Manage Quality Customer Service

Assessment activity 1 Develop and document, on behalf of an organization for which you do or might work, a detailed process whereby it will be possible to investigate, identify, assess, and include the needs of customers in planning processes. The first process is investigating why customer would choose this company. The company would investigate the following. Investigate the needs of customer in the certain area. This does change depending on different areas. For example the fees and how much people in the certain community are willing to pay and also see what the other company in the area are charging. Look at the numbers of customers and quality of other company. Executive meeting are important when investigating what the companyl will be able to offer. It is important to develop an operational plan so that they are aware what we are able to sell to the customer of the certain area when choosing a company. The Executive will have to do this regularly as the needs of customer will change. Secondly, the company need to identify the pros and the cons of private companying and how the company can continually improve what is offered. The Executive need to keep asking the questions and listening the current customers on how they can improve the company. An exit survey for customers who are leaving the company is always helpful as well as Year 7 survey into Year 8. They have been in company for a year and now have the opportunity to tell the company what is working and what isn’t. The sureys are for the parents and the students. Holding meetings with middle management asking them how we could improve and what systems we could implement would be beneficial for customer service and satisfaction. Listening to concerns or encouragement from current families would also be a beneficial thing to do for customer improvement. Our company needs to be on top of providing great information within the community such as advertisement, open days, carnivals, sporting events so that our company can be properly advertise and other people in the community can see how good our company is. Answering all phone enquires promptly with great employees also help with the ongoing enrollments of the company as good personal relations is also important for great customer service. Another thing must look at is the care of the customer within the company, if we do not look after internal customer and have them feel safe and secure then we will find our customer withdraw from company.

Assessment Activity 2 1. How can quality, time and cost requirements be balanced?

When selling a product to a customer there must be a balance in what is being delivered so for quality. You must give the customer what they are paying for. The quality must be everything that you are advertising. When selling a product or service you need to be sure that it is available when you said it would be, ordered on time, supplied to the customer on time. Time management is key to keeping good customers. The cost of the product needs to be competitive. Customers shop around and if this is not balanced then you will not get the customers that you need. So having all 3 elements balances if key to having constant customer flow. 2. Choose a product that might be sold to customers. Conduct some research to establish what customer expectations are in terms of quality, time and cost specifications. How would you market the product to the customer taking these expectations into account? The mobile phone is an important device almost people uses daily. When the customer needs a new mobile phone, several key psychographic factors affect a customer chooses product, for instance, perception, lifestyle, trends, education, background. Conducting research via means of talking to friends and family, looking at the way other companies advertise mobile phones, including telcos, reading through relevant forums on the internet and manufacturer websites. Then through set up questioners online and offline the common customer expectations in terms of quality, time and cost specification can be collected as following:  Purchase methods: can customer purchase the product instantly and obtain the product at that time.  Support: whether the support (help desk or online) is efficient and effective  Functions: whether the product has multifunction and suitable for different age customers. Young people more like social networking, old people more focus on radio and some basic function such as font size.  Packaging: whether the appearance style is customer like or the packaging is environmental friendly.  After sales service: whether the technical supports are convenience and effective  Warranties: how long the free maintenance is, one year or more?  Area: some of people will travel to other countries which has different mobile phone model of local communication operator. The customer should consider whether he/she can use the mobile phone oversea. According to above results, the market plan can be established: Firstly, determine marketing strategy. An undifferentiated marketing strategy works when the same quality of the product appeals to a broad market base. Conversely, a differentiated strategy highlights different aspects of the product when advertising to different markets. A concentrated strategy,

meanwhile, appeals to just one segment of the market, rather than branching out to others. Secondly, test different advertising campaigns within the same market base. Place your products in different stores frequented by different demographics, too. Consider testing more than one market base -- company may find that another demographic likes company’s product for a reason you hadn't thought of. Make sure each campaign emphasizes your product's distinct selling point. Appeal to the emotions of each group you market company’s product to. Then evaluate the success of each campaign, and listen to customer feedback gained from salespeople or follow-up surveys. Thirdly, seed the market, which means showing potential customers why they need (or want) this product. According to the questionnaires, different age and different occupation has different needs of product. Give them samples or a trial of service. Strive to get the product into the hands of industry leaders, or companies that may need to purchase more than one item. Ask experts to test your product and provide testimonials. Fourthly, share testimonials on website and brochures, particularly the testimonials of experts and industry leaders. This will build credibility. Distribute press releases to the media to announce the product's appearance, or any surprising and positive findings of the experts who have examined it. Moreover, begin the advertising campaign, targeting the markets we deemed as most receptive to the product. Hold a product release or grand opening event to generate local interest and publicity. Place ads in the publications target market reads, on local radio and TV stations, and in newspapers. Finally, evaluate the product's success over time. Note any changes in the market base and customer expectations. Reposition the product if needed. For example, Proctor & Gamble repositioned its different sizes of diapers by marketing them as "Pampers Phases," geared toward babies and toddlers of different ages, "Careers in Marketing."

Assessment activity 3 1. Detail the methods and procedures that might be, used by an organization to communicate with customers to identify and agree on product/ service specifications It is crucial to be aware that customer expectations and needs will change from time to time and will be affected by market trends, fashions and changes in external environments. This means the business plans need to be adapted to changing needs of customers and is important that organisations communicate with its customers. Profiling is a method to understand the needs of the customers. Profiling enables organisations to identify its customer’s wants and needs and in turn bring in the best return for the marketing dollar.

2. You have been asked to explain to employees that you supervise what a business plan is and why it is important to have a business plan that focuses on customer service. Write a transcript of what you would say to them. The business plan is a statement and description of the business goals and objectives, the reasons why they are believed to be attainable, and an outline of the strategies that will be followed to reach those goals— both long and short term. The reasons of business plan is important that focuses on customer service indicate as following: A business plan focus on customer service is  A portrait of potential customers and customers’ purchase behaviors 

rundown of your major competitors and your strategies for facing them

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An honest assessment of your company’s strengths and weaknesses

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A roadmap and timetable for achieving your goals and objectives

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A description of the products and services you offer

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An explanation of your marketing strategies

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An analysis of your revenues, costs, and projected profits

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A description of your business model, or how you plan to make money and stay in business

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An action plan that anticipates potential detours or hurdles you may encounter

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A résumé you can use to introduce your business to suppliers, vendors, lenders, and others

Assessment activity 4 Make a list of the steps you would take and the processes you would put in place to identify the quality and delivery standards to which teams should adhere and to monitor and manage team performance so that it consistently meets organizational quality and delivery standards. Against what criteria might you measure performance and what action would you take if performance did not meet the identified standards?

1. It is possible to monitor, track and manage performance by setting goals and making plans. When goals are supported by plans then it is possible to help the team to reach the target which is deliver quality standards to customers. We need to first break the goals into smaller achievable, measurable steps. We need the members to be clear about the actions they need to take in order to achieve the goals, the goals that involves customer service, objectives and standards has to be clear. Time frame, milestones and deadlines has to be identified. Specific roles will have to be given to individual team members and allocate resources that help goals to be achieved. Afterwards we will need to identify sales target and reporting procedures and expected outcomes. Lastly we will need to let them know the actions they will need to take and how their actions will impact the work of other team members. Team members can use action plans to ensure they meet the organisation’s quality and delivery standard Action plans:  Break larger goals down into small achievable, measurable steps  Enable team members to clarify the actions they need to take  Define and clarify customer service goals, objectives and standards  Define sales targets  Identify the time frames, milestones and deadlines for completion of various objectives  Identify the personnel to be involved in achieving the goals  Specify the various roles of team members  Identify the resources needed to achieve objectives  Identify reporting procedures and expected outcomes  Let each team member know what actions they need to take and how other actions will impact on the work of other team members Managers need to clearly identify and communicate to all team members, the work standards that are expected of them. They need to ensure that team members know what customer service standards should be adhered to and what it means to meet and to exceed customer expectations. They need to communicate, to team members, the reasons why this is necessary and how it impacts on the achievement of organizational goals. Included in the planning process are role allocations and resource disbursement methods. Employment positions need to be held by capable and competent staff. There needs to be appropriate training and support

mechanisms for these staff members to do their jobs properly. 2. Performance against the the organization’s quality and delivery standards will involve collecting data that relates to the actual performances of employees and mapping it against the expected performance. It is then possible to determine the extent to which actual performance meets intended performances. Performances can be collected from varies sources which we call 360 degree evaluation. This type of evaluation collects feedbacks from numerous people and different levels of organization and is conducted anonymously. Areas where performance meets or exceeds expectations should be acknowledged and where appropriate, employees should receive reward for high levels of customer service. If good work is not noted or recognized then employees have no real incentive to continue working to high standards. They might choose to work only to the lowest level required. 3. Where performance does not meet the required standards, steps need to be taken to improve performance. This could involve performance counselling, providing incentives for improvement, ensuring that employees feel they are being properly remunerated, developing improvement plans or contracts and /r providing extra training for those team members who require it. Performance measures can be made relevant by linking compensation, rewards and recognition to performance measures; inking targets to appraisals, linking performance directly to customer need and expectations and ensuring that quality and delivery standards are clearly outlined in KPIs.

