Discuss About The International Service Industry Management.
As stated by Arasli, Mehtap-Smadi and Turan Katircioglu (2015), an organisation makes customer service plan to meet the organisation’s mission and goal. Customer service develops loyal and wider customer service. Customer service plan examines the perception of the customers and expectation of the organisation; therefore, the customer service plan guides the company to bring customer service. VT1 KarMart is a car selling company from medium to high segment cars and it also sells passengers vehicles as well.
The mission statement of the VT1 KarMart is to provide an experience to each of the customers to reach beyond the expectation of the customers in a friendly way. The VT1 KarMart wants to provide true customer value and the company want to treat the customers with needs of the transportation. VT1 KarMart strives to create an ambience that can foster the acceleration of the employees and provide customer value.
The vision of the VT1 KarMart is based on majorly on three pillars. The first vision is to provide employee satisfaction, the second one is to run the business in a profitable way and the third one is to earn the loyalty of the customers.
The PR team of VT1 KarMart can gather the raw data of the customers through the customer profile. The PR team can get the raw data from the sales team and the PR team can survey the customers in order to understand the need of the customers. The PR team can set a Focus Group as Focus Group is like an expanded interview. The PR team can take the observation of the customers in the stores of VT1 KarMart and the process is reasonable. In order to do the survey, the marketing team can prepare the questionnaire and they can start the process of the survey through sending the emails to the customers. In addition, the customers can share their needs through talking to the salesperson at the stores and over the phone calls.
Customers’ assessment can be understood through the analysis of the survey and VT1 KarMart can establish the budget in order to set the right choice for the customers. The salesperson would ask the customers the price range of the cars before the salesperson would show the cars to the persons. The salesperson would assess the needs of the customers after talking a bit as the customers would say about their colour, price, reliability, image, style and safety issue of the cars (Aryee et al. 2014).
The salespersons of the VT1 KarMart can respond to the customers in a very polite way. The customers can share their views with the salesperson and salesperson can show the different car types according to the need of the customers. The customers can share their views and feedback to the customer support team. The customers can also provide their feedback on social media as well as the online platform. Customers share their opinion to express their distress and success (Boshoff and Gray 2014). Responses to the customers’ feedback can be done through communication and advertisement of promotion.
Australian Competition and Consumer Commission promote the completion and fair trade to the customers. Therefore, this department wants to ensure individuals should comply with consumer protection law and fair trading. In Australia, Competition and Consumer Act, 2010 can ensure the business needs to trade in a fair way and the customers must not get cheated.
Quality customer service is related to the good behaviour of the salesperson within the stores of VT1 KarMart. In addition, the customers expect the operation process of the stores should be speedy. The customer quality can be improved through service designing and customer service must be consistent (Call et al. 2015). VT1 KarMart can begin the customer profile to make the campaign and the managers should focus on the responsibility of the salespersons.
The customers want to focus on the feature of customer service, performance level and specific hardware. The customers want to have the products on time and the VT1KarMart needs to improve the supply chain management. The logistics and supply chain of the company possible are going on the wrong track. They can create a team to look into the supply chain and the team can ask the drivers to come for a meeting. If the drivers are not motivated, the team provide them motivation through extrinsic rewards. The team executives must be amicable so that the drivers can share their issues (Dhar 2015). The team can change the way in which the cars are delivered.
The process of investigation will be started through assessment of the complaints of the customers. The management will thoroughly look into the matter so that they can identify where the mistakes lie. Then, the management of VT1KarMart reviews the policies, process and codes of practices about product and service information from the users. The management team should gather the incident notes, files and telephone calls. Thereafter, the management team can find out the areas of disputes between customers and organisations and the management team would go for further implication through the time implication (Chen, Zhu and Zhou 2015). The investigation team can opt to take interview of the customers and drivers face-to-face. The management team can start the process of getting the information through the evidence.
VT1KarMart has already lost three major clients and VT1KarMart can start to focus on customer service provision through understanding the responsibility of the employees. Customers handling procedure starts with taking the feedback at right time and the employees need to call the customers and they can ask about their problems. The team can opt to focus on focus group and satisfaction surveys. The investigation team can be employed. As stated by Ford, Paparoidamis and Chumpitaz (2015), customer service process provides greater customer satisfaction and acknowledging the issue of the customers can provide the dignity to the customers. Therefore, the customers would think that the executives make out the frustration of the customers. As stated by Goetsch and Davis (2014), the employees would be given to the training in order to solve the customer service issue.
The drivers are not performing well, maybe the possible reason is lack of motivation of the drivers. The VT1KarMart needs to provide extrinsic motivation to the drivers so that they can perform well. The drivers are possibly are aged and they are not skilled enough to perform well. The drivers need to know their job duties and they can solve the problem. The drivers may burn-out and they need to re-energise themselves.
Firstly, the communication process is needed between the warehouse and actual customers of the cars.
Secondly, simplifying the internal process can make easier the overall communication.
Thirdly, RFID and EDI technologies can track the cars and they can understand the process behind the late arriving.
Fourth, the customers can get the information beforehand if the deliveries get disrupted on the road. Therefore, the customers can get an intimation of the late.
Fifth, the drivers must not be late and if they are getting late, they need to send the update to the customers as well as the management with justification.
KPI can help to measure the customers’ service and customer representatives need to handle the complaints of the customers. According to Hussain, Al Nasser and Hussain (2015), customer service is everything; however, measuring the customer service is very difficult.
The management team can train the experts so that they can retain the customers. The customer service team needs to be able to handle complaints from the customers. Each of the sales executives can be tracked through CSAT (Customer Satisfaction Score) and it is the most popular KPI.
