Research Articles Base: Customer Satisfaction

Implement Customer Service Strategies

PART 1 CUSTOMER NEEDS 1) Overview of Hilton London Paddington   With the existence of many hotel businesses today, the rise of competition among many is apparent. The competition among hotels is most evident in the event that several hotels offer the same products or services, to serve their customers and profit from the trade. This is the reason why hotels, in general, continuously undergo extensive research to further improve their products and services for the hotel’s benefit. Most hotels also evaluate their crafts to ensure the satisfaction and the continuous patronage of their consumers. Due also to the fast-changing technology of the modern world, consumers can easily demand from different hotels, and at the same time, hotels can immediately cope with these changes. The role of technology hastens the productivity and the interaction of consumers and hotels.             In this light, consumers help dictate the flow of a hotel, as the production and the success of a hotel in the market depends on the demands of its consumers. Given that consumers are influenced by several concepts in purchasing a product, hotels must be careful in applying the concept of quality customer service. For this reason, hotels aim to satisfy their customers by not only improving on their services, but also by pleasing them, by showing positive attitudes towards their clients. Customer service is a very important aspect in terms of business and trade, for most consumers will prefer a hotel’s crafts along with the hotel’s assurance of the services’ good quality.   Hilton London Paddington aims for sustainable growth as a broad market leader in the hotel industry of UK as well as for segment leadership. In both cases, the hotel services of Hilton London Paddington will play a crucial part. Hilton London Paddington is able to establish its broad leadership usually by acquiring other strong hotel establishments and their services, which are then combined into a new, larger hotel. Offering training to its employees, improving the company operations, and the introduction of new innovation technologies then reinforces the positions of the various hotel services of Hilton London Paddington. This practically results in economies of scale that is able to create a distribution network for the hotel services of Hilton London Paddington. If a market is already in the control of other hotel establishments, Hilton London Paddington devotes its attention towards the development of a premium segment with its various hotel services and innovative technologies.             The mission of Hilton London Paddington is to secure the growth of the business in a sustainable manner, while at the same time constantly improving the company’s profitability. The strategy to achieve this involves four elements: <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Striving in order to reach a leading position in attractive markets </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Focusing on securing a competitive share of the hotel market segments. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Working in order to improve the company’s efficiency and cut costs in operations. </li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Continuous growth through selective acquisitions for as long as they are able to create shareholder value. </li> 2) Hilton London Paddington’s Customers Gone are the days when tourists have to find a place to temporarily stay for hours. Today’s tourists want to become as productive as possible while in their favorite tourist destinations and interact with different individuals and groups from various parts of the world. The technological advancement in hotel technologies has allowed tourists and guests at Hilton London Paddington to access communication tools in new settings. Because of this rigorous and hectic schedule of tourists and guests, it became imperative for them to indulge in relaxing hotel services to help them ease the tiredness after a day of visiting great tourist attractions.   Many hotels focus on the performance of their services to outsmart other competitors, not focusing on the customer service the hotel must develop. Due to this, many hotels nowadays improve on their core values as an organization, and take into consideration the integration of developing customer service of their employees. Hilton London Paddington perceives customer service as a benefit, not only to their consumers, but also to the hotel as well. Customer service is similar to being customer focused, which means that Hilton London Paddington is driven by the goal of providing the customer with the highest level of satisfaction, concentrates on how the customer is better served by the hotel compared to the competitive offerings, and that all processes and activities in the entire hotel are integrated and coordinated to accomplish this goal.     3) Customer Records According to Hilton London Paddington, the role of its customer service is to ensure that the needs of the customers are met; it is what makes the business makes money. The company invests resources for research on customers’ needs and analyzing customers’ feedback about what people think about their services; what do they like or dislike about hotel services; and what do they want from hotel services. The feedbacks and research are the basis of the company for innovation and development of new products. In dealing with customers’ complaints, Hilton London Paddington provides telephone numbers customers can call to when they encountered problems regarding the services the company provided them. Feedback forms are provided at each table of Hilton London Paddington. The website of Hilton London Paddington also provides telephone numbers and address to be contacted with for customer complaints.   Once a customer complains about a hotel service, the staff will try to rectify the situation by replacing the product or service if the order is wrong or the quality of service or any product is not satisfactory. However, if the customer is still unhappy, Hilton London Paddington will refund the customers money. 