Assessment activity 5 1. One of your colleagues has been having difficulty providing the customer service standards that are required in your organization. You have observed this and have noted that this person is not making the number of sales they should make. What action do you think you might take to assist them to overcome difficulty in meeting customer service standards? If employees are having difficulty meeting customer service standard, they might require training, coaching or mentoring. An effective induction and training program, matched to appropriate performance appraisals will benefit every employers, employees and all the customer/ supplier interface members.

The best providers of customer service do not randomly employ people and leave them to interpret their employers’ philosophy in whatever way they see as appropriate. They do provide suitable training and support so that employees know what to do and are able to do it. Customer service training incorporates interpersonal skills, communication, personal presentation, problem-solving and strategic process training. Customer service is a philosophy, an attitude and a set of actions, and it is in the interests of employers to make sure that all employees are properly training in how to deliver excellent customer service to internal and external customers, how to make their expectations know to their suppliers and how to utilize the organisation’s systems and processes to ensure customer satisfaction. The leadership and supervision skills also can help colleagues who are having difficulty meeting customer service standards. Strong leadership which supports employee growth and contributes to the process of increasing employee skills and knowledge will benefit the organization and help sustain a suitable customer focus throughout the organization. Effective leaders know they need to act as role models in the workplace. Leadership at both organizational and group/ team level should be supportive and designed to empower employees so that decisions can be made at the front line—without the need to deal with complex hierarchical levels that interfere with people actually doing their jobs. Management and supervisory roles in the organization will involve overseeing the productivity and progress of employees toward goal achievement. Coaching and mentoring can be used to help colleagues to achieve required customer service standards. There are subtle differences between coaching and mentoring although the terms are often used interchangeably. Coaching is more task specific than mentoring; and it occurs over a short term, that is, once a skill has been learned the coaching ceases. Coaching is focused on helping and guiding development in a particular competency or area of growth and coaches are chosen for their technical expertise or experience in a particular area. Workplace mentors are people within the organization who have experience, expertise access to origanisational resources and the ability to guide and advise employees in a wide range of matters. This also might be either a formal or informal role and might be intended to provide protegees with upward mobility and career support. Mentoring relationships are long term and include support and advice on a wide range of matters which are not always work related. Mentoring can be an informal process

where individuals decide who they are paired with. Work shadowing and buddy systems can be utilized when employees need extra support. Both mentoring and coaching activities are also performed on the job and in-house. Training, coaching, mentoring, work shadowing and similar processes contribute to a continuous learning environment at work. They are processes which enable workers to fulfil learning needs and therefore stimulate motivation. They benefit the organization and its customers.

2. A colleague has asked you to coach them to help them overcome difficulties they are experiencing in meeting customer service standards. Explain how you would go about doing this. To answer this question you will need to research the coaching process then demonstrate that you understand how coaching procedures can be applied and why it is necessary, in such situations, to have some understanding of adult learning needs. For coach colleagues to overcome difficulties in meeting customer service standards, a manager, supervisor or leader might take on the role of coach in situations where it is recognized that employees require extra support or guidance so they can meet the required customer service standards. Coaching might be a fairly confined role that does not encompass the breadth of advice and type of relationship normally found in a mentoring situation. Coaching procedures might be implemented to assist employees with learning new skills, upgrading previously learned skills, setting into new roles or positions, correcting improperly learned skills. To determine whether an employee would benefit from training, coaching or mentoring should be considered first. 1) Observe work performance 2) Test/ assess employees 3) Analyse customer feedback 4) Map demonstrated employee skills 5) Analyse employee satisfaction levels 6) Conduct regular performance evaluations Secondly, provision of training, coaching and mentoring or the provision of other learning activities is advisable to determine what each learner’s individual learning preferences are. People have individual learning needs and preferred learning

styles. Learning style preferences relate to the ways in which people internalize perceptions and to the tools they best utilize to develop their learning. Learning tools include books, lectures, videos, games, practical tasks, research activities, reflection, discussion, observation etc. individuals differ in the way they organize their experiences into meanings, values and skills; they react to different delivery styles in different ways and need differing amounts of time and practice to internalize learing. One of the ways of explaining learning preferences is to say that people are auditory, visual or kinaesthetic, verbal, rhythmic, mathematical, intra or interpersonal learners. 1. Body/ kinaesthetic learners 2. Interpersonal learners 3. Intrapersonal leaners 4. Logical/ mathematical learners 5. Musical/rhythmic intelligence 6. Verbal/ linguistic learners 7. Visual/ spatial learners Each person will have a preference for one of these styles; however, a trainer, coach or mentor can use a combination of learning methods or tools, as learners will often relate to more than one preference.

Assessment activity 6 A number of strategies for monitoring the progress in achieving product and /or service targets and standards have been discussed in the text. Which of these strategies do you consider to be the most useful? Why? In our business we utilise following documents and processes towards achieving service targets and standards: - Trainer details. This document provides trainer with detailed information about their training course (time, date, site contact, venue address, number of participants, special notes, etc) - Course confirmation forms. This document provides clients with a summary of the training program booked and gives them an opportunity to confirm details of the service booked. - Continuous improvement form. This document is used by the trainers to jot down any ideas, strategies, anomalies, missing information, etc and report back to the quality assurance team so that it can be taken care of.

Assessment activity 7 Develop a questionnaire that could be used to obtain customer feedback to improve the provision of products and/or services. Customer Service Survey Dear Customer, Our goal is to provide our customers with the best service possible. Please take a few minutes to complete the following customer service questionnaire. Your comments will enable us to see how we're doing overall and find out how we can improve. Customer Service Survey Excellent

Good Average Fair Poor

Staff was available in a timely manner. Staff greeted you and offered to help you. Staff was friendly and cheerful throughout. Staff answered your questions. Staff showed knowledge of the products/services. Staff offered pertinent advice. Staff was courteous throughout. Overall, how would you rate our customer service? Open-Ended Questions What did you like best about our customer service? How could we improve our customer service? Is there a staff person you would like to commend? Name: Thank you for taking the time to complete our customer service survey.

Reason:

Assessment activity 8 Explain the link between resource procurement and creating quality product for customers and explain how resource management is related to quality management and to continuous improvement. You might need to carry out your own research to complete this activity. Resource inputs are provided by internal and external suppliers. To achieve smooth and effective operations which produce products/ services that meet customer needs, both internal and external supplies need to consistently meet quality, time and cost requirements. By building good relationships with everyone in the supplier-operations-customer chain, processes will operate smoothly and meet the organisation’s expected standards; the development, procurement and use of resources will provide quality products and /or services to customers. Resource management procedures- those procedures used to develop, procure and use resources effectively to provide quality products and / or services- are intended to ensure continuity of quality resources and timely input so that operations are not interrupted or disrupted. Each organization is a resource dependent system- a group of interconnected parts and functions which together makes up the whole of the organization. Physical resources and/ or raw materials might be externally or internally supplied; policies, procedures, direction(controls) etc are management input; human resources for skilled staff; finance processes provide the money to purchase inputs to outputs etc. each of these interconnected functions becomes part of the supplier-customer chain with the end product(output) being offered to external customers and end-users. Effective relationships need to be built between each of the components in the supplier-customer chain so that inputs are provided as agreed and optimum outputs are produced. The people who work within the organization form the internal customer-supplier chain. Good recruitment, selection and management processes will maximize efficiency and effectiveness through staff. Quality and timeliness of supplies from external sources also require the application of suitable planning and management processes to ensure the provision of the end product promised to the customer.

Assessment activity 9 1. How can an organization make decisions to overcome problems and to adapt customer services, products and/ or service delivery? Provide an example of a problem that has been solved in this way. Do you think the

problem-solving process used by the organization is sound? Why/ why not? How could the problem-solving process be improved? Steps one and two involve identifying and defining the problem. They start with a definition of the desired situation which is matched against the current situation. Gaps between the current and desired situation enable identification of problems or potential problems. Information from monitoring and evaluation activities- process and performance measurement from monitoring and evaluation activitiesprocess and performance measurement –observation, customer feedback and supplier feedback, environmental monitoring and comparisons with competitors will help pinpoint problem symptoms and causes, potential problems or improvement needs. Distinguish the symptoms from the root causes. Take the time and make the effort to find out the real causes, rather than the easily identified or obvious seeming causes. Addressing symptoms will not contribute positively to your organisation’s problem-solving needs. Consult with employees, customers and other stakeholders to properly identify problem causes and to gather a range of potential solutions/ ideas. Step three in the process entails gathering data which can be analysed to give reliable relevant, valid and timely information, related to the problem and possible solutions. Any decision based on invalid, incorrect or unreliable data is, necessarily, an unsound decision. Where possible, quantify both the actual and desired situations so that you can measure progress from one to the other. Information can be gathered from internal or external sources, by formal or informal means, from primary or secondary sources. Step four in the problem-solving process is to generate solutions. To make the most effective decision, generate as many alternative solutions as possible. Involve others in the analysis, particularly those likely to be affected by either the problem or the change. The input of others can increase the number of alternatives offered, thus improving the quality of the solution. Also those employees who have been involved in resolving an issue are more likely to be committed to implementing the solution. Step five and six in the problem-solving process are to analyse alternatives and make a choice. You need to determine which alternative or combination of alternatives will best suit the organisation’s needs and will overcome problems associated with customer services, products and /or service delivery. Check projected solutions against your specified targets or objectives; put the solutions into practice and monitor to ensure they achieve what they were intended to achieve. It will be necessary to make decisions that will overcome problems so it is possible to adapt customer services, products and/or service delivery to meet customer needs.

