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
 An honest assessment of your company’s strengths and
weaknesses
 A roadmap and timetable for achieving your goals and objectives

 A description of the products and services you offer

 An explanation of your marketing strategies

 An analysis of your revenues, costs, and projected profits

 A description of your business model, or how you plan to make

money and stay in business
 An action plan that anticipates potential detours or hurdles you
may encounter
 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?          

Open­Ended 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:   Reason:  
Thank you for taking the time to complete our customer 
service survey.

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 activities-
process 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

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
 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 activities-
process 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.