4) Customer Expectations Excellent hotel service quality is a must. Hotel service quality generally pertains to a tourist’s perception over a hotel’s quality of services being offered. Based on the author’s interviews with the management and selected hotel staff of Hilton London Paddington, the hotel believes that people or tourists tend to interpret the services in their surroundings without realizing it. This interpretation is based on the visitors’ needs and preferences that will allow them to function more efficiently. This makes up the visitor’s overall experience or perception. This is the reason why Hilton London Paddington puts a premium on excellent service quality because it suggests awareness but not conscious awareness. The service quality is naturally enhanced when tourists could identify with specific hotel characteristics that they need or are important to them. Thus, the perception or experience in terms of service quality of the visitor is significantly related to the environment they wanted to be in. For Hilton London Paddington, excellent service quality equates to the degree of efficiency and effectiveness of the implementation of their policies and tasks necessary to satisfy their customers, employees, and management. Their hotel service quality focuses on the careful management of the processes involved in the production and distribution of products and services. PART 2.  Implementation of Strategies 1) Superior Service Standards As part of the hotel industry, Hilton London Paddington’s goal is to present its products when and where the customer wants, refining its hotel services and develop new products to suit their customer’s tastes. With this goal, Hilton London Paddington gives emphasis on customer service. The company uses the term ‘customer service’ to describe the importance that customer satisfaction impacts on the success of the company. The customer service strategy of Hilton London Paddington is basically a program which is based on three principles: operational excellence, great marketing and real ‘sit up and take notice’ standards of customer service. The program aims to instill the basics of customer service to every team member of Hilton London Paddington. These basics include smiling and greeting the customer, presentation, good service and dealing with service problems themselves without looking for a manager. 2) Actions to be Taken The customer service strategy of Hilton London Paddington emphasizes four critical steps. The first step is to set sight on the right target by taking care of customers and creating a motivating environment for staff; the second is to treat customers the right way by determining the kind of experience Hilton London Paddington wants its customers to have as they interact with every part of the hotel; the third is to treat employees the right way by using strategies ranging from smart hiring, to training and development, to managing performance and creating a recognition culture; and the fourth is to build the right kind of leadership by letting staff decides and think with the support of the manager. A. Customer Service Session  All over the world, Hilton London Paddington holds a quarterly customer service mindset session for its team members who include all the crews, managers and Hotel Support Centre Team to reiterate and motivate employees on the importance of providing consistent product quality, service, ambiance and value for money to the customers. In this session, recognitions are given to employees who are outstanding in their service to the customers. B. Customer Service Training and Development Hilton London Paddington invests on skills, knowledge, training and development of employee for different positions. The company has program which includes annual performance appraisals designed to let Team members know exactly what the expectations are and what opportunities exist for improvement.  Information and skills are well-communicated internally among employees; the company allows open communication all the way to the top. At Hilton London Paddington, they treat each other as customers themselves so they exactly know what the customer wants and discuss them in every internal meeting wherein every idea of employee counts. Hilton London Paddington management gives importance to the ideas and opinions of the staff because they know that these staff members are the front liners of the company who have direct contact with the external customers. Employees are provided by feedbacks regularly about their performance so they are aware if they did not meet the company’s standard at a certain period and if one does not meet his internal customers’ needs. The company also does not allow bureaucracy instead maintain its culture which is a recognition culture- motivating employees through recognition. C. Coaching Management System Hilton London Paddington also created a coaching management system  that is managers become hotel coaches, teaching employees and providing them information rather than just giving commands to the staff thereby giving the staff chance for improvement. Internal competition was eliminated to promote commitment and creativity. Hilton London Paddington believes that its most valuable asset is its employees so it provides them the tools needed to elevate service to the customers. According to Hilton London Paddington, the role of its customer service is to ensure that the needs of the customers are met; it is what makes the business makes money. The company invests resources for research on customers’ needs and analyzing customers’ feedback about what people think about their hotel services; what do they like or dislike about hotel services; and what do they want from hotel services. The feedbacks and research are the basis of the company for innovation and development of new products. D. Customer Service Principles             Hilton London Paddington operations are based on what the company calls the very core of customer expectations. It stands for Cleanliness, Hospitality, Accuracy, Maintenance, Product, and Speed. This system of measure has been the company’s tool to ensure consistency of service and product quality and is align with ‘customer service’ program. E. Priority for Disabled Customers             As part of its customer service, Hilton London Paddington provides facilities for people with disabilities. Hilton London Paddington provides a Disability Discrimination Act statement in compliance with the Disability Discrimination Act 1995. The statement stated that the company has improved its physical environment with more easily accessible facilities and has trained its employees to better understand and meet the needs of customers with disabilities. 