A person with this preference often prefers using a comprehensive and logical approach similar to the guidelines in the above section. For example, the rational approach, described below, is often used when addressing large, complex matters in strategic planning. Define the problem. Examine all potential causes for the problem. Identify all alternatives to resolve the problem. Carefully select an alternative. Develop an orderly implementation plan to implement that best alternative. Carefully monitor implementation of the plan. Verify if the problem has been resolved or not. A major advantage of this approach is that it gives a strong sense of order in an otherwise chaotic situation and provides a common frame of reference from which people can communicate in the situation. A major disadvantage of this approach is that it can take a long time to finish. Some people might argue, too, that the world is much too chaotic for the rational approach to be useful. 2. How can an organization manage records, reports and recommendations within the organisation’s systems and processes? How is this information used? How could the information be used to greater effect? Performance and operations records are also used to manage variation- the degree to which product/ services fit within the range of acceptable variation. Variation occurs in all processes. Just as in nature no two things are exactly alike, in production or manufacturing there are small and often indiscernible difference between every item. Variation is acceptable if it does not adversely affect the quality of the product/ service. Where variations outside the acceptable range are discovered, interventions need to be implemented to solve the problem and to ensure integrity and quality of product/ service. Recorded measurements might relate to :  Percentage of products meeting customer specifications- internal and external  Percentage of service meeting customer specifications – internal and external  Customer responses to product/ services bundles  Market positioning of products/ services  Percentage of rejects from internal customers  Percentage of waste and rework  Degree to which service delivery complies with predetermined and agreed standards Company should record all problems and complaints. The problem-solving

process should also be documented so that it can be used again when similar problems arise and employees and management can learn from it. Any recommendations about changes to an organisation’s policies, procedures, products and services should also be documented.

Assessment tool 2 1. Why is it necessary to clearly identify, before designing product and service offerings, customer needs, and what some of the less obvious service aspects that might inform purchasing decision? Products/Services need to be designed to meet identified customer and market needs. Consumers are more aware, better educated and better informed than ever before. They know that if you cannot or will not meet their needs, your competitors will. It is no longer possible to design and develop products/ services without first ensuring, through market research, that there is a market for a product/ service and that it will meet specific consumer needs Some of the service less obvious aspects that might inform purchasing decisions are the customer service that the organizination/company offer, some consumers also look the packaging of a product, its name and the company's public image. Consumers sometimes react to their surroundings, from peer pressure to trustworthy product reviews. 2. What are the questions that all customers ask themselves (consciously or subconsciously) before they commit to a purchase and how is the presented product/service bundle likely to affect a customer's purchasing decision? The questions that customers ask themselves (consciously or subconsciously) are, Does this product meet my needs? Am I receiving a proper level of nonessential service? Am I happy with the overall product/service offering? Does this meet my perception of value for bullion on the basis of product, service or bundle? When a customer enters a retail outlet they will calculate to be able to purchase a product they call for and catch and appropriate level of service to go with the purchase. plane if a organization offers a specific product that customers wants, if customers dont receive a appropriate product/service bundle much(prenominal) as a appropriate level of service wherefore customers will probably choose to purchase elsewhere. So the presented product/service bundle highly affects the customers outcome in their purchasing 3. Being able to provide good customer service is not an innate skill. It requires

that employees receive appropriate training and learn to understand their role/s with regard to customer service. This applies to those employees who are in direct contact with customer service skills will generally encounter fewer complaints. Describe the ways in which employees can learn the skills needed to provide good customer service. Customer service training incorporates interpersonal skills, communication, personal presentation, problem- solving and strategic process training. Also the leadership and supervision can provide relevant support such as:  Provide appropriate training and development opportunities for employees  Provide physical and psychological support Moreover, the employees can learning new skills, upgrading previously learned skills, setting into new roles or positions and correcting improperly learned skills. In addition, employees can improve skill level and have confidence in their own ability to meet customer service through personal and professional development activity as below:  attending workshops  attending conferences  participating in seminars  undertaking formal learning programs  undertaking informal learning programs  participating in work exchange and multi-skilling programs  networking at organizational/ industry events  participating in structured knowledge management activities 4. In any organization there are both internal and external customers. There are all part of the customer-supplier chain. For the customer/ end-user to receive quality products/ service it is necessary that all aspects of the customer-supply chain meet specific quality objectives. Who actually sets these quality standards and how are they set? The organisation’s monitor team sets quality standards. Depending on the type of product/ service offered, the type and structure of the organization and the industry sector, sales and customer service might be provided by teams. Other sales and marketing activities will be undertaken by teams. Teams are groups of people who come together to achieve explicit goal. The goals are clearly identified and agreed upon by team members; the team has structure, strong leadership and each team member has a specific role to play. Teams collaborate with each other and cooperate with other teams in the organization to ensure organizational success. The policy set out key expectations of services. They should be:  effective and efficient and based on the needs of customers;  flexible, sensitive and responsive to the changing needs of customers;

reliable and consistent, with continuity of delivery; based on clear aims; consistent with our own agreed standards; continuously improved and developed by monitoring, evaluation and  inspection;  provided by people with a high standard of professional knowledge and  practical skills;  encouraging, enabling and maintaining of the link with the family and  friends of the service customers;  supportive of customers in making full use of activities and resources within  local communities;  valuing user rights to confidentiality;  open to user participation, encouraging customers to become involved in  decisions affecting the care and support they receive; respectful of customers’ rights to personal independence and responsibility    

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5. How can an organization encourage suppliers- both internal and external – to participate in actively ensuring quality standards are maintained so that fewer customer complaints are likely? In any business or job situation, your prime goals to satisfy your customer with quality goods and services. But in order to effectively satisfy your customer, it is essential that your suppliers also provide you with quality parts and services. This includes both your internal and external suppliers. 1.1 A Need for Quality Goods This need is for quality supplies is obvious. If you get shoddy goods, items out of spec, unreliable parts, and/or late delivery, it is very difficult for you to deliver quality products yourself. Likewise, if your workers are inefficient, if the repair service is unreliable, or if you are getting low quality performance from those who provide you service, you are hindered from successfully satisfying your customer. 1.2 How Do You Get Quality?

Now, the question is: "How can you make sure that you will get the quality performance you need from your suppliers?" 1.2.1 Old method was to play tough A method that has been used for years by many American companies is what they call "playing hard ball" with their suppliers. This includes using threats to influence their vendors, micro-managing the contract, or playing one supplier against the other. These companies have also dealt the same way with their workers. Threats of layoffs would often keep workers in line. Brow-beating was often effective in the short run. An environment of distrust was always there in the workplace. Other companies have simply accepted poor quality, getting what they wanted through re-work. They felt they were lucky to get anything close to specification from the supplier. Surprisingly, a large number of organizations still use these outdated methods. 1.2.2 New method uses TQM With the advent of the Total Quality Management (TQM) philosophy of doing business, there are much better ways to assure quality performance from your suppliers. The new way of thinking is to establish an atmosphere of trust, teamwork, and cooperation. In other words, you must establish a partnership with your suppliers, such that it is in the best interest of both of you that the other succeeds. Working together as partners is the way to assure you will get the quality products and extra service you want and need in your business. 1.3 Steps to Achieve Goal From studying and observing what is working in various companies and organizations that have established forms of partnerships with their external suppliers, as well as their employees, I have synthesized those examples into a strategy or continuous process consisting of three steps: Work Together to Focus Understanding, Share Motivation for Quality Goods, and

Help Each Other to Do a Good Job. The following explains how applying these steps in a continuous process will help establish a customer-supplier partnership that will assure that you get the high quality products you need. 2.0 Forming a Partnership with Your Supplier Surveys have shown that many American suppliers would rather deal with Japanese firms than American companies. The reason for this is because the Japanese companies usually emphasize commitment and trust in their relationship with suppliers. Of course, the fact the Japanese have long term relationships and partnerships with suppliers is also a major reason it is so difficult for American companies to penetrate their market. It is also important for you to establish partnerships with your suppliers. That includes forming partnerships with workers too. A partnership can be defined as a business relationship that is built on trust and open communication , and which enhances the mutual benefit of all parties involved. 2.1 Strategies of Establishing Partnerships But that doesn't happen over night. You must follow some sort of strategy consisting of a procedure, process, or number of steps to establish an effective customer-supplier partnership. 2.1.1 Problem with Vital Supplier For example, consider the situation where you are dependent on a certain supplier of parts that are important to the manufacturing of your product. This vendor has been sometimes erratic in its delivery of those parts, as well as their quality. You need the parts on time, within specification, at a reasonable cost, and with some follow-up service for any needed adjustments. Although you had tried begging, pleading, and threatening, you haven't seen that much of an improvement in the company's output. Unfortunately, they're the only supplier available at a reasonable price. So now, you try something new. You try to form some sort of a partnership with this supplier, using TQM methods to encourage them to provide you with the parts you want and need. 2.1.2 Nurture a Relationship

