will be maintained and all aspect of the triangle will be given proper consideration so that the goals of the company will be met and the expectations of the clients will be given appropriate response.
References
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