3) Dealing with Complaints In dealing with customers’ complaints, Hilton London Paddington provides telephone numbers customers can call to when they encountered problems regarding the services the company provided them. Feedback forms are provided at each table of Hilton London Paddington. The website of Hilton London Paddington also provides telephone numbers and address to be contacted with for customer complaints.   Once a customer complains about a hotel service, the staff will try to rectify the situation by replacing the product or service if the order is wrong or the quality of service or any product is not satisfactory. However, if the customer is still unhappy, Hilton London Paddington will refund the customers money. Conclusion              Overall, Hilton London Paddington is a hotel that provides good customer service and makes excellent customer service a strategy for a competitive edge. It measure customer satisfaction through questionnaires, focus groups, market research and complaints, making its customers involved in the design of new products and services. Hilton London Paddington based its services on the needs of both the internal and external customers. Hilton London Paddington’s success can be measured with the three intangible values which are to understand the customer’s business, the willingness to commit to solving customer’s problems, and the education needed to deal with customers properly. PART 2: KANGAROO CAR RENTALS QUESTION 1 A)     I would define customer service as a very important aspect in terms of business and trade, for most consumers will prefer a company’s crafts along with the company’s assurance of the products’ good quality. I would perceive customer service as a benefit, not only to our consumers, but also to the company as well. Customer service is similar to being customer focused, which means that our company is driven by the goal of providing the customer with the highest level of satisfaction, concentrates on how the customer is better served by the firm compared to the competitive offerings, and that all processes and activities in the entire firm are integrated and coordinated to accomplish this goal. B)     Because customers of Kangaroo Car Rentals look for convenience, cost and quality, the Sales Manager should concentrate on the technology and capabilities of employees to provide and deliver customer satisfaction. The link between customer satisfaction and customer loyalty must be emphasized, reporting that customers are satisfied at different levels, which result in different levels of loyalty and varying behavioral disposition to patronage with a provider. This is the reason why the company should strive to achieve higher levels of satisfaction than their competition, providing superior customer service and achieving a sustainable competitive advantage. Focusing on the needs of the customer through the slogan “Delight the Customer” can be done by caring for the customer, deeply understanding their activities, interests, and opinions around the particular value or solution that the firms are providing, and developing a pervasive attitude, which permeates throughout the firm such that it becomes incorporated as a culture. Once these values become inculcated to the employees of the firm, then the whole company can serve their customers better. QUESTION 2 a)     The customer characteristics of Helen’s five-star hotel should be rich, famous, well-known citizens or celebrities who demand the best hotel services available. On the other hand, the customer characteristics of Damian’s local hostel include ordinary citizens or tourists who cannot afford to pay the rent of staying in a luxury hotel. b)     Both customers of the two types of hotels will have similar needs and expectations: good service. The customers of both hotels will expect good service, this is when the hotel can satisfy their requests in a prompt and timely manner while bad service is when the hotel does not meet their requests and leaves them feeling angry and disappointed.  c)      Generally, guests in both hotels expect high-quality service. In order for the General Manager to know what specific service improvement strategy should be implemented, a service-quality audit should be performed. Service-quality audits allow hotel managers to determine the need for a quality management program by providing information on the costs of common service errors to the organization. The process begins with the creation of task forces that will concentrate on specific departments, followed by the assessment of costs resulting from service errors classified as either recovery costs or opportunity costs. Managers of both hotels should recognize that a service-quality audit is merely the first step in service-quality analysis. The analysis can help managers identify the source and magnitude of service-quality deficiencies and assist them in deciding where to invest in service-quality improvements. Moreover, managers of both hotels must view their hotels as an interdependent system of work processes that are not bound by departmental lines. This interdependency creates internal customer relationships and an error in one department may have unknown or unanticipated impacts on other departments. Finally, a positive impact of the audit is that it can allow those who are actually doing the work to capitalize not only on their experience and expertise but also to provide them with ownership of the important task of improving service quality.     CUSTOMER SERVICE SURVEY Dear Respondent,     We kindly request for your cooperation in this survey. We are currently assessing the customer service of hotels as an academic requirement. Your response will be treated with outmost confidentiality.   <li class="MsoNormal" style="color: #333333; line-height: 14.4pt"> What is Service? What does it mean to you? </li> <li class="MsoNormal" style="color: #333333; line-height: 14.4pt"> What do think is: (a) Good service? And Bad or poor service? </li> <li class="MsoNormal" style="color: #333333; line-height: 14.4pt"> What type of personality or character would be suitable for people working in the hotels? </li> <li class="MsoNormal" style="color: #333333; line-height: 14.4pt"> In general, what type of interactions / communications do you usually have with the hotel staff? </li> <li class="MsoNormal" style="color: #333333; line-height: 14.4pt"> In your opinion, what are the characteristics of service from the: i) five-star hotels and ii) local hotels? </li>   REFERENCES Credit:ivythesis.typepad.com

