VTI KarMart sells medium and high segment cars and it also sells the moving and passengers vehicles. The mission statement of VTI KarMart is to provide a better customer experience that should be beyond the expectation of the customers through the friendly way. The mission statement is also included that true consumer value and growth of the organisation. VTI KarMart wants to create the ambience where the customers can have the best consumer value for transportation needs.
The vision of VTI KarMart is associated with three pillars, first one is to provide employee satisfaction, second is to run the business in a profitable way and the third is to earn the loyalty and trust of the employees.
VTI KarMart is in a dealership of the car industry and the executives need to get the idea from the customers. The needs of the customers can be various; the customers can want the cars that go many miles without disruption, the customers may want cars that must be stylish, expensive and purposes of the purchasing of the cars can be different. The customers’ needs can be identified through starting the experiment with existing data of the organisation. The customers share their data and the organisations keep the data in their profile and software. The executives of VTI KarMart can interview the stakeholders and this system can help the executives to map the customers’ process. As stated by Arsali et al., (2015), the needs of the customers can be identified through analysing the competition and conducting the voice of the surveys of the customers.
The executives of the organisation should find out the intrinsic desires of the customers about purchasing the cars. The executives can ask the customers about needs of the customers. The customers’ needs can be assessed through identifying the desires like budget, history of buying and health issue of the customers. The executives can set the benchmark for the business and the management of the organisation can research the market so that they can assess the customers’ needs (Aryee et al., 2016). In addition, competitors’ profile can state the management of VTI KarMart about the competitive advantage of the organisation. In addition, management can research the customers and SWOT analysis of the customers’ needs will be helpful to assess the customers’ needs.
Selling cars is the face-to-face process as the salesperson talks to the customers in a face-to-face way. In addition, the salesperson must look out for the customers’ body language in asking the questions and the salesperson must check the own body language that must give the right signals. According to Bhattacharjya et al., (2016), if the customers ask about customers service or post any queries on email or social media pages, the executives need to use written communication to collect the information and make sure about written communication should legible, simple and clear. The responses during the face-to-face responses, the executives of VTI KarMart need to be open and honest; the salesperson should be courteous and not be scripted and show the understanding of the needs of the customers.
In Australia, Australian Competition and Consumer Commission help to promote the competition and fair trade that provides benefits to the customers. Australian Consumer Law gives an overview of the consumer laws and Competition and Consumer Act ensures about business should be traded giving the fair policies to the customers.
VTI KarMart needs to train the salespersons and executives to treat well with the customers. First, the executives need to respond to the customers’ request as quickly as possible as this policy will give the customers an honour. If the customers post any query through the mail, it is needed to revert with ‘thank you’ mail within a few seconds. Second, the organisation can keep a database of the existing customers and know the customers is the key to success of the organisation (Sweeney et al., 2015). VTI KarMart can keep the customers’ profile so that the executives can treat the customers well and the organisation can send the promotional offers and discount offers through texts and emails. Third, if the customers behave ill with the customers, the management should fix the mistakes. Transparency is the key to customer service to the customers (Boshoff & Gray, 2014). In addition, the customers should be given flexibility of payment and the salespersons can give the provision to take the loan from the bank to the customers.
Figure 1: Action plan to meet the customers’ requirement
(Source: Self-developed)
VTI KarMart needs to understand the desires and needs of the customers and the customers specify the needs to the salespersons. VTI KarMart has been facing the issue of delivery of the cars to the clients and the organisation lost the three clients due to late delivery. The organisation can ensure the delivery of service should be as per the customer specification through improvement of the supply chain (Orel & Kara, 2014). The cars should be sent to the customers with experienced drivers. Supply chain and logistics of the cars should work in synchronised way. If the team of drivers is not motivated enough to work properly, the management should provide motivation. The drivers must be trained so that the drivers can send the cars on time (Boukis et al., 2015). VTI KarMart can use RFID (Radio Frequency Identification) technology to track the deliveries.
VTI KarMart first assesses the complaints of the customers from the aspect of customers not the managerial. The management can develop the understanding of the complaints and the management can process to resolve the problems.
The management can investigate the matter by setting a team. The team will examine the process, code of practices and policies from the customers’ perspectives. The clients complained about the deliveries of the cars and the investigation team need to share the details of the complaints, the team should know about the matter (Call et al., 2015). The process of gathering the information is statements, telephone calls and incident notes.
The management needs to identify the areas of conflicts between customers and organisation. VTI KarMart can target the areas to further investigation. The investigation team can interview the clients as well.
VTI KarMart needs to listen to the complaints of the clients and the salespersons need to accept the ownership of the issues. The salesperson can apologise for the problems as well. The executives’ team can understand the issue of the customers and the executives need to be calm, helpful and cheerful at the same time. As opined by Chen et al., (2015), the executives’ team can record the complaint of the customers and the complaints about the particular process. The customer service team can make sure about having all the facts to discuss the options for fixing the issues. Moreover, VTI KarMart must keep the promises if the salespersons make any commitment.
