Discuss about the Performance Management And Strategic Performance And Planning.
Over the past period, the BizOps enterprise has been enjoying the benefits of increased income generated from sales and more so the online sales. However, it has been noted that there has been reduced income over some period of time and this is being associated with the dissatisfaction of the customers according to the reports received so far. (Alexander & Hill, 2017)This is a report aimed at weighing and determining the level of effectiveness of the current BizOps enterprise customer service policy.
This report will aim at addressing the following:
According to the published online sales report, it’s evident that the enterprise customer service report is very effective but it’s not being adapted to its maximum. The policy indicates that online sales are supposed to be dispatched to the customers the same day the order was made. It also speculates on the time when picking and packaging should be done and on which days as well as the difference in packaging and dispatch of the different order standards. However, considering the report from the customer, it’s evident that this policy which is effective is not being adhered to and that’s why customers are complaining and cancelling orders delayed.
Our policies are much defined. They are effective in the sense that they aim at satisfying the customer by delivering any online ordered good in time but unfortunately, the policies are being neglected.
Conclusion and recommendations
It’s very important that the set policies be adopted and adhered to the later. Packaging and delivery of good should be done the same day the order was made as per the organization policies and requirement. For effecting the issues, it’s recommendable that the name of the employee who packed and delivered that order is indicated as well as the time of packaging and delivery time.
|
Customer complaint reference number |
Date |
Customer |
Received by |
Date acknowledged |
Referred to |
Resolution |
Closeout date |
|
1 |
30/08/2018 |
Mrs Jones |
Customer care |
31/07/2018 |
Service team leader( name) |
We shall email you the customer loyalty bonus as well as compensate you accordingly to the non-availed discounts you are liable |
2/08/2018 |
|
2 |
24/07/2018 |
Mr Henderson |
Customer care |
25/07/2018 |
Service team leader(name) |
We shall compensate you for the loss due to loss of customers as a result of late of delivery of goods after orders made as per our terms and conditions |
29/07/2018 |
|
Customer complaint reference number |
1 |
|
|
Name of customer |
Mrs Jones |
|
|
Customer contact details |
||
|
Date complaint received |
30/08/2018 |
|
|
Complaint details |
I have not been getting my customer loyalty bonuses for the last three months. In addition to that, I am returning customer and as per the terms and conditions, I am supposed to enjoy some discounts as per now which is not the case, why? |
|
|
Description of product or service fault |
No customer loyalty bonuses, no discounts |
|
|
Date of acknowledgement |
31/07/2018 |
|
|
Corrective action |
To email you your bonuses, pay them and get compensation for the discounts missed |
|
|
Has the problem been resolved? If not, to whom was the problem transferred? |
Yes |
|
|
Date customer notified of the resolution |
31/07/2018 |
|
|
Referred for third-party resolution? |
no |
|
|
How will the problem be avoided in the future? |
Confirming who should receive emails in bonuses and cross-checking before the release of the bonuses |
|
|
Policy or procedure amendments required |
N/A |
|
|
Resources required |
Computer |
|
|
Signed off by |
Name Position |
Your name() |
|
Customer complaint reference number |
2 |
|
|
Name of customer |
Mr Henderson |
|
|
Customer contact details |
||
|
Date complaint received |
24/07/2018 |
|
|
Complaint details |
I have been receiving goods late after ordering them online. I am now losing my customers after failing too to deliver goods to them. |
|
|
Description of product or service fault |
Late delivery of goods |
|
|
Date of acknowledgement |
2907/2018 |
|
|
Corrective action |
Compensation for the losses incurred |
|
|
Has the problem been resolved? If not, to who was the problem transferred? |
Yes |
|
|
Date customer notified of the resolution |
108/2018 |
|
|
Referred for third-party resolution? |
no |
|
|
How will the problem be avoided in the future? |
Ensuring timely delivery of goods ordered |
|
|
Policy or procedure amendments required |
N/A |
|
|
Resources required |
Computer |
|
|
Signed off by |
Name Position |
Your name( ) |
From the complaints we have so far received from two of our main customers, it’s an evidence of non-compliance with customer service policy.