Implement Customer Service Strategies

PART 1 CUSTOMER NEEDS 1) Overview of Hilton London Paddington With the existence of many hotel businesses today, the rise of competit...

REAL LIVE ENCOUNTER

Executive Summary The heart of service is the encounter between the service provider and the customer. Service encounter is both a crucial experience for both the customer and the service provider. This essay presents my service encounter experience throughout the week in different areas of service. My first service encounter involved a window frame worker. My service encounter was unsatisfactory. The service provider was unable to follow my instructions, he even decided on his own without consulting me. The result was dissatisfaction on my part and incomplete payment on the part of the service provider. It is important for a service provider to understand the needs and wants of the customer. The service provider should also follow the requirements of the customer. My second encounter took place in a casual dining restaurant. The encounter was satisfying and enjoyable. The service provider was attentive and friendly. I felt like the service provider was trying to make my experience pleasurable and comfortable. I learned in this service encounter that service plays an important role in attracting and retaining customers. Building a good relationship with the customers with an excellent service will result to satisfied and loyal clientele. My third service encounter involved a program engineer form a software company where my company purchased a software program. The service encounter was distressing not only for me but for many other employees. The service providers were unable to help us with our problems, they even ignored our requests. I learned from this experience that the service provider should be properly-trained and adept in handling customers. People who are trained or are not suited in customer service produce unsatisfactory results. The fourth encounter took place in a furniture shop. The sales representative was very informative and helpful. He gave me information and details about the products. I was able to make an informed decision because he was able to provide the information that I need. I learned that a service provider should always make the customer feel that he is in control. The customer should make an informed decision in order to avoid complaints in the future. First Encounter Who: Window Frame Worker Where: My New Apartment When: Friday Night Situation: Through the Telephone I was planning to buy new air exhaust fans for my kitchen and bathroom in my new apartment. I hired a window frame worker to replace all the windows in the apartment. I told him about my plan of installing two new exhaust fans. He offered to give me discount since he knows many distributors. I readily accepted his offer. Last Friday he called me up and informed me that he has finished the installation of the new window frames and the exhaust fans. I went immediately to my apartment to check. I was disappointed to find out that the fan in the kitchen was not properly installed. The fan was installed on the right side of the window. I called the window frame worker and asked why he installed the fan on the right side of the window. He explained that it is more complicated to cut the window glass if the fan will be put in the middle. I was frustrated and told him that fans are usually placed in the middle of the window. I never asked him to put it on the right, so why did he decide to put it on that spot.  He answered that he thought I would not mind where the fan is placed. At this point, I was furious; he did not even confirm his plan before he installed the fan. I asked why he did not inform me and ask for my opinion. I was also dissatisfied with the fan that he installed. It was an older model and it is not proportioned to the size of the window. He told me that a bigger fan is more powerful but he did not consider the size of the widow frame.   The window frame worker was inattentive to my instructions and he failed to understand what I want. I got the impression that he did not care about me, his client at all. He just wants to finish the job quickly and get paid. He was clearly not customer oriented since he does things that is more convenient to him than to the customer. I am still holding his final payment and he needs to replace the fan with a smaller model and reinstall it again. The service encounter was a waste of time, energy and money for the both of us. Recommendation             As a service provider he should always consider the needs and wants of his customers. He should always ask for the customer’s decisions and opinions before working. He should always aim to satisfy his customers since they are the ones who pay for his services. The customer should always come first. In addition, I think that if he communicated more to his customer, problems could have been solved earlier.   Second Encounter Who: Food Server Where: Casual Dining Restaurant When: Thursday Night Situation: Face to Face             I decided to have my dinner at a casual dining restaurant last Thursday night. I heard so many good things about this restaurant so I decided to pay it a visit. The restaurant is quite small, with a little bar greeting you as you enter through the front door and a comfortable dining room to the right. The server greeted me and showed me to a lovely table by the window. She was friendly and always smiling. She made me feel comfortable, since I was alone, and helped with my choice of dishes. The service was fast and efficient. The restaurant exudes a comfortable and friendly atmosphere. It was well lighted and the decors were pleasant to the eye.             What I like most about the restaurant is the friendly and well-trained staff. Everyone tries to make each guest feel comfortable and satisfied. The food server was really knowledgeable and helpful. She was attentive and entertaining. She made sure that I have a great meal and dealt well with my requests. The service at the restaurant was excellent. I would really like to visit it again and recommend it to my friends.             In this case, the service encounter was good. The server is very professional and well trained. She always makes sure that the guest is comfortable and having a good time. In a restaurant setting, service affects the total dining experience. Quality service is important in attracting and retaining customers.  My advice is that the service provider should maintain their level of service. Each guest should be equally treated. The staff should be constantly trained and educated in order to improve and be knowledgeable on different customer service issues.   Third Encounter Who: Program Engineer Where: In my Office in Hong Kong When: Last Wednesday Situation: Through E-mail             My company had just bought a custom-made account software from a software company. The personnel at the software company were professional and very helpful before the deal was closed. I recently needed to have my software fine tuned so I coordinated with their program engineer. The engineer seemed to disagree with our feedback of the software and tried to avoid our requests for program adjustment. As a customer I fell cheated and I get the impression that the program engineer is purposely ignoring my requests, there are times when we received late responses for our queries. This incident has affected the whole organization and we are unable to use the new software completely because it still needs to be adjusted to our existing system.             Here the service encounter was unsatisfactory. The software company did not fulfill their responsibility (after sales support). The service providers do not attend to the problems and concerns of the customers. Poor service results to loss of customers. If a customer is not satisfied with the service, there is a big possibility that he or she will avoid the service provider in the future. Moreover, negative word of mouth can also affect the company’s reputation.             The lesson that I learned from this experience is that service does not end when the product was purchased and the payment has been made. After-sales service is also important since it shows how dedicated you are to the customer and how valuable their feedbacks and suggestions to you. A service provider should always aim to help the customer in every possible way he can both before and after purchase.             My recommendation is that the company should appoint well-trained and properly educated customer support officers/representatives that will handle all customer problems and issues. The customer support officer should be attentive and adept in handling customers. It is clear that the engineer is not the right person to deal with customer complaints. He may not understand the customers since his job is to design programs.   Fourth Encounter Who: Furniture Sales Representative Where: Furniture Shop in Kwun Tong, Hog Kong When: Last Sunday Situation: Face to Face             I went to a furniture shop that makes custom-made furniture. I was planning to buy a specially made cabinet for my new bedroom. The sales representative presented me with a wide collection (brochure) of cabinet styles and designs that they made for previous customers. I found the brochure very helpful in deciding which type and design I want. The sales representative was also helpful; he offered suggestions regarding the designs and styles of the cabinet. The sales representative gave me additional information such as the advantages and disadvantages of a particular design. He was also informative when it comes to materials. As a customer, I felt well treated. The sales representative was honest. The service was personalized, my requirements, needs and wants were carefully considered. In addition, the sales representative was attentive to details. They make sure that I get what I want. They are also informative and professional that is why I feel that I can depend on their opinions.             My insight of this service encounter is the satisfaction of the customer should be the main concern of the service provider. Rather, than just selling the product, the service provider should always consider the needs and wants of the customer. Customers value professionalism. In order to show professionalism a service provider must be well trained and educated. In this encounter, I as a customer was satisfied not only of the product but also of the added services that the sales provider rendered. The customer should be made knowledgeable of the details of the product including the advantages and the disadvantages of the product in order for them to make an informed decision. In this service encounter, there is a greater possibility that the customer will be satisfied with the product since he knows the details, especially the pros and cons, before purchasing it. This makes the customer feel that he is in control. Credit:ivythesis.typepad.com

REAL LIVE ENCOUNTER

Executive Summary The heart of service is the encounter between the service provider and the customer. Service encounter is both a cruc...

CUSTOMER SATISFACTION

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 Credit:ivythesis.typepad.com

CUSTOMER SATISFACTION

Samsung Electronics Samsung Electronics Company is a part of the Samsung Group, one of the largest companies in South Korea, with 1993 Gr...