But what do you do? You don't just go up to them and say, "Hey! Let's be partners!" Instead, you must nurture a relationship with them. Just as the new mode of supervision is to be more of a coach than a dictator-boss, you must guide and encourage them to become the quality supplier you need. This can be easily done by first making sure they understand what you want from them. Then you give them some reasons to provide quality products and services. Finally, you offer to help them and work together in order to get that product done correctly and on time. 2.1.3 Have Attitude of Trust But you must also understand their capabilities, be motivated to work together with them, and be willing to get help and advice from your supplier. This is an attitude of trust and working together. 2.2 Work Together to Focus Understanding In order for your supplier to provide you with the product or service that you want, that supplier must know exactly what you want. Too often orders are given carelessly, with the assumption that "they'll figure it out." It is certainly true that if your worker or external supplier does not understand what you want, then it may be very difficult for that supplier to provide such an item. The supplier gets the impression that you really don't care about the outcome of this assignment and about the quality of the product. Careless instructions often implies that the item isn't all that important. It is similar to the old computer adage of "Garbage In -- Garbage Out." 2.2.1 Make sure they understand If you want something done correctly, you must make sure the supplier completely understands what it is you want. For example, in dealing with fellow workers or internal suppliers, Hughes Aircraft Company insists that people use what they call AVO forms, which stands for "Avoid Verbal Orders." Hughes management realized that verbal instructions often can be misinterpreted, misunderstood, or even forgotten. By having an order or instruction written, the chances of misinterpretation are reduced.

But you have to go beyond simply giving clear directions. It is quite possible that what you want is not completely feasible or that you have some misconceptions about the product or capabilities of your supplier. The best solution is to work together with your supplier to make sure that both of you understand what is wanted and what is possible. Working together on defining and/or clarifying the requirements brings the supplier in on your "team" and is the start of a partnership. 2.2.2 Use Quality Function Deployment When Stating Requirements One of the best ways to assure the supplier understands your requirements, as well as to initiate working together on clarifying those requirements, is to use some form of what is called Quality Function Deployment (QFD). In simple terms, you meet with key supplier personnel from the various disciplines to define, discuss, and clarify your requirements. a. Work Together on Specification You first list what features and specifications you want in the product or service you are purchasing. You also prioritize those features in order of importance to you. The contractor or supplier personnel then translate those features into functions that will fit their design and manufacturing methods. Any weaknesses in their capabilities can be addressed, tradeoffs can be discussed, and the design can be initiated. b. Iron Out Misunderstandings This type of discussion will iron out any misunderstandings about what is wanted, capabilities, and requirements. It also initiates working together with the supplier as a team. They are getting involved in your problem, and you are showing interest in working with them on getting this job done. It is the beginning of a partnership. c. Encourage Method Down the Line Another thing this does is to encourage the supplier to use similar methods in dealing with their own internal and external suppliers, enhancing the quality process. QFD-type techniques can also work in giving workers assignments. The whole idea is to work together to make sure the assignment is completely understood.

2.2.3 Use MBWA and Other Forms of Two Way Communication Once the requirements have been clarified using QFD, then it is good to maintain an open two-way communication with your suppliers. Management-By-Walking-Around (MBWA) is an effective way to find out what is really going on with your workers and internal suppliers. It is not meddling or micro-management, rather it is simply getting to know any problems or obstacles and fixing them, if necessary. a. Shows Interest Another advantage of MBWA is that is shows the workers that you are interested in them and their problems. They, in turn, feel they are more a part of the team or partners in the program. It is a two-way communication, where you tell what is going on, and they tell what is happening. b. Skip-Level Meetings Other forms of two-way communication are skip level meetings, and brown bag meetings with management. Managers at Lockheed Aircraft Corp. emphasize these methods to enhance good communication with their employees. c. Similar Method Works With Suppliers Working together to focus communication with your external suppliers is essential in forming a partnership with them. A form of MBWA is possible with your external suppliers. Meeting with them on a regular basis and perhaps touring the plant in a non-threatening manner can encourage good communication. Inviting suppliers to your facility and allowing them to ask questions of those using their products is very effective in improving their ability to do a good job. d. Eliminate Distrust Unfortunately, due to the years of distrust between customer and supplier, there is still discomfort in being able to do this type of thing. But that just emphasizes the need to form a partnership to eliminate distrust and get down to the serious business of producing quality items. 2.3 Share Motivation for Quality Goods You normally have a strong motivation to receive quality goods and services. You want to get your money's worth and obtain those quality items

that are necessary for you to be able to deliver quality goods to your customers. On the other hand, your supplier may not be as motivated to provide you with the quality products and services you want to use or need to pass on to your customers. His first motivation is usually to make money, and that money is already established in your contract. 2.3.1 Sometimes a Bonus Works Sometimes bonuses are handed out for excellent work, delivery ahead of schedule, and such. The Department of Defense uses what they call Award Fees in many contracts, giving bonuses to their contractors for doing excellent work. Giving a bonus is one form of motivating for quality, but it may have only short term effectiveness. 2.3.2 Giving Recognition Another strategy that is often used is to give recognition and/or praise for a job well done. Recognition programs for employees and even for suppliers is advocated in most quality programs. It is a criteria for the Baldridge Award. Companies such as Delco Electronics Division of General Motors emphasize giving recognition to their suppliers. But you must go beyond giving something to the supplier as a carrot of motivation. Rather, you must share your desire for quality goods with the supplier. As partners, it must be in both of your best interest that you receive quality products and services from your suppliers. 2.3.3 Promise Continued Business The second major motivation of the supplier is to get repeat business. But sometimes the relationship between delivering quality products on time and the potential of getting repeat business may not be established. In some situations, a customer may have no other choice but to continue with a certain vendor -- quality delivery or not. a. Some May Not Need It Although some vendors may be in the enviable position of not really needing your business, they still will react to the promise of continued business with you in most cases. Even the most busy plumber will not scoff at, "If you do a good job, I'll throw more business your way."

b. Long Term Promise The promise of continued business must be given in the long term. That defines a commitment and a relationship between you. By getting the suppliers to work with you as partners, they can see that if you do good they will be getting future business. That prospect is appealing to many companies, as well as workers. c. Share the Burden Likewise, workers like to know there is a true partnership relationship and that they have job security. Nucoa Steel has a motto of "Share the pain; share the gain" with their employees. In other words, if business requires cutbacks, everyone including top-management will share in the burden, as opposed to laying off any individuals. 2.3.4 Work Together to Make an Impact A surprising hidden motivation that many people have concerning their work is to be able to feel important or to make an impact in their job. People want to contribute. People have ideas -- many of them valuable -- that can help the operation of an organization. a. Don't Stifle Cooperation Unfortunately, many supervisors hold the attitude of, "That's not my idea," to stifle contributions from their workers. What a way to hold down quality! Likewise, many companies do not accept suggestions from their vendors. b. Work Together for Results Another way to assure quality from your suppliers, to help to form a partnership with them, and to share your desire for a quality product is to work together to make an impact. Although you may have great ideas, you must allow your suppliers to express their ideas also. Then use the best of them. It isn't who's ideas is best, rather it is what idea is best. Sharing impact starts in the QFD process. It can continue in status meetings, through suggestion programs, and such. Remember that you are both working together as a team to achieve your goal. c. Results in Success

By allowing the suppliers to make input and give recommendations, you are allowing them to be important to the success of the operation. This not only make the suppliers feel good (an excellent reward), but it also gives them a vested interest in your success. 2.4 Help Each Other to Do a Good Job If you want to make sure you get a quality product, it is sometimes necessary to help your suppliers continuously improve. 2.4.1 Helped a small vendor For example, Kaman Sciences of Colorado Springs helped a small vendor set up a Quality Assurance program. It paid off in Kaman getting quality parts from this vendor. They formed a Customer-Supplier Partnership 2.4.2 Help train supplier's employees It is also not uncommon for companies to send their employees to training sessions to make sure their work force is up to date on the latest techniques. Likewise, you can also help your external suppliers by inviting them to join in critical training sessions. In the sprit of working together, there is no reason that suppliers cannot also invite their customers to join in their training. As part of establishing a working partnership on the Strategic Defense Initiative (SDI) program, defense contractors TRW and Rockwell International invited Air Force personnel to audit special training sessions they were having in TQM techniques. The Air Force then reciprocated for their training sessions. In this way, both the customer and suppliers where speaking the same language, as well as encouraging the spirit of cooperation between them. 2.4.3 Ask supplier for help You should not only help your supplier, but you must also ask them for help. Ask them to help to improve your system by pointing out obstacles you may be putting up. Ask them for suggestions on how you can improve. This cycles back to Step 1 on working together to focus understanding, with effective two-way communication. This is done during the QFD process when you work together on the requirements.