Most of the complains are regarding the late delivery on the ordered goods as well as lack of offering the customers the required benefits that they are liable to as loyal and returning clients as per our business terms and conditions
According to the customer service policy, all the loyal customers are supposed to enjoy some bonuses which are sent to them on monthly basis. They are also supposed to be compensated in case of loses incurred due to late delivery of goods and services. (Hallowell, 2005)
Conclusion and recommendation
It’s evident that the set of customer service is not being followed. It’s recommendable that these policies are adhered to and the new staff members in the packaging and delivery department are trained and made aware of the organization’s customer service policy.
|
Vision It aims at providing the highest level of services to its customers through accuracy and efficiency in terms of the products and services they provide, professional courtesy in all dealings with customers accountability for their actions and the service they provide, integrity and a high level of product and service knowledge |
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Overview The aim of the plan is to improve on the products sales and ongoing customer services |
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Objectives · To deliver goods to our customers in time · Ensure accuracy and storage of information correctly · Ensure proper training of new staff in a different department · To ensure customer loyalty is maintained through customer satisfaction |
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Customer definition Our main customers are wholesalers, retailer and any other local good distributor who can order goods through an online platform. Our customers are not restricted by age, gender or social status. |
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Customer feedback The need for compensation for late delivery of goods as well as the compensation on customer loyalty bonuses (Zairi, 2006) |
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Gap analysis In our organization, the system we use to record in the packaging and delivery department does not allow us to know the person who packed the goods, the time they were packed, the person who delivered them as well as the time the goods were delivered. |
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Improvement strategies Training new staff In the packaging and delivery department as well as using more developed systems to monitor time and the person who served a client. |
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Communication processes Passing information to the rest of the members within our organization concerning these strategies will be done through general meeting and departmental meetings. Training sessions and workshops as well will help in this case. |
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Timelines Training will take three weeks while implementations will be in phases. We suppose within one month these strategies should be put into practice |
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Budget Training will cost an approximate of 200$ |
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Summary Training new employees Using the advanced system to record details on delivery |
As we have noted so far, most of our customers are complaining about the late delivery of goods to their areas. The other case of complaints we are getting is concerned with the failure to get emails and updates concerning the customer loyalty bonuses that ought to be updated on monthly basis. This, therefore, enlightens us on the loopholes that need to be rectified within our customer service provider system.
Training the newly employed employees in the packaging and delivery section will greatly help in reducing cases of late delivery. Upgrading our systems and customizing it to allow proper data recording on the delivery details will help in identifying the packaging team members who are delivering goods late to clients. This will help us retain records on what time goods were packed, who packed them and the time they were delivered.
We need to track and keep records more so on the packaging and delivery department. Investigating these problems will require direct involvement when packaging is being done and making some follows up to reachable customers.
Conclusion and recommendation
Consulting experts on the use of the customized system can be of great help
Performance measurement plan
|
SMART objectives |
Measurement |
Performance management |
|
· To deliver goods to our customers in time · Ensure proper training of new staff in a different department · To ensure customer loyalty is maintained through customer satisfaction |
· To determine if goods are being delivered on time, we have to customise our website and provide links where the customer has to indicate the time they received the goods, the condition of the good and any relevant feedback · Properly trained staff will be involved in fewer mistakes in terms of data entry and delivery issue, e.g. sending emails to the wrong people · We can measure the degree of customer loyalty with the number of times and frequency a customer does their purchase on our premises |
· Regularly developing programs and plans that that include clear objectives for the specified period of time · Holding discussing within the organization on your progress and provision of feedback · Identification of areas that need to be improved on and setting some targets to beat (Aguinis, 2007) |
References
Aguinis, H. (2007). Performance Management and StrategicPerformance Management and Strategic Planning:. performance management, 32.
Alexander, J., & Hill, N. (2017). the handbook of customer satisfaction and loyalty measurement . Routledge.
Hallowell, R. (2005). The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study. international journal of service industry management, 7(4), 23.
Zairi, M. (2006). The art of benchmarking: using customer feedback to establish a performance gap. Total quality management, 3(2), 177-188.
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