TQM/Customer Service

TQM/Customer Service Brief History McDonald’s was originally a restaurant set up by brothers Dick and Mac McDonald in 1940’s in California. The company emerged from Ray Kroc who in 1955 became the exclusive franchising for the entire United States. McDonald’s global motto is focused on the quality, service, cleanliness and value (Q.S.C. & V.). In 1977,  opened Ireland’s first McDonald’s restaurant in Dublin’s Grafton Street. Since then McDonald’s has become hugely popular in Ireland. A second restaurant followed shortly on O’Connell Street. Today, 74 restaurants around the country and have recently opened five McCafés in Dublin, providing more variety to their service and employed over 3,500 people. As an achievement, McDonalds Restaurants of Ireland was included in the 2005 ’50 Best Companies to Work for in Ireland’ list. Also McDonald’s supports community programs which operate and focused on family and local environment related issues. These include sponsorships of local teams, fundraising for children’s charities and educational and environmental initiatives. In addition, McDonald’s globally has extensive conservation policies applicable not only to its packaging but to the products and ingredients it sources from suppliers. McDonald’s Ireland was the first restaurant that provides customers with complete nutritional and ingredient information which offered through nutritional leaflets. The business plays its role in promoting well-balanced diets and active lifestyle for all, especially on children. This is done through interactive menu planner available on McDonald’s website and information on the reverse of restaurant tray-liners, helping customers to make informed choices based on their lifestyles and preferences. Many programs were created like the Scholarships and Charity. The Ronald McDonald House Charities of Ireland was founded in 1977, and many children are benefited from the healthcare, education and social welfare projects. The entire McDonalds’ stands for the principles of Quality, Service, Cleanliness and Value, the combination of which is designed to achieve 100 per cent total customer satisfaction. The business operated strict specifications for all its products and raw materials and is responsible for developing as well as, implementing systems to ensure safe food of the highest quality throughout the restaurants in Ireland. Focus on the Competition The weakness of a business depends on system and people involved within the organization. It starts by hiring the people who can devote in the business’s objectives and can do better job. In McDonald’s, the crew or the people can make the business achieved the success and its downfall. Investing in the value chain is a simple idea but still works. Happy employees create happy customers, which creates happy shareholders. McDonald’s value is important to adopt a good ambience that can invite the customers to come. The automation of the process can eliminate the manipulation and corruption inside the company. In McDonald’s the automation process of the sale are introduced to make it more efficient and easy than the manually operation. The training and re-training can leave a legacy for the future employees. The on-the-job training in the management of the McDonald’s can open the door for the opportunity and they can acquire the trainees to be part of the company. The leadership involvement in the business is the most prominent strategy. But if a leader failed to manage the business, the problem might break the connection of the business towards the people and its customers. The strength can start in an intensive research study where they can explore for the new extraordinary service they can offer to the customers as well on their shareholders. The strength also lies on the management’s ability to analyze where they can find the solution in their problems. Improvement of some process and systems can make the problems be solved. And with further understanding, all the issues that involves inside the business whether it concerned with the people or the system. The Five Gaps  Gap 1: the gap between what customers want and what management thinks customers want. This gap results from a lack of understanding or a misrepresentation of the customers’ needs, wants, or desires. A firm that does little or customer satisfaction research is likely to experience this gap. Gap 2: the gap between what management thinks customers want and the quality specifications that management develops to provide the service. Essentially, this gap is the result of management’s inability to translate customers’ needs into delivery systems within the firm. Gap 3: the gap between the service quality specification and the service are present in every company. If both gaps 1 and 2 have been closed, then gap 3 is due to the inability of management and employees to do what should be done. Poorly trained or poorly motivated workers can cause this gap. Management needs to ensure that employees have the skills and the proper tools to perform their jobs. Gap 4: the gap between what the company provides and what the customer is told it provides. This is clearly a communication gap. It may include misleading or deceptive advertising campaigns promising more than the firm can deliver or doing “what it takes” to get the business. To close this gap, companies need to create realistic customer expectations through honest, accurate communication about what firms can provide. Gap 5: the gap between the service that customers receive and the services they want. This gap can be positive or negative. For example, if a patient expects to wait twenty minutes in the physician’s office before seeing the physician but waits only ten minutes, the patient’s evaluation of service quality will be high. However, a forty-minute wait would result in a lower evaluation.   Recommendations The success of a recommendation relies on the ability of the whole organization to comprehend. These recommendations are not hard to handle because it will begin from the initiatives of the organization or the entire team. Reliability is the ability to perform the service dependably, accurately, and consistently. Reliability is performing the service right the first time. This component has been found to be the one most important to consumers. Responsiveness is the ability to provide prompt service. Examples of responsiveness include calling the customer back quickly, serving lunch fast to someone who is in a hurry, or mailing a transaction slip immediately. An assurance can be experiences when the knowledge and courtesy of employees and their ability to convey trust. Skilled employees who treat customers with respect and make customers feel that they can trust the firm exemplifies assurance. Empathy is the act of caring, individualized attention to customers. Firms whose employees recognize customers, call them by name, and learn their customers’ specific requirements are providing empathy. Union Square Hospitality Group, owner of several popular New York City restaurants, will return items customers have left behind by messenger or FedEx so the customers do not have to return to retrieve their belongings. Tangibles are the parts of a service include the physical facilities, tools, and equipment that a firm can use to provide the service, such as a doctor’s office or an ATM, and the appearance of personnel. Analysis Service firms like other organizations are realizing the significance of customer-centered philosophies and are turning to quality management approaches to help managing their businesses. An effective approach has been studied and its role in the analysis of the difference between customer expectations and perceptions has been highlighted with support of an example. The important service quality gaps associated with external customer services, it could be extended to close other major gaps and therefore, it could be developed in order to be applied for internal customers, like the employees and service providers. Works Cited: Credit:ivythesis.typepad.com

TQM/Customer Service

TQM/Customer Service Brief History McDonald’s was originally a restaurant set up by brothers Dick and Mac McDonald in 1940’s in Californ...