The customer service team must handle the complaints of the customers in a proper way and they can listen to the customers in a proper way. VT1KarMart should make a team to reduce the complaint handling period.
The customer service executives must identify all customers’ issues and if the customer executives listen to the customers’ complaint effectively, the customers will feel that they are valued by the organisation. Each of the customers’ complaints must listen carefully and the customer service team can point down the issues. The customer service executives can increase customer satisfaction level through treating the customers in a proper way. The customer support team should focus on measuring the customer satisfaction level through build customer loyalty to increase customer satisfaction. The sales executives must avoid the customer retention mistakes (Izogo and Ogba 2015).
The VT1KarMart needs to set the management team to assist the colleague in improving customer service. The management team can assign Net Promoter Score (NPS) to measure the customer satisfaction of the customers to an executive. Customer retention is needed for the organisation as the customers are the revenue generator of the organisation. The customer can be retained mainly in three ways, one is to provide the best price in the market, second is to treat the customers well and third is to set the customer expectations early.
The questionnaire can collect the feedback from the customers and the questions can be in close-ended mode. The Customer Representative Team can create five close-ended questions so that the customers can provide their reply through a survey. When the customers will visit the stores, the customers can provide their reaction to the survey questionnaire.
The feedback of the customers can be used in to measure the satisfaction of the customers as the feedback provides the satisfaction percentage and level of the customers. The management of VT1KarMart can take the action based on the customers’ feedback. The employees can be acclaimed based on the feedback from the customers; if the customers provide good rating about the sales team, the staffs need to provide with acclaim and rewards.
Customer complaints are important to the sales executives and customer support team get to know about the issue of the customers. Complaints of the customers help to highlight the lagging section of the customer service. In addition, customer complaint has its importance as complaints offer the best way to provide measuring the customer satisfaction. The highlighted issue of the customers can be mitigated through management discussion and meetings. As stated by Orel and Kara (2014), complaints of the customers can give actionable insight to make the better experience for the customers.
VT1 KarMart can have software to do the data survey about customers’ complaint and the performance measurement of the customers. Appropriate technologies can be used to store the data of the customers and the software engineers can be recruited to make the software that can be useful for the organisation (Ostrowski, O’Brien and Gordon 2013). The software must be able to filter the data for the management of the customers’ profile and the software needs to be able to understand the motivation of the customers.
Customers’ conflict can be mitigated through taking the initiative of the customer’s support team. Team leaders of the customer support team can take charge to mitigate the issue. The problem must be solved before the problems escalate further. The senior team members can come as intermediate between team members and customer support in order to solve the issue. In addition, the Senior Customer Relationship Manager can ask the customers about the issue and sales executives will be given provision to share their views. The training can be provided to the sales executives so that they can solve the issue in a different way next time.
Reference List
Arasli, H., Mehtap-Smadi, S. and Turan Katircioglu, S., 2015. Customer service quality in the Greek Cypriot banking industry. Managing Service Quality: An International Journal, 15(1), pp.41-56.
Aryee, S., Walumbwa, F.O., Seidu, E.Y. and Otaye, L.E., 2016. Developing and leveraging human capital resource to promote service quality: Testing a theory of performance. Journal of management, 42(2), pp.480-499.
Boshoff, C. and Gray, B., 2014. The relationships between service quality, customer satisfaction and buying intentions in the private hospital industry. South African journal of business management, 35(4), pp.27-37.
Call, M.L., Nyberg, A.J., Ployhart, R.E. and Weekley, J., 2015. The dynamic nature of collective turnover and unit performance: the impact of time, quality, and replacements. Academy of Management Journal, 58(4), pp.1208-1232.
Chen, Z., Zhu, J. and Zhou, M., 2015. How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self-identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2), p.511.
Dhar, R.L., 2015. Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, pp.419-430.
Ford, J.B., Paparoidamis, N. and Chumpitaz, R., 2015. Service quality, customer satisfaction, value and loyalty: An empirical investigation of the airline services industry. In The Sustainable Global Marketplace (pp. 187-187). Springer, Cham.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: Pearson.
Hussain, R., Al Nasser, A. and Hussain, Y.K., 2015. Service quality and customer satisfaction of a UAE-based airline: An empirical investigation. Journal of Air Transport Management, 42, pp.167-175.
Izogo, E.E. and Ogba, I.E., 2015. Service quality, customer satisfaction and loyalty in automobile repair services sector. International Journal of Quality & Reliability Management, 32(3), pp.250-269.
Orel, F.D. and Kara, A., 2014. Supermarket self-checkout service quality, customer satisfaction, and loyalty: Empirical evidence from an emerging market. Journal of Retailing and Consumer Services, 21(2), pp.118-129.
Ostrowski, P.L., O’Brien, T.V. and Gordon, G.L., 2013. Service quality and customer loyalty in the commercial airline industry. Journal of travel research, 32(2), pp.16-24.
Shemwell, D.J., Yavas, U. and Bilgin, Z., 2017. Customer-service provider relationships: an empirical test of a model of service quality, satisfaction and relationship-oriented outcomes. International journal of service industry management, 9(2), pp.155-168.
Sweeney, J.C., Danaher, T.S. and McColl-Kennedy, J.R., 2015. Customer effort in value co-creation activities: improving quality of life and behavioural intentions of healthcare customers. Journal of Service Research, 18(3), pp.318-335.
Wilson, A., Zeithaml, V., Bitner, M. J., and Gremler, D. 2016. Services marketing: Integrating customer focus across the firm. New Jersey: McGraw Hill.
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