Also, allowing them to provide an input gives them motivation and involvement in your project. This is part of sharing motivation. The whole thing is a continuous process. It also establishes an atmosphere of trust and cooperation. 3.0 Conclusion In conclusion, the way to assure your supplier will provide you with quality goods and services is to form a partnership with that supplier. Three steps help you form that customer-supplier partnership: Work Together to Focus Understanding Share Motivation for Quality Goods Help Each Other to Do a Good Job These steps will be the foundation for forming a customer-supplier partnership. It is a continuous process of improvement of your relationship and of the products and services delivered. 6. How can you collect customer feedback about customer service levels, their satisfaction with products and services and any complaints they might have? Questionnaires and surveys can be used to collect feedback from customers. When designing questionnaires and survey instruments be aware that questions should be carefully worded and constructed to reflect the information you actually want to obtain, ask the hard or possibly controversial questions and encourage people to answer them through user-friendly formatting. Survey formally or informally, from as many angles as possible. No single measure or survey instrument is best. Choose a method that best suits your organisation’s needs and is most likely to encourage response from your customers. Use a number of different methods as necessary. To access customer feedback:  Use telephone or written survey/ questionnaire techniques  Conduct on-the-spot interviews during a sales situation- in such situations only a few questions can be asked as customers will not wish to respond to long, involved survey questionnaires  Talk to your customers and make casual enquiries about product/ service quality  Leave customer feedback forms out on service benches or other areas where customers can readily complete them  If you have electronic addresses for customers, send out customer feedback form via email- letters can also be sent  Offer incentives to customers to fill in survey forms or submit satisfaction reports

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Record all complaints, complaint resolution procedures and outcomes Record all returns, warranty issues and repairs Discuss the customer service interface with the employees who provide the service

7. Identify and explain the stages that should be followed when dealing with a customer complaint. Listen carefully to what the customer has to say, and let them finish. Don't get defensive. The customer is not attacking organisation personally; he or she has a problem and is upset. Repeat back what organisation is hearing to show that organisation have listened. Ask questions in a caring and concerned manner. The more information organisation can get from the customer, the better organisation will understand his or her perspective. I’ve learned it’s easier to ask questions than to jump to conclusions. Put yourself in their shoes. As a business owner, the goal is to solve the problem, not argue. The customer needs to feel like organization is on his or her side and that the empathize with the situation. Apologize without blaming. When a customer senses that organisation is sincerely sorry, it usually diffuses the situation. Don't blame another person or department. Just say, "I'm sorry about that.” Ask the customer, "What would be an acceptable solution to you?" Whether or not the customer knows what a good solution would be, I’ve found it’s best to propose one or more solutions to alleviate his or her pain. Become a partner with the customer in solving the problem. Solve the problem, or find someone who can solve it— quickly! Research indicates that customers prefer the person they are speaking with to instantly solve their problem. When complaints are moved up the chain of command, they become more expensive to handle and only add to the customer's frustration. There is no getting around customer complaints, regardless of the industry. However, by employing these steps and taking the time to review the issue with the customer, organisation can turn challenges into something constructive. 8. Identify and explain the steps in the problem-solving process. When problems are identified it is necessary to make decisions regarding problem solutions. Problem-solving and decision making are key activities in any organization. To solving problems it is necessary to:  Identify problem and issue symptoms  Identify root causes  Gather data and consult with the necessary personnel

 Analyse data  Develop problem solutions to be taken  Analyse risks  Select the solution to be implemented  Implement the solution monitor the effects of the solution Problems need to be resolved to enable the organization to move, cope and compete in a rapidly changing marketplace. Steps one and two involve identifying and defining the problem. They start with a definition of the desired situation which is matched against the current situation. Gaps between the current and desired situation enable identification of problems or potential problems. Information from monitoring and evaluation activities- process and performance measurement from monitoring and evaluation activitiesprocess and performance measurement –observation, customer feedback and supplier feedback, environmental monitoring and comparisons with competitors will help pinpoint problem symptoms and causes, potential problems or improvement needs. Distinguish the symptoms from the root causes. Take the time and make the effort to find out the real causes, rather than the easily identified or obvious seeming causes. Addressing symptoms will not contribute positively to your organisation’s problem-solving needs. Consult with employees, customers and other stakeholders to properly identify problem causes and to gather a range of potential solutions/ ideas. Step three in the process entails gathering data which can be analysed to give reliable relevant, valid and timely information, related to the problem and possible solutions. Any decision based on invalid, incorrect or unreliable data is, necessarily, an unsound decision. Where possible, quantify both the actual and desired situations so that you can measure progress from one to the other. Information can be gathered from internal or external sources, by formal or informal means, from primary or secondary sources. Step four in the problem-solving process is to generate solutions. To make the most effective decision, generate as many alternative solutions as possible. Involve others in the analysis, particularly those likely to be affected by either the problem or the change. The input of others can increase the number of alternatives offered, thus improving the quality of the solution. Also those employees who have been involved in resolving an issue are more likely to be committed to implementing the solution. Step five and six in the problem-solving process are to analyse alternatives and make a choice. You need to determine which alternative or combination of alternatives will best suit the organisation’s needs and will overcome problems associated with customer services, products and /or service delivery. Check projected solutions against your specified targets or

objectives; put the solutions into practice and monitor to ensure they achieve what they were intended to achieve. It will be necessary to make decisions that will overcome problems so it is possible to adapt customer services, products and/or service delivery to meet customer needs.

Assessment tool 3 Project1 Customers expect certain things when they walk into a business, and those with the highest level of service will know how to identify those expectations and meet them to the customer's satisfaction. However, this process is not as easy as it sounds – customer expectations are a dynamic feature that ebbs and flows regularly in accordance with a wide range of factors. However, when expectations are not met by the performance of your customer service representatives, customer dissatisfaction is the result. This article will delve into the importance of meeting customer expectations, as well as how to identify and meet them through your customer service. Customer Expectations + Service Performance = Customer Satisfaction The quality of your customer service is almost wholly determined by your ability to meet your customer expectations. You can have the greatest service team, but if your customers perceive their needs are not being met, your service reputation suffers. By the same token, companies that don’t spend much time worrying about customer service – but manage to meet customer expectations consistently – are perceived as offering good customer service. Service quality is largely determined by customer's perception, which is why meeting customer expectations is an essential part of the process. Identifying Customer Expectations Because customer expectations are an ever-evolving process, it can be very challenging to know precisely what those expectations might be. The best course of action is to take the question directly to your customer base

through a variety of customer service research techniques. Have customers complete surveys about your products and service. Provide incentive for them to complete that survey, such as entry into a drawing for an enticing prize. Next time you see a customer, ask if his expectations of your business are being met. If not, find out why and what you can do to make your service better. Common Expectations to Consider Some of the most common and basic expectations customers have for most businesses include: • • • • • • •

Fast, efficient and accurate service High quality products at a competitive price Friendly, helpful service staff to provide information and answer questions Prompt responses to their inquiries, whether online, by phone or in person Sufficient stock to meet their needs without long waits A trained staff that can handle their questions without referring them on A clean facility or easy to navigate website

All of these expectations comprise the minimum of what your top-notch service should look like. Additional expectations may arise from your customer research, which you can address on an individual basis. Benefits of Meeting Expectations When you are able to accurately identify and adequately meet your customers' expectations, your customer service reputation will automatically be enhanced. Some of the benefits of meeting your customers' expectations include: • Customers that transform from first-time visitors to loyal clients • Increased sales as customers feel more comfortable doing business with you • More referrals from satisfied customers who bring in additional business by word of mouth There is no doubt that adequately meeting customer expectations is an essential part of a robust customer service department. By accurately identifying those expectations, and meeting or exceeding them consistently, your company is likely to enjoy happier customers and a healthier bottom line.

Project 2 1. What is wrong with Janice’s attitude and with the organizational system? Janice is too indifference for customers, even she is not work in the customer service department. Her work still relevant with the customer services, so she needs to response on quality management. Because the customers are not just the people who buy your products and sevices. Everyone in the organization is a customer. Internal customer service needs to be of high quality so that service to external customers reflects the internal working of the organization. 2. How do you think attitudes like Janice’s impact on other employees, on the supplier-customer chain and on the organisation’s outcomes? Due to Janice works in the production department, her behavior can directly impact on product’s design and process. She doesn’t care the customer service will influence she doesn’t know the customer needs which will leads to the products cannot meet the satisfaction of customer. 3. What do you think should be done to make Janice more aware of her responsibilities toward the organisation’s customers? If I was the manager of company, I will ask Janice has a training, coaching or mentoring about customer service standards. Knowledge of good customer procedures is not innate. An effective induction and training program, matched to appropriate performance appraisals will benefit company, the company and all the customer/ supplier interface members. Good customer service comes from employees who have a very clear understanding of what good customer service is; systems and processes which are designed around customer needs and wants; work cultures which support and reward employees for good customer service- satisfied employees will input higher levels of discretionary effort with regard to customer service; an exceptionally good internal customer interface which is consistently supported by adequate resources; good relationships with suppliers who support the organisation’s quality objectives; effective training and training support mechanisms within the organization. 4. Why is it necessary that she understands that she has a very definite role to play with regard to customer service? Good customer service will be provided by people who have a commitment to employers and customers. Those employers or leaders/ managers who lead and manage in ways which satisfy employee needs and expectations, who empower employees and who include employees in planning and decision-making, who acknowledge and reward employee contribution and who pay fair wages for a fair day’s work can expect employee loyalty. A climate in which employees feel secure and respected will naturally