CUSTOMER SURVEY RESULTS

CUSTOMER SURVEY RESULTS August 10, 2007-PEAK   FOOD                                                                 4.68                         STRENGTH Ø       Well cooked.                                                                 4.65 Ø       Hot food.                                                                       4.62                                                         WEAKNESS Ø        Good product presentation                                             4.57   SERVICE                                                           4.58 STRENGTH Ø       Managers w/ good customer relations/ service  (effectively managing the store).                                             4.59   WEAKNESS Ø       Courteous and attentive.                                                 4.53 Ø       Fast serving of orders.                                                    4.53   CLEANLINESS & CONDITION                    3.94   WEAKNESS Ø       Cool dining temperature                                                           4.31 Ø       Restroom/ Wash Area                                                                 4.34   PERSONNEL GROOMING Manager                                                     4.61 Crew                                                           4.56   Credit:ivythesis.typepad.com

CUSTOMER SURVEY RESULTS

CUSTOMER SURVEY RESULTS August 10, 2007-PEAK FOOD 4.68 ...

Coordinate Implementation Of Customer Service Strategies

Part 1 Q1)      To ‘delight the customers’ meant to provide the customers not just what their needs are but also what their wants are . As such, the customer satisfaction must be our highest priority. Quality customer service is our way to add value on our products and services. When I say quality, I mean to deliver a service or services in a way that the customer would experience superb satisfaction before, during and after transactions. The joy of servanthood reflects an individual experience of service. To effectively delight our customers, we must understand that customers are our reason for survival. And so we must give them a reason to return. Through this, we can effectively build relationships with them and build our profit in return.   Q2)      I agree. The moments of truth identified for Kangaroo Car Rentals include inconvenience due to breakdowns, requested vehicles’ unavailability and inaccessibility of service; to which the company resorted to discounts, canceling charges and/or upgrades at no cost. Without realizing the consequences of their action, the financial status of the company had and will further suffer. The financial capability of the company is already struggling and compensating customer service dilemmas through ‘acting generously’ towards complainants will only be crucial for the company. The actions are not equitable since there are no defined compensation indicators for complaints. There are also no measures of identifying how much the company had provided – financially or otherwise – for a specific complaint. Instead of strategically gaining from that complaint in terms of customer buy-in or rate of returns, the company had lost a substantial amount that could have been beneficial if they devote such amount to fixing or buying new cars. The company could have provide a compromise wherein they could promise that if conditions such as breakdowns or unavailability will happen again, then that would be the time that will provide discounts and upgrades. Conversely, the company had an established reputation regarding customer service. The probability that the customers will believe them is high. The company could either design a ‘compromise form’ as an instrument that reflects their credibility or token of appreciation (e.g. free gas, car accessories, etc.) for complaining. As such, they have to keep their word. If the complainant had agreed with the compromise, then the company could deal with the problem privately. They won’t have to wait for that second time to happen and so there is no need for the company to give them extra credits. The action never opted at selling the company’s reputation but only arriving at a win-win situation wherein the complainant could leave while clinging to such promise and the company could start on working on the complaint so as not to jeopardize their word.     Q3)      The internal customer service could have guided the sales manager about the ongoing financial trouble within the company prior to converging with specific ‘value-adding’ customer service activities. Internal customer service refers to the people and the units within the organizations and the suppliers and other entities that help gel the work done. The key role of the internal customers is to ‘create an environment of sharing and helping’. Prior to anticipating the financial implications of the sales manager’s decision, Kangaroo Car Rentals should engaged with internal assessment whether the company is ready to float or not. Through this, the company could ascertain whether the sales manager is compatible with the organization. If they have done this, they could have identified the risks and the probability of success of the flotation. In addition, the company might discover the inadequacy in managerial skills and expertise, in business planning and in management commitment. The internal customers could have assisted the sales manager regarding product positioning. Aside from this, they could have provided informations on internal control mechanisms and handed him financial reports. In exchange, the sales manager should have made himself aware of the current status of the company, physically and financially, so that he must know what his subsequent actions or decisions would be and the consequences of such for him and for the company in general.   Q4)      Supposing I have been appointed as the Customer Service Manager, I would employ new customer service strategies. a.         In order to determine the customer needs and expectations, I will use the customer feedback form, anecdotal record form, customer service survey form and internal customer survey. The customer feedback form is the most common method of obtaining feedbacks. Feedback forms could be given to the customers through disseminating response sheet at the end of every delivery process. The time to complete the form may be of big problem for the customer; hence, feedback forms must be simplified. An anecdotal record form is an evaluation tool that tells the story behind every complaint. The complainants could use this form to narrate critical incidents and list down necessary actions that he or she perceived to be important. The customer service survey form identifies which services are of best quality from a customer’s point of view. Survey forms could facilitate delivery of the highest level of customer service quality and experience. It encourages the customers to speak up and communicate their concerns. The internal customer survey is intended to the people that are directly connected to the company. This survey measures the satisfaction among them. Internal surveys constantly remind people that customer service is an organizational responsibility. The survey also includes internal customers’ perception on risk-sharing, knowledge management and information-sharing. b.         