Sales manager is responsible for managing the sales to the customers. The garage will invest in training the sales managers to gather the feedback of the customers at the time of sales of spare parts. This will help to identify the gap areas and overcoming them will increase the customer satisfaction level (Yu, Zhang and Xu 2013).
Marketing manager should involve in the determining the customer needs and requirements effectively and offer the products accordingly. This will ensure that the service delivery process will meet the expectations of the customers.
It is the responsibility of the operation manager to manage the coordination among the deportments in the garage and ensure the seamless flow of information between the internal stakeholders (Macaulay 2018). In addition, the operation manager should invest in developing the infrastructure for the internal stakeholders, which will further help in enhancing the service delivery process in the garage.
Accounting managers should be responsible for proper allocation of fund in different organizational activities in garage. In addition, he should invest in training and development program of the front line employees in order to enhance the effectiveness of the service delivery process. This will in turn enhance the customer experience with the garage.
Sales managers encourage the employees by providing the provision for earning incentives. This can be related with the concept of pay for performance. Thus, the more will be the effectiveness of the employees, the more will be the sales conversion for them, which will help them to earn more incentives. The employees will be more motivated in enhancing their quality of service (Moncrief, Marshall and Rudd 2015).
It is the responsibility of the marketing managers to train and aware the employees about the importance of enhancing their quality of services. They should be communicated about the fact that their effectiveness in gathering customer data would help in enhancing the satisfaction level of the customers. Thus the employees will be motivated by being aware about the importance of their contribution in the organizational excellence of the garage.
Operation manager should train the employees in regards to the change in the market and business requirement. This is due to the reason that if the employees are trained enough to deal with the changing business scenario of after sales service, then they will face less challenges in providing service to the customers and it will make them more motivated (Schetzsle and Drollinger 2014).
Accounting manager should have the responsibility of the financial increment for the employees. This is due to the reason that money is one of the key factors for motivating the employees. Thus, if the accounting manager allocate fund for employee increment, then the employees will be more encouraged in providing effective service to customers.
Sales manager should be effective enough in involving all the subordinates in the decision making process. This will ensure that all the employees will be able to share their opinions and communication channel will be more open in place.
Marketing manager should be more focused in maintaining the communication between the internal and external stakeholders by means of open community forum mainly through the online channels. This will help both the internal and external stakeholders to engage in a two-way communication process.
Operation manager should involve in managing the communication between department heads and supervisors. If the managers can be involved in a single communication channel, then it will further motivate them to involve their subordinate also, which will help in having open communication channel (Guesalaga 2016).
Accounting manager is responsible to identify the most cost effective communication channel available and promote them in the garage. This will ensure the implementation of communication channel in lowest cost possible.
Sales manager is responsible for monitoring the performance and work attitude of the employees by having weekly report. This will enable him to keep the track and identify any gap areas and overcoming them.
Marketing manager provides specific targets to the employees and have periodical report for comparing the actual performance of the employees with the desired outcome from them. This will help to identify the deviation in the work process of the employees and overcoming them (DeCarlo, Roy and Barone 2015).
Operation manager should keep targets with all the department heads, which should be fulfilled by them. In addition, operation manager should also involve all the managers through meetings in order to identify the issues, which should be overcome.
Accounting manager should ensure that internal stakeholders are being paid in accordance to their performance. Thus, if the stakeholders are being paid less for deviation in their work, then they will be disciplined and focused in their respective work.
Sales manager: The sales manager of the garage could sent an email or directly call the client to communicate with the clients, though it is true that sales manager do not get involved in direct communication with the clients. Rather the sales manager communicates with the sales team in an open platform who communicates with the clients through customers’ services and respond to their queries.
Marketing manager: The marketing manager controls the entire process of communication between the business and its clients. The internal teams within the garage are formed by the manager to manage transfer of messages and information from the business to its clients through various media channels (Goetsch and Davis 2014).
Operation manager: The operations manager of the garage monitors the responses of clients and communicates the customer related issues with the operations team and undertake a suitable approach to resolve the issues.
Accounting manager: The accounting manager communicates with the accounting team and identifies the current business processes and then standardises them to customise any changes needed to respond to queries of clients easily and manage standardisation of the garage furthermore.
Sales manager: Strengths include understanding their needs and expectations properly, based on which, products of the garage will be delivered. Weaknesses could be ignorance by clients related to the issues faced by them due to poor quality service provided by the garage.