encourage customer focus. Thus, the wellbeing of employees should be a high priority in all organisations. 5. How can these problems be overcome? If employees are having difficulty meeting customer service standard, they might require training, coaching or mentoring. An effective induction and training program, matched to appropriate performance appraisals will benefit every employers, employees and all the customer/ supplier interface members. The best providers of customer service do not randomly employ people and leave them to interpret their employers’ philosophy in whatever way they see as appropriate. They do provide suitable training and support so that employees know what to do and are able to do it. Customer service training incorporates interpersonal skills, communication, personal presentation, problem-solving and strategic process training. Customer service is a philosophy, an attitude and a set of actions, and it is in the interests of employers to make sure that all employees are properly training in how to deliver excellent customer service to internal and external customers, how to make their expectations know to their suppliers and how to utilize the organisation’s systems and processes to ensure customer satisfaction. The leadership and supervision skills also can help colleagues who are having difficulty meeting customer service standards. Strong leadership which supports employee growth and contributes to the process of increasing employee skills and knowledge will benefit the organization and help sustain a suitable customer focus throughout the organization. Effective leaders know they need to act as role models in the workplace. Leadership at both organizational and group/ team level should be supportive and designed to empower employees so that decisions can be made at the front line—without the need to deal with complex hierarchical levels that interfere with people actually doing their jobs. Management and supervisory roles in the organization will involve overseeing the productivity and progress of employees toward goal achievement. Coaching and mentoring can be used to help colleagues to achieve required customer service standards. There are subtle differences between coaching and mentoring although the terms are often used interchangeably. Coaching is more task specific than mentoring; and it occurs over a short term, that is, once a skill has been learned the coaching ceases. Coaching is focused on helping and guiding development in a particular competency or area of growth and coaches are chosen for their technical expertise or experience in a particular area. Workplace mentors are people within the organization who have experience, expertise access to origanisational resources and the ability

to guide and advise employees in a wide range of matters. This also might be either a formal or informal role and might be intended to provide protegees with upward mobility and career support. Mentoring relationships are long term and include support and advice on a wide range of matters which are not always work related. Mentoring can be an informal process where individuals decide who they are paired with. Work shadowing and buddy systems can be utilized when employees need extra support. Both mentoring and coaching activities are also performed on the job and in-house. Coaching procedures might be implemented to assist employees with learning new skills, upgrading previously learned skills, setting into new roles or positions, correcting improperly learned skills. Mentoring provides a perspective that gives a learner the opportunity to form a developmental relationship; learn about organizational relationship, learn about organizational expectations; learn about the culture of the organization and how it works Training, coaching, mentoring, work shadowing and similar processes contr ibute to a continuous learning environment at work. They are processes which enable workers to fulfil learning needs and therefore stimulate motivation. They benefit the organization and its customers.

Project 3 1. Organisations that intend to be successful need to design products, services and product/ service bundles to meet customer needs. How can they do this and how can they ensure that the organisation’s plans achieve quality, time and cost specifications agreed with customers? Organisations that intend to be successful need to design products, services and product/ service bundles to meet customer needs. How can they do this? By determining how to meet customer needs to design products, services and product/ service bundles which the organisation needs to provide the quality, time and cost specification of product and or product features and benefits, because when these customers enter the retail outlet, they would expect to be able to purchase the product they require and receive an appropriate level of service to go with the purchase such as; Attention Timeliness Information provision Friendliness and

Competence of sales personnel 24 hour telephone service for technical help depending on what the product is. In providing an appropriate product / service bundle it will help reduce your chance and increase the market share retain your customers. Product service bundle goes hand in hand with products. Take for example; your organisation have the product that the customer requires but have a poor customer service level, which intend will push your customers to turn to your competitors. For example; I had to attend an engagement party and required an outfit to go with it. I decided to go to Mayer’s outlet and found what I really wanted and needed but not the colour of my choice, when I attended the customer service personnel to check if they have the colour that I need in any of the other stores, the customer service personnel response was” Oh! If the colour you want is not there then there is nothing I can do about it. I was saddened by the response I received. If the sales personnel was competent, attentive and friendly I might have changed my mind, she could have increase the sales, and I might have bought more them one thing I was looking for, But no, with sales personnel’s attitudes I got out of the store as fast as I could and went to David Jones and got the outfit not the colour of my choice but was happy with high level of service and even paid more then what I would have expected and few other items that went alone with it. This service bundle/ both product and high level of service applies to whether you offer face-to –face service (as in hospitality outlets, department stores), phone sales service (as in call centers), on line sales (as in e-commence , or direct sales etc. It is the attribute of the organisation. Another factor your organisation needs to consider is that customers often distinguish one product to another to add to their perceived benefits of purchasing the product/ service such as; Does this product meet my need? Am I receiving a proper level of accompanying service? Am I happy with the overall product /service offering? Does this meet my perception of value for money on the basis of products, service or bundle? For these reasons the seller need to be able to distinguish their products form other similar offerings by varying the mix product and

service. By doing so it would help increase the level of service accompanying the product sale can in itself provide the point of difference and this will ensure that customers will purchase form you, not form you competitors. Your also needs to ensure that your organisation plans achieve the quality, time and cost specification that agreed with customers by consulting with them to clearly identifying their needs with regard to; Product /service quality Product /service accessibility Delivery, methods and time frames Costs associated with purchase You also need to consider that the customers vary rarely base purchasing decisions on price alone, they base their purchasing choice on a perception of benefits to themselves, therefore a proposed product / service purchase needs to meet a specific needs of cluster need. Which means that your organisation needs to determine how much people are willing to pay for products or service and price them appropriately as cost can affect by perception of quality because customer might be willing to pay more of high quality product that they can use multiple times that will stand the test of time. However if these customers only want to use a product once, they might prefer to purchase a low cost, lower quality, or disposable product. This proves that cost and quality are inextricably linked. . Another factor your organisation needs to consider is that customers often distinguish one product to another to add to their perceived benefits of purchasing the product/ service such as; Does this product meet my need? Am I receiving a proper level of accompanying service? Am I happy with the overall product /service offering? Does this meet my perception of value for money on the basis of products, service or bundle? For these reasons the seller need to be able to distinguish their products form other similar offerings by varying the mix product and service. By doing so it would help increase the level of service accompanying the product sale can in itself provide the point of difference and this will ensure that customers will purchase form you, not form you competitors. Your also needs to ensure that your organisation plans achieve the quality, time and cost specification that agreed with customers by

consulting with them to clearly identifying their needs with regard to; Product /service quality Product /service accessibility Delivery, methods and time frames Costs associated with purchase You also need to consider that the customers vary rarely base purchasing decisions on price alone, they base their purchasing choice on a perception of benefits to themselves, therefore a proposed product / service purchase needs to meet a specific needs of cluster need. Which means that your organisation needs to determine how much people are willing to pay for products or service and price them appropriately as cost can affect by perception of quality because customer might be willing to pay more of high quality product that they can use multiple times that will stand the test of time. However if these customers only want to use a product once, they might prefer to purchase a low cost, lower quality, or disposable product. This proves that cost and quality are inextricably linked. That you also need to provide a product or service on what customers consider to be a timely manner and this will vary according to the product or service purchased For example; if customers are buying groceries or clothes, they will expect those items to be available immediately. Or On the other hand if they are purchasing a new car they might expect some delay between the time they purchase the vehicle and the time they take delivery of the vehicle, however the sooner you can supply goods or service, the better as this is likely to increase customer satisfaction and reduce the likelihood that customers will do elsewhere to make purchase. You also need to consider that whatever the quality level, price point or delivery time of products you need to ensure that once you agree to a sale with customer that all agreement are upheld. If you say you will provide a product and service for a particular price you make sure that the customer is charged that price for example; You advertise a LG TV 62” for $3,500.00, ensure that the customer get it for that price and without any additional or hidden cost when they go to pay for the product / service. And If you tell the customer that you will sell them the top of the range product, this is the product they should receive for example; if they are

promise that they will get a dining table with eight chairs, solid oak timber for $2,000.00 then the customer should receive that product not a pine timber table with eight chairs when the customer receives the product/service. If not then the customers will fast disgruntled and this is poor customer service. You also need to consider that customers do not purchase those numerous features that manufactures build into their products such as mobile telephone with the capacity to send email , take photographs transmit live video connection etc. but those are not what actually customer buy they buy the benefits the ideas what those thing can do for them. The advertisement professional understands and promotes products to suggest to customers; If I buy this I will look and feel younger If I buy this I will look and feel glamorous (a) What data and records might be drawn upon to make plans intended to meet customer needs? Refer to Learning Support Material section 1 slide number 25-31 Market research- Psychographic data, Sales figures, and through formal surveys questionnaires, discussions, observations - on line inquires Market research- helps analyse the product/service to ensure that they attractive the target group, meet the needs or and expectations of customers, meet customers perceptions of value, are priced correctly, are distributed where they are most needed, are perceived as competitive and meet the cost and quality requirements of the organisation and of the customer. When investigating, identifying, assessing needs of customers you need to consider; Who currently purchases your products/ service? Who will be or is interested in purchasing your products or services? How current and potential customers are grouped and what their specific needs, wants, expectation and buying intentions are? Market research can also be used to Reveal the approaching and of a product or service life cycle Detect changes in customers’ quality standard expectations Identify new opportunities and new markets Point to the need for organisational, system or operational change Indicate the need to move away form certain products or develop new ones Discover useful value-adding propositions