Once the customer needs and expectations are acknowledged, I would make the most out of them through a comprehensive data analysis. I will categorized the responses/feedbacks and informations accordingly. The segregation effort is aimed at converting the informations into useful and exploitative organizational strategies. Summarized findings will be reported to both internal and external customers so that they will be aware of the current position of the company with respect to customer service. This can be done via postings on the company website and/or putting posters on the different departments and distributing of leaflets. The feedbacks and informations could be used to add value on the products and services and the management as well. Through this, the company could identify the necessary treatments from the informations the customers had disclosed on surveys. From the information and feedbacks collated, I could possibly develop customer service benchmark practices and models of effective measures to handle complaints as well. The models, in addition, could serve as instruments to track customer service values and quality. The company could then discuss and decide on the appropriate actions from the emerged issues from the different survey forms. As such, the company could effectively prioritize customer-driven initiatives.   Q5)      The kangaroo car Rentals could focus either on fleet or receivership. Or better yet, the company could converge in the combination of the two. The quality car products and services will be their key. The company must design an effective marketing strategies and buzz worthy slogan that puts the car features and benefits at the center. In this way, they could redeem their reputation while also developing the business, the products and the services. Through marketing and promotions, the company could win over, retain and produce customer buy-in. They could also use this feature-benefit to restructure and realign internal processes and systems most especially for sales and advertising. They could also reassess their business applications and databases to facilitate identification of which products and services are no longer beneficial for the company.          KANGAROO CAR RENTALS FEATURES BENEFITS - Upgraded vehicles - High performance vehicles - Fuel-efficient, environmentally friendly - Collection of sports and luxury cars -Inclusive of navigation system and satellite radio - Capacity - Safety features like safety bags - Unlimited mileage - Budget prices that are inclusive of third-party insurance - Direct linkage with airlines and major international car rental companies - Non-hazardous to health - Freedom to choose - Tracking device that assures direction assistance   Part 2 Q1)      There are different ways to measure the lifetime value of the customer. These techniques include: a) mail surveys (conventional in-depth or ‘bare bones’), in-depth telephone interview, products- and services-focused online surveys, mind share research and focus groups. (1)  Mail surveys The main advantage of mail surveys is that it is less costly compared to the use of telephone interviewing methodology. However, mail surveys had an inherent drawback which is the low response rate and lack of depth in findings. Conventional in-depth surveys involve the use of layman language, five-point Likert scale and a space for customers’ response on key products and services. The ‘bare bones’ survey includes the core activities such as customer support, order fulfillment, billing, communications and personnel along with products and services and a space to account for the opinions of the customers. (2)  In-depth telephone interview Telephone interviews effectively give voice to the customers. It also gives the interviewer an opportunity to probe and dig through open-ended questions. In-depth telephone interviews capture complete responses and important comments from the customers. It is also easy to code and tabulate responses in real-time. On the other hand, in-depth telephone interviews may be very costly depending on the size of the customer database. The length of interviews and the availability of the interviewees are other concerns. (3)  Online surveys To wit, any company, regardless of size and scope, must not neglect the role of technology as it can effectively drive business profits. Online surveys are relative short, non-demanding and contain a combination of open-ended and short answer questions. The usability of online surveys allows the customers to respond to the questions at their preferred time. Though online surveys tended to be less expensive, they are very time-consuming. The products-focused is consists of simple questions such as the usability of the products for the customers, their preference of own products over competitors and the reasons and the customers view of the products. The services-focused is consists of ratings on company’s overall performance, customer and technical support and observable traits and attitudes of the service providers. (4)  Mind share research Mind share research answers how people perceive the products and services of a certain company over their competitors. The benefits of mind share include increasing the accuracy of marketing, sales and production planning, development of competitive positioning and communication strategies through customer service and tracking the customer service performance of the company. The risks of this research are evident on the subjectivity of the responses and lack of depth.   (5)  Focus groups Focus groups are in-depth qualitative interviews with a small number of circumspectly selected people. Focus groups are very efficient in terms of learning about the attitudes and behaviours of the customers. They are brought together to discuss customer service and it facilitates a give-and-take flow of information.       b)        For this small car wash business, I intend to use the mind share research to identify the level of customer satisfaction. In reality, mind share is used to recognize the favorable awareness of a company’s product or service. For example, an individual whom is contemplating the service of car washing would have at least fifty other choices within the vicinity. Those to be considered will likely to be three to six. Of these, with which the individual is most familiar with could be said to enjoy the greatest mind share. From a personal standpoint, mind share is directly related to customer satisfaction. They are products of quality customer service experiences; hence, manifests that variations in levels of customer satisfaction largely depends on such experiences. The underlying idea is to convert mind share into profits and in so doing, the car wash must build and develop clear-cut strategies that support customers in terms of complaint diagnosis and solving products- and services-related issues. For the company, mind sharing research could be done through “cooperative negotiation” which is based on win-win mentality and is designed to increase joint gain. I could design a portal wherein customers could fill-up a questionnaire while waiting, delegate someone to disseminate customer-response flyers or place an email log or book near the cashier to acquire information on their level of satisfaction and their suggestions to further improve the services and products in document and/or virtual formats.   