Marketing manager: As a Marketing manager appointed within the garage, I feel that digital marketing techniques have opened up new ways to communicate with clients and understand what they actually need, though sometimes the responses provided by them during surveys are biased, which is a major weakness.
Operation manager: The operations manager must train the operations team of the garage to interact with the clients properly and listen to their queries attentively, which could facilitate improvement of customers’ services (Servaes and Tamayo 2013). The weakness is lack of skills and knowledge, which may create complexities in training the operations team, furthermore lead to poor business performance.
Accounting manager- The accounting manager must show the financial status of the company and allow the team members to interact with clients and fulfil their needs for influencing their buying behaviours and experience better sales within the garage. The weakness is that the customers’ service department might not be knowledgeable about the accounting procedures and financial statements properly, which could create inaccurate data regarding sales.
Sales manager: The sales manager must include information about the product purchased by the client and understand the client’s query. The sale manager must not discuss information about sales with the client, rather make some decisions based on which the client’s query associated with the products and services offered by the garage could be resolved.
Marketing manager: As the marketing manager is directly not involved in interaction with client, so the internal marketing team must be provided with and marketing strategies and also new media channels required to market the product more effectively. The information could include market assessment, identifying needs of clients, etc. The information that should be missed out include budgetary plans of the garage.
Operation manager: The operations manager include information like materials, technology used and channel used to respond to clients. He monitors the information provided by the operations team about the issues related to the products and services (Zhang et al. 2014). The information not to be included are demand forecasting information and budgetary implications.
Accounting manager: The AM could respond to the customers by making changes to the operations for reducing the costs incurred while other information should include adopting cost leadership strategies within the garage to reduce the cost of products to meet clients’ expectations.
Sales manager: As a sales manager, I have always looked at the ongoing sales and even forecasted about the sales to be achieved in the upcoming months. So, it is my responsibility to ensure that the suppliers are kept contact with closely to develop trust on the business and influence them to supply products of the garage on time.
Marketing manager: Being a marketing manager, I have always tried to market the products properly and thus suppliers are considered as one of the most important business stakeholders. Multiple third party suppliers are assessed by me so that abundant supply of resources is possible in case one of the third party or suppliers is not available.
Operation manager: An OM should manage relationships with key operations vendor and create the best working environment where he suppliers can work happily and get paid sufficiently for what they have supplied to the garage (Sambasivan et al. 2013).
Accounting manager: As an AM, I manage the financial status by implementing systems to collect, analyse and verify relevant financial data and information related to the sales and profit achieved by the company. Thus, I will check the financial statements properly and look whether the sales meet the demands in the market or not, which is dependent on the supplies made by suppliers of the garage.
References
DeCarlo, T., Roy, T. and Barone, M., 2015. How sales manager experience and historical data trends affect decision making. European Journal of Marketing, 49(9/10), pp.1484-1504.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Guesalaga, R., 2016. The use of social media in sales: Individual and organizational antecedents, and the role of customer engagement in social media. Industrial Marketing Management, 54, pp.71-79.
Macaulay, S., 2018. Non-contractual relations in business: A preliminary study. In The Law and Society Canon (pp. 155-167). Routledge.
Moncrief, W.C., Marshall, G.W. and Rudd, J.M., 2015. Social media and related technology: Drivers of change in managing the contemporary sales force. Business Horizons, 58(1), pp.45-55.
Sambasivan, M., Siew-Phaik, L., Mohamed, Z.A. and Leong, Y.C., 2013. Factors influencing strategic alliance outcomes in a manufacturing supply chain: role of alliance motives, interdependence, asset specificity and relational capital. International Journal of Production Economics, 141(1), pp.339-351.
SCHETZSLE, S. and Drollinger, T., 2014. THE USE OF DOMINANCE ANALYSIS TO IDENTIFY KEY FACTORS IN SALESPEOPLE’S AFFECTIVE COMMITMENT TOWARD THE SALES MANAGER AND ORGANIZATIONAL COMMITMENT. Marketing Management Journal, 24(1).
Servaes, H. and Tamayo, A., 2013. The impact of corporate social responsibility on firm value: The role of customer awareness. Management science, 59(5), pp.1045-1061.
Yu, D., Zhang, W. and Xu, Y., 2013. Group decision making under hesitant fuzzy environment with application to personnel evaluation. Knowledge-Based Systems, 52, pp.1-10.
Zhang, H., Lu, Y., Gupta, S. and Zhao, L., 2014. What motivates customers to participate in social commerce? The impact of technological environments and virtual customer experiences. Information & Management, 51(8), pp.1017-1030.
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