Keep you and your organisation in touch with changing markets and customer needs. By reviewing current sales figures to determine whether they demonstrate appropriate uptake of your producers/service or whether they indicate a need for better research. The products and service in terms of; Quality, range, packaging design, materials, size and quantities, features & Benefits, pre and after sales service, specifications. Also by reviewing the take up (sales figures) usage data may consist of; Units sold, dollars earned, number of users/purchases, number of return customers, value of individual purchases, returns complaints and levels of satisfaction. By identifying, analysing, comparing and contrast Psychographic data of different customer groups to establish areas of common ground across niche groups as the part of market research process factors relating to consumer; self-esteem factors, relationships, background, education, socio-economic status and perceptions of the same, trends, behaviour and lifestyle choices, buying styles or preferences and buying resistance. Your organisation needs to consider on identifying customers to determine their needs and you may need to ask: What customers are from your market? Where are they found? Why will they purchase your product or service rather than another? Is there a large enough target market to support your product/service and generate a profit? Will that profit justify product/service development and promotion? Your organisation need to consider when identifying target markets, typical customers need to be identified through their psychographic and demographic characteristics: age, gender , family structure, housing, socio-economic background, income levels , geography, psychographic analysis, buying patterns, consumer habits, lifestyle preference etc. Through formal surveys, questionnaires, discussions, observations, focus group activities, product design processes, testing or by systematically asking key questions when serving current customers.

By targeting the age, gender, ethnic origin and family status, income, martial status, employment area, number of children, area in which customers live, type of housing, etc. Information can be assess via national and census statistics and can be used to help focus cost time and effect product/service design and marketing activities. 2. What monitoring and evaluation procedures might be followed to ensure that the organisation keeps up with changes in customer needs and in market conditions, procures and disburses resources appropriately and is able to consistently meet product quality and delivery standards? Market research- Psychographic data, Sales figures, and through formal surveys questionnaires, discussions, observations - on line inquires Market research- helps analyse the product/service to ensure that they attractive the target group, meet the needs or and expectations of customers, meet customers perceptions of value, are priced correctly, are distributed where they are most needed, are perceived as competitive and meet the cost and quality requirements of the organisation and of the customer. When investigating, identifying, assessing needs of customers you need to consider; Who currently purchases your products/ service? Who will be or is interested in purchasing your products or services? How current and potential customers are grouped and what their specific needs, wants, expectation and buying intentions are? Market research can also be used to Reveal the approaching and of a product or service life cycle Detect changes in customers’ quality standard expectations Identify new opportunities and new markets Point to the need for organisational, system or operational change Indicate the need to move away from certain products or develop new ones Discover useful value-adding propositions Keep you and your organisation in touch with changing markets and customer needs. By reviewing current sales figures to determine whether they demonstrate appropriate uptake of your producers/service or whether they indicate a need for better research. The products and service in terms of;

Quality, range, packaging design, materials, size and quantities, features & Benefits, pre and after sales service, specifications. Also by reviewing the take up (sales figures) usage data may consist of; Units sold, dollars earned, number of users/purchases, number of return customers, value of individual purchases, returns complaints and levels of satisfaction. By identifying, analysing, comparing and contrast Psychographic data of different customer groups to establish areas of common ground across niche groups as the part of market research process factors relating to consumer; self-esteem factors, relationships, background, education, socio-economic status and perceptions of the same, trends, behaviour and lifestyle choices, buying styles or preferences and buying resistance. Your organisation needs to consider on identifying customers to determine their needs and you may need to ask: What customers are from your market? Where are they found? Why will they purchase your product or service rather than another? Is there a large enough target market to support your product/service and generate a profit? Will that profit justify product/service development and promotion? Your organisation need to consider when identifying target markets, typical customers need to be identified through their psychographic and demographic characteristics: age, gender , family structure, housing, socio-economic background, income levels , geography, psychographic analysis, buying patterns, consumer habits, lifestyle preference etc. Through formal surveys, questionnaires, discussions, observations, focus group activities, product design processes, testing or by systematically asking key questions when serving current customers. By targeting the age, gender, ethnic origin and family status, income, marital status, employment area, number of children, area in which customers live, type of housing, etc. Information can be assess via national and census statistics and can be used to help focus cost time and effect product/service design and marketing activities.

3. How can customer feedback be collected and used and why is it necessary to consult with customers (internal and external) and with other stakeholders when monitoring and assessing the organisation’s progress toward achieving quality targets? Through market sales and relating directly with customers because in all customer service situations the best source of information about whether the service is effective or the product meets quality standards is the customer. It is the customer who determines quality, If the quality of the product service or product /service bundle does not meet the customer’s value expectation (propositions), then they are likely to take their purchasing dollar to a competitor who can better meet their needs. If you do not ask them what they think then you might never know that your product /service does not meet expectations. Customer feedback information about your organisation and its product and service can also be collected form every member of the distribution chain: Direct and indirect customer –internal and external customers, suppliers, wholesalers, managers, workers, and any other relevant stakeholders. For example; Front-line sales consultant feedback The member of the sale personnel at the front line speaks to your customers day after day know exactly what is causing recurring frustration and issues. It’s great motivation for the front line if you’re seen to act on it too! These front line sale personnel should provide feedback on what customers are saying at least daily. So you need to action that feedback fast to show you’re listening and keep the ideas coming. Tell them what you’re doing about it the next day in the morning briefing or provide visibility of ownership and next actions on the intranet. Use front line sale personnel for proactive data collection too, in order to diagnose problems. This will help you to quantify the scale of problems as well as get to root cause faster. For example, when a customer calls to make a payment, get the front line sale personnel to ask a few probing questions that will help you understand why the automated service wasn’t used or didn’t work for them. A handful of responses like this from sales consultant can get you to the root cause much faster and can provide solutions you hadn’t thought of. Your organisaiton can also use questionnaires and surveys in

collecting feedback information from your customers, it can be done either formally or informally using as many angle as possible such as; By using telephone or written survey/ questionnaire techniques By conducting on-the-spot interviews during a sales situation by only asking few question as customers may not wish to respond to long. By talking to your customers and make casual (informal) enquires about product/service quality By leaving customer feedback forms out on service benches or to her areas where customers can readily complete them. By using sending out customer feedback forms via email electronically or sending letters By recording all complaints, complaints resolution procedures and outcomes. By recording all returns, warranty issues and repairs. By discussing the customer service interface with the employees who provide the service.

4. Why is it necessary to consult with customers (internal and external) and with other stakeholders when monitoring and assessing the organisation’s progress toward achieving quality targets? So that everyone in the organisation from employees to management know how well or how poorly they are perceived by customers. If employees are aware of their work performance then how can they improve the areas that are most in need of improvement? It gives the organisation an opportunity to high light the positive feedbacks by rewarding their employees to motivate them in continuous high levels of customer service. It also gives opportunity for employees to share successful techniques and strategies. Those organisation’s which support their employees, share information and encourage employee involvement are likely to have healthy work cultures in which workers are satisfied with their jobs and the management /leadership of the organisation reflect this in their ability to build good customer relationship and to provide good customer service.

5. Within the organisation there will be groups of people or teams which work toward goal achievement. How can managers and supervisors ensure that team members have the skills needed to

communicate effectively with customers and to provide excellent customer service? How might they assist colleagues in overcoming difficulties with meeting customer service standards? Depending on the type of product/service offered, the type and the structure of the organisation and the industry sector, sales and customer service are provided by team’s where goals are clearly identified and agreed upon by team members as the team has structure plan, strong leadership where each team member has a specific role (or set of roles) to play by collaborating with each other and cooperating with other teams in the organisation to ensure organisational success. By setting goals and making plans to monitor, track and to manage performance. By setting goals it will give the team members purpose and direction to follow. These goals need to be supported by plans that outlines the strategies of the organisation so that the team members could follow to achieve their target and goals –to self-monitor, and self-manage their performance. This will give an opportunity for team members to work on action plan by breaking larger goals down into small achievable measure step so that it enables them to clarify the actions they need to take and define and clarify customer service goals, objectives and standards. It also gives the term members an opportunity to define sales targets, identify the time frames including milestones and deadlines for completion of various objects. It helps them to identify the personnel to be involved in achieving the goals to specify the various roles of team members with identify the resources (including financial resources) needed to achieve objectives in identifying reporting procedures and expected outcomes by allowing each team member to know what actions they need to take and how other actions will impact on the work of other team members. The managers and supervisors need to clearly identify and communicate to all team members the work standards that are expected of them. The managers need to emphasize and reaffirm the organisations customer service standards and why it’s necessary and how it impacts on the achievement of organisational goals. The managers also need to ensure that the team members have appropriate training and support mechanisms to do their jobs properly and that these managers need to collect the team member’s performance data and map it against the orgnisation’s quality and delivery standards to determine which actual performance meets the

