ERRORS IN DELIVERY

Customer care involves putting systems in place to maximize your customers'

satisfaction. Error in delivery is a vital parameter in measuring customer satisfaction. .Delivery
errors are the reasons why your mailing was not delivered. Sometimes the product is delivered
to other addresses or wrong product is delivered. Any delay will annoy customers so it should be
corrected. Computerization will help the organization correct their errors and also improve the
quality of their service.

DELAY IN EXECUTION

There are various reasons why an organization has a delay in execution of a job.
However, they should have alternatives in case their original plan failed. The delay in execution
will result in delay in probable date of completion that will surely annoy the customer. The
organization should assign a team that will study possible barriers in execution of job and
compute delays that can occur in every job.

Also note that in measuring customer satisfaction, measure everyone. Therefore, it should
also include the internal and external customers. This includes retailers, wholesalers and so on.

CUSTOMER FEEDBACK

Customer feedback is a marketing term that describes the process of obtaining a

customers opinion about a business, product or service. It is information coming directly from
customers about the satisfaction or dissatisfaction they feel with a product or a service.

Listening to your customers is the only way to guarantee you create a product or service
that they actually want to buy. Customer feedback is commonly used throughout the product
development process to ensure that the end product is something that solves a customers
problem or fulfils a need. Improving the customer experience should be the primary reason you
gather customer feedback.

FEEDBACK FORMS

Successful organizations depend on feedback, whether it comes from customers, the

public or even your own employees. Visual appeal and usability arent the only important factors
in creating your customer feedback form. What youre asking about and the way the questions or
field labels are worded also impact the success and completion rate of your form. As you launch
your feedback form, its important to think about your plan for responding to and acting on the
feedback that you get. Listen to upset users on an individual basis, respond to them, and win
them over if you can. Promising a speedy response to complaints may be one way to increase the
amount of feedback you get.
COMPLAINT RECOVERY PROCESS

1. Apologize. Start by telling the customer personally and sincerely, "I'm sorry." Customers don't
care whose fault the problem was - they want someone to apologize for their inconvenience. So
sincerely apologize on behalf of the organization and take responsibility for the error.

2. Listen and empathize. You need to listen, and you need to care. These are the tools for
service recovery. Listening and empathizing helps customers unwind and feel like they are being
understood.

3. Fix the problem. Once made aware of the situation, the employee must do whatever is
necessary to resolve the problem, as quickly as possible. One of the most effective ways to move
forward is to ask the member what he or she would like to have happen.

4. Follow-up. A few days after you feel the problem has been fixed, follow up. Call the customer
and ask, "Have we fixed everything for you?" and "What else can we do for you?". Make sure
they are satisfied.

It is important to create a service recovery process that includes specifically defined steps
that must be followed.

EMPLOYEE INVOLVEMENT
An employee contributes labor and expertise to an endeavor of an employer or of a
person conducting a business or undertaking and is usually hired to perform specific duties
which are packaged into a job.

GROUP BEHAVIOUR

Category 1: Engaged- employees work with passion and feel a

profound connection to their company. They drive innovation and
move the organization forward.

Category 2: Not-Engaged- employees are essentially checked

out. Theyre sleepwalking through their workday, putting time
but not energy or passion into their work.

Category 3: Actively Disengaged- employees arent just

unhappy at work; theyre busy acting out their unhappiness. Every day, these workers undermine
what their engaged coworkers accomplish.
MOTIVATIONAL THEORY OF INDIVIDUAL EMPLOYEES

THEORY X

Theory X is based on pessimistic assumptions of the average worker. This management

style supposes that the average employee has little to no ambition, shies away from work or
responsibilities, and is individual-goal oriented. Generally, Theory X style managers believe
their employees are less intelligent than the managers are, lazier than the managers are, or work
solely for a sustainable income. Due to these assumptions, Theory X concludes the average
workforce is more efficient under "hands-on" approach to management.
This style of management assumes that workers:

Dislike their work.

Avoid responsibility and need constant direction.
Have to be controlled, forced and threatened to deliver work.
Need to be supervised at every step.
Have no incentive to work or ambition, and therefore need to be enticed by rewards to
achieve goals.

THEORY Y

Theory Y is almost in complete contrast to that of Theory X. Theory Y managers make

assumptions that people in the work force are internally motivated, enjoy their labor in the
company, and work to better themselves without a direct "reward" in return.

This style of management assumes that workers are:

Happy to work on their own initiative.

More involved in decision making.
Self-motivated to complete their tasks.
Enjoy taking ownership of their work.
Seek and accept responsibility, and need little direction.
View work as fulfilling and challenging.
Solve problems creatively and imaginatively.

Theory Y has become more popular among organizations. This reflects workers' increasing
desire for more meaningful careers that provide them with more than just money.
THEORY Z

Maslow stated that people are motivated to achieve certain needs and that some needs
take precedence over others. Our most basic
need is for physical survival, and this will be
the first thing that motivates our behaviour.
Once that level is fulfilled the next level up
is what motivates us, and so on.