Q2)      a) Five-star hotels depend heavily on tourists that demand the highest quality services possible. The usual customers are corporate travelers whom are very particular with privacy, efficiency and service delivery. What makes this segment distinct for backpackers hostel clientele includes the following raesons: backpackers are always interested with different culture, enjoy different adventures and activities and are tended to travel independently or with a companion. This market is generally cost-conscious. They prefer to stay in lower-cost accommodation, using lower-cost transport. The purpose of this is to afford the higher cost of the travel itself and the activities that come with it. Backpackers, also known as budget travelers and independent travelers, tend to stay for a longer period. The backpacker segment is increasingly becoming an important segment in the tourism industry.            b) For five-star hotel market segment: ·         direct linkage between airports and seaports and the hotel ·         wide array of transportation that links to the main district or the urban area ·         different, inclusive amenities such as restaurants, bars, conference facilities and health clubs and spas and lounges ·         fully-equipped rooms with small refrigerators, mini bar, air-conditioning, telephones, television sets and broadband Internet connection ·         s small kitchenette inside the rooms that mostly include kettle and tea, coffee sachets and sugar cubes ·         clarified payments settlement system e.g. charges for ordered snacks and drinks must be paid at the time of departure ·         round-the-clock hotel staff ·         convenience   For backpackers hostel market segment: ·         private and dormitory rooms and free lockers ·         no curfews and lock outs ·         Internet access and laundry facility ·         self-catering kitchen with coffee-maker and microwave, communal TV room, games room and individual common showers with 24-hours a day hot shower   ·         direct linkage to vintage and souvenir stores and other shop houses ·         budget accommodations ·         experienced staff ·         healthy cuisines for in-house eatery ·         provision for lounges, porch or decks and courtyard with benches ·         easy access to airports and subways ·         travel plans offer and map assistance ·         walking distance convenience stores ·         free ventilation ·         affordability     c) I presumed that a great five-star hotel service purports a direct connection with the airports and seaports authorities but with a more focused on seaports. The benchmarks will include maintenance, personnel training and knowledge, travel and payment options form, additional accessories or specific services needed and monitoring system. As a manager, I would consider linkage with the most modernized port facilities within the vicinity. The effort is in line with the company’s purpose which is to provide excellent, highest quality service. In particular, I, together with the staffs, will solicit different airports and seaports within the area. Then, I would suggest collaboration with the appropriate authorities to secure necessary permits and access to cruise terminals. Subsequently, I will ensure that there are many travel options for the visitors. Since the clients are mostly high-end profile, I think that they would appreciate that the company would have in-house car rental of luxurious and sporty cars. I could also suggest to the management to hire, or train, people whom are experts in cruising so that they can guide first-time cruisers and assist cruise-savvy individuals.    On the other hand, I would choose Internet access and laundry facility for backpackers hostel. The Internet is an indispensable part of a backpacker’s life and they are now a necessity. It is a way to update their loved at their hometowns and so there is an immense need for this service. I will design a plan to install and ensure connection in every room and set up an online forum for the purpose of soliciting inquiries and propositions regarding this and other services. Putting up a laundry area ensures that independent travelers could wash, dry and iron their clothes. I would allot a time to carefully plan, designate area and identify complete facilities that would be needed and then delegate someone to put it up. The benchmarks will include technical maintenance both for computers and washing machines, in-house housekeeping and monitoring system. d) Backpackers Hostel: Customer Service Survey on Internet Access and Laundry Area   Introduction In our ongoing effort to provide high quality products and services to meet our customers’ demands, Backpackers Hostel Company designed a customer survey on out two basic services as Internet access and laundry area services.   Please take a few minutes to complete this questionnaire and return it to the box near the hostel entrance.   Thank you in advance. Your opinion counts!   1)     What do you like best about our a) Internet access service? b) laundry area?   a)     b)                 2)     What do you most dislike about these services?   a)     b)     Please rate the service according to the different factors identified on a scale of 1 to 10 where 1 is poor and 10 is excellent.                                 For Internet access:             Speed                         Computer Accessories                         Drops                         PC Utilities               Existing Softwares                           For laundry area:               Capacity               Storage and availability of laundry soaps, detergent and fabric conditioner                         Availability of laundry bags and laundry sorter               Laundry room décor/design               Usability of machines               Space and lighting               How do you use the services? a)     Internet access _____ Every three to five hours _____ Once a day _____ 24/7 _____ Every other day _____ A few times a week _____ A few times a month _____ Haven’t use it yet                         Please indicate whether the Internet access service…..                         _____ Greatly exceeded your expectations                         _____ Slightly exceeded your expectations                         _____ Met your expectations                         _____ Fell slightly short of your expectations                         _____ Failed to meet your expectations   b)    Laundry area _____ Once a day _____ Twice a week _____ Three times a month               Please indicate whether the laundry area service…..                         _____ Greatly exceeded your expectations                         _____ Slightly exceeded your expectations                         _____ Met your expectations                         _____ Fell slightly short of your expectations                         _____ Failed to meet your expectations               Would you consider checking-in in our hostel again?                         _____ Definitely would                         _____ Probably would                         _____ Probably would not                         _____ Definitely would not                         _____ Not sure               Would you refer the hostel to a friend?                         _____ Definitely would                         _____ Probably would                         _____ Probably would not                         _____ Definitely would not                         _____ Not sure               Please enter any final comments/opinions/suggestions here.                               Thank you! Remember, at Backpackers Hostel you have a say!     Credit:ivythesis.typepad.com

Coordinate Implementation Of Customer Service Strategies

Part 1 Q1) To ‘delight the customers’ meant to provide the customers not just what their needs are but also what their wants are ....