intended performance. The managers can also use 360 degree evaluation to tap the collective wisdom of workplace that will allow them to leverage the potential of employee and eliminate reporting bias. Manager need to ensure that data collection and analysis should be a regular procedure to determine; Team performance levels Product /service quality and adherence to teal constraints The degree to which team’s with practices meet the predetermined standards What areas require improvement? What are the most successful operations areas are? How successful processes can be used to develop new processes for less successful operations areas. How and be how much productivity has increased. Whether teamwork has improved worker morale, cooperation and communication. The levels of employee satisfaction-individual, team and organisation health. To operate effectively the managers also needs to ensure to focus on team members maintenance such as cohesion, balance, good communication processes, individual performance measure and there is an opportunity for growth. This is help team members to enable to consistently meet the organisation’s quality and delivery standards. The manager needs to ensure that team members receive rewards for their high levels of customer service to give them incentive to continue delivering high standard customer’s service needs to achieve organization goals. Whilst if the team members are lacking in performance the organisation’s required standards the managers need to take steps to improve their performance by providing counseling, providing incentives for improvement, ensuring that team members are properly remunerated , developing improvements plans or contracts and / or providing extra training for those team members who require it. The mangers /supervisors need to ensure that relevant performance measure are linked with compensation, rewards, and recognition to performance measure by linking targets to appraisals, linking performance directly to customer needs and expectations ( in many cases customers will be either internal customer or the organisation itself)and that quality and delivery standard are clearly outlined in KPIs.

These managers/ supervisors also needs to lead and manage in ways which satisfy team members needs and expectations and empower them in planning and decision making including acknowledging and rewarding their contributions and pay fair wages for day’s hard work. The managers and supervisors need to provide a harmonious and friendly workplace so that team members feel secure and respected. It would naturally encourage customer focus-as well-being of employees needs to be a high priority in all organisation. When the managers and supervisors monitor that their team members are having difficulty meeting customer service, they need to provide suitable training support (resources) so that team members know what to do and are able to do it and if team members are carefully selected and well trained they would competently do their jobs to perform the required standards with confidence and with their own abilities. Although customer service training incorporates interpersonal skills, communication, personal presentation, problem solving and strategic process training are delivered formally and informally via training program or through workplace coaching or mentoring. The managers/supervisors should provide some form of assessment associated with the training which would provide opportunity for feedback and for reinforcement of good work practice and would also give team members the opportunity to demonstrate the skills. The organizations philosophy and attitude is a set of actions customer service and it is managers / supervisors interest to ensure that all team members are properly trained in how to deliver excellent customer service to both internal and external customers and how to make their expectations known to the suppliers and how to uttilise the organization’s system and process to ensure customer satisfaction. The managers/ supervisors can also use their supervision skills to help colleagues those who are having difficulty meeting customer service standards by supporting their growth and contribution to the process of increasing their skills and knowledge which will benefit the organisation and help sustain a suitable customer focus throughout the organisation. The effective managers/ supervisors know that they have to act as a role model in the workplace by meeting customer service standards themselves, so team members can observe them and see how to go about meeting customer service standards.

The managers/ supervisors both as organisational and group team / level needs to be supportive in designing and empowering team members so that decisions can be made at the front line (the customer employee-interface) - without the need to deal with complex hierarchical levels that interface with people actually doing their job so that process and procedures are followed as required. By providing team members the resources to complete their required work standard by; Giving the organisation and the people working in the organisation a clear identity and clear objective. Provide appropriate training and development opportunities for employees Provide physical (resources) & psychological (including mentoring & coaching) support. Bring about necessary changes with the minimum amount of disruption. Ensure that all employees have a clear & definite customer focus. Ensure that organisational system & processes enable employees to do their job. Encourage employee contribution to continuous improvement process. Build effective workplace relationships. With good managers/ supervisors encouragements the team members can enhance the skills they need in overcoming difficulties that might arise in regard to meeting customer service standards. The managers/ supervisors also need to inspire and enthuse team members & create programs & procedures that contribute to team members development & growth of customer service either by formal training programs delivered in house of by external contract provides such as TAFE, Universities or Registered Training organisation (RTO’s) which are nationally accreditation qualification. The managers/ supervisors can also provide team members with informal training –coaching, mentoring or work shadowing skills in assisting team members to develop their skills and deal with difficulties with regard to meeting customer service standards. -

Coaching assist employees with; Learning new skills Upgrading pervious learned skills Settling into new roles or positions Correcting improperly learned skills.

Coaching is a useful process in assisting employees with improvement because it gives the employees the opportunity to learn in real work environment, on-job demonstration. The managers/ supervisors need to use the mentoring system which is purely related to technical skills with experience and expertise with organisation’s access of resources & the ability to guide & advise team members with wide range of matters form; Personal support Friendship Acceptance Counselling. Skills training and Act as role model for organisation behaviour and expectations. Mentoring is an informal process where team members individually decides who they are paired with and is also performed on jobs in house. Mentoring procedures can benefit new team members, team members who are moving from one department /sector to another or they can be used to aid those who are having difficulty meeting quality target. Last but least managers/ supervisors can also use shadowing and buddy system when team members need extra support. These procedures allows more experience workers to pass on their skills and knowledge on the job in real work situation without the need of team members to leave work premise for formal training. The managers/ supervisors also need to ensure that whilst the organisation’s goals are being met so are those of the individuals in the team that are working toward goal achievement. Such new skills and learned new competencies help team members increase self-esteem and confidence to meet their takes and role requirements to meet customer service standards.

Products and services targets and standards can only be maintained if all employees work together towards the organization standards and get involved in monitoring process, procedures, outputs and outcomes to ensure that those standards are consistently achieved. The organisation’s projected plans needs to include measures of customer service in their job descriptions and the KPI’s (key Results Areas) to let, customers, the suppliers and employees know what their customer service intentions are. The monitoring strategies is another process that the organisation

needs to reinforce in monitoring, measuring and evaluating the progress of organisations visions, it’s goals and its predetermined (forecast) performance expectations and quality standards. Then compare the actual outputs with the projected outputs as monitoring helps to identify problems to measure success; Analysing and assessing sales figures and products/ service turnover. By keeping an eye on the internal suppliers-customer chain to ensure that internal products / service quality levels at least as high as those expected for external customer service. That KPI’s and KRA’s are also monitored as they prove measurement criteria to determine whether actual performance meets forecast or expected performance. Also monitor the performance of employees in the organisation by observing assessing their attitudes among customer service representatives and whether they are happy with their roles and that they understand that customer pay their wages. Identify if the employees tend to paint the customer in a negative light then it is necessary to address the issue immediately to ensure that employees understand that if customers are not retained then their jobs might be in jeopardy and it’s also worth pointing out to employees that if they take pride in the provision of extremely high levels of customer service, their job satisfaction will increase- along with their values to the organisation as building effective relationship with customers is rewarding for not only the customer but the organisation and the service person. Holding productive, relatively short and should be held whenever there is need to collect information to discuss issues related to customer interactions. This give employee’s opportunity to discuss changes and share successful strategies for dealing with problematic situations and it also gives the supervisors and managers the insight information about customers and customers-employee interactions. Collect quantitative data to monitor performance and also collect and analyse qualitative data about customer service performance to help determine the quality of service received by customers for example; Reviewing email for consistency and core value including grammar, spelling, affectedness of presentation, courtesy, expression of organisational image/presentation.

Or Check on the type of information that service personal provide to customers. Determine whether they provide accurate, timely and sufficient information to customers in a non –patronising manner and also identify whether all interactions with customer are complaint with fair trading legislation. Also encourage self-monitoring and self-management of quality customer service by employees. Also ensure that the employees receive proper training , supports, resources they need to do their job well then let them do their job and empower them to make decisions at the front line, to resolve problems and use their own initiative appropriately. Ensure to provide employees the incentives to encourage a high quality service and reward and recognise such service so that it becomes an organisational ethic, supported by all employees. Also develop a procedure for employees to report on customer service situation, problems and improvement outcomes. Ask the customers to provide feedback on what they like and dislike. Train employees to notice and note customer response and give them opportunities to make suggestion about what should be done to improve relationship with customers. The managers/ supervisors should also have some understanding of adult learning needs and of individual learning preferences. Understanding of this will aid in selecting the best methods of assisting team members with any customer service difficulties they might have as some team members may prefer to learn by reading books, or listening to lectures; other prefer experience or interactive learning while others want to experiment to learn. To have a successful business the organisation must spend time and effort to not only find out who their customer are and what their needs, wants and expectations are but to provide a harmonious workplace with diligent team members who understands what the organisation’s customer service standards and expectation are because the managers/ supervisors, customers and their team members go hand-in hand. They all are as important as each other without customers there would be no business and without diligent workers there will be no customers. The organisation needs to provide a climate in which generally all employees feel secure and respected will naturally encourage customer focus, thus, the wellbeing of employees should be a high priority in all organisation.