The delivery drivers have not been performing well and the possible reasons may be the lack of motivation from the drivers’ sides. The motivations are two types, extrinsic and intrinsic (Ostrowski et al., 2013). The role of the management is to provide both types of motivations to the drivers. Extrinsic motivation comes from the rewards, recognition, promotion and bonus. The drivers may not get the additional benefits from the organisation (Kiran & Diljit, 2017). In addition, the drivers are not trained enough to drive well and reach at the probable time. Moreover, there should be an individual who controls the drivers and this person should be strict enough to command the driver team. The employees sometimes get burn-out and they need time to re-energise those (Ford et al., 2015).
The managers need to simplify the internal process to speed up the complicated task. Simplified process will help the cars to clear from the warehouses efficiently and simple manner.
VTI KarMart needs to speed up the process to clear the cars from the warehouses. It would help to increase the delivery of actual orders and customers orders.
The management should use RFID and EDI (Electronic Data Interchange), these technologies will require money to implement. After implementation of the technologies, the management can track the vehicles and cars.
The drivers can contact the clients in case of the late arrival as this process will help the clients to know about late.
The drivers can change the route in case of late and this process will accelerate the process of reaching the deliveries.
The customer representatives should have the ability to manage the complaints of the customers. The salespersons need to solve the issues if the clients have the complaints. The organisation needs to record the customer satisfaction issue in order to stay in support of the clients (Izogo & Ogba, 2015).
The complaint handling time should be less as speed is the essence of customer satisfaction. VTI KarMart needs to solve the issue within no time as customer executives can identify all issues of the customers. The customer support executives can list down the issues of the customers.
The customer support team put all the issues in the database of the organisation and the customer representatives try to understand the customers’ issues (Dhar, 2015). This process of identification of the customer’s issues leads to solving the problems of the customers. The management trains the representatives to retain maximum customers so that the customers can stick to the organisation. Customer satisfaction comes from the solving of the issues and having right responses from the customers.
The customer representatives’ team try to help the colleagues in improving the customer service. The representatives can both solve the issue so that the customers get confident in this. VTI KarMart can use the Net Promoter Score (NPS) as the customer service score and the customers will be asked to provide the NPS for the service representatives.
The salespersons need to sales the cars to the customers and performance of the salespersons are judged based on the sales of the customers.
The customer service representatives are handed with the KPIs and the management needs to make sure that the representatives understand these KPIs very well. The HR team can circulate these KPIs to the customer service representatives. The management needs to consider about these KPIs as these KPIs should provide overall satisfaction to the representatives and satisfaction of the representatives should be improved. Customer retention policy will be improved through these KPIs. The management can take a meeting where they make understand the representatives about these KPIs and discuss about the active issues. The management will discuss about the conversion rate of the KPIs and they need to understand that the KPIs should bring out the actual result.
VTI KarMart can collect the feedback from the customers. VTI KarMart will make 5 close-ended MCQ types questions to seek the opinion of the customers.
Feedback can be used to measure the customer satisfaction in the right way and it can help the organisation to bring down the expenses and make the income higher. According to Gera et al., (2017), the management can take the action based on the feedback from the customers. VTI KarMart can acknowledge the frontline change in order to achieve the development. In addition, the organisation can acclaim the employees decided on gathered feedback and management needs to pour the smart though into this.
VTI KarMart can retain the complaints so that it can help the employees to get the idea of the issues of the customers. The representatives’ team will work on this issue to help the organisation to improve in this. Feedback from the customers can help VTI KarMart to develop the service and make the delivery on time. As stated by Goetsch & Davis (2014), complaints can assist the organisation to highlight the issue and to notice this section for betterment. Complaints can be sent through written format, texts or emails and the problems will be solved through management. The management takes actionable insight so that to retain the existing customers and the executives need to behave loyal and honest way.
The appropriate technology can be used to mitigate the customers’ needs. VTI KarMart can develop the family tree software so that it can measure the customer satisfaction. The software technologies are very significant to separate the data of customers from the needs of the customers (Hussain et al., 2015). Database software will be helpful for the organisation to filter the customers’ needs.
Advantages
Human resources
Physical resources
In VTI KarMart, the customer representatives’ team should not initiate any conflict with the customers. In case of any conflict, the customer representatives’ managers need to walk into this issue and take charge to mitigate the issue. The situation can be solved before the situation escalates further. Senior Customer Relationship Manager will find out the issue from the management’s perspective. The senior team members will talk to the team members in order to pacify and ask the employees in order to deal the matters in next time.
Reference List
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Bhattacharjya J, Ellison A, & Tripathi S. (2016), An exploration of logistics-related customer service provision on Twitter: The case of e-retailers. International Journal of Physical Distribution & Logistics Management. 4;46(6/7):659-80.
Boshoff, C. & 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.
Boukis, A., Gounaris, S., Kostopoulos, G. & Kaminakis, K., (2015). Enhancing customer perceived service quality through IMO diffusion. In Marketing Dynamism & Sustainability: Things Change, Things Stay the Same… (765-773). Springer, Cham.
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Chen, Z., Zhu, J. & 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), 511.
Dhar, R.L., (2015). Service quality and the training of employees: The mediating role of organizational commitment. Tourism Management, 46, 419-430.
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Gera, R., Mittal, S., Batra, D.K. & Prasad, B., (2017). Evaluating the Effects of Service Quality, Customer Satisfaction, and Service Value on Behavioral Intentions with Life Insurance Customers in India. International Journal of Service Science, Management, Engineering, and Technology (IJSSMET), 8(3), 1-20.
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