Assessment Tool

Unit Details BSBREL401 Establish networks (Release 1)

This is a summative assessment, which requires each

Assessment
student to have adequate practice prior to undertaking this
Type assessment

Questions and answers Assessment 1

(11 written questions)

Assessment 2
(Students must identify and report on business

Project networks as well as participate in and report a

networking opportunity)

Assessment 3
Assessment Project
(Students must prepare for, and participate in, a
speed-networking events to promote a business
of their choice and network with others)
Methods
Assessment 4
(Students must negotiate a successful outcome

Project on behalf of the business, as well as identify an

appropriate solution to a difficult business
situation)

Assessment 5
Project (Students must review and report
improvements to promotional activities)
on

Last Modification Date April 2021

Proposed Review Date April 2022

Assessment Information

The assessment tasks for BSBREL401 Establish networks are included in this Student Assessment
Tasks booklet and outlined in the assessment plan below.

To be assessed as competent for this unit, you must complete all of the assessment tasks satisfactorily.

Assessment Plan

Assessment Task Overview

1. Written Questions You must correctly answer all written questions.
2. Networking Project You must identify and report on business networks as well as
participate in and report on a networking opportunity.
3. Business promotion project You must prepare for, and participate in, a speed-networking
event to promote a business of your choice and network with
others.
4. Business negotiation You must negotiate a successful outcome on behalf of the
project business, as well as identify an appropriate solution to a difficult
business situation.
5. Promotional activities review You must review and report on improvements to promotional
activities.

Assessment Preparation
Please read through this assessment thoroughly before beginning any tasks. Ask your assessor for
clarification if you have any questions at all.

When you have read and understood this unit’s assessment tasks, print out the Student Assessment
Agreement. Fill it out, sign it, and hand it to your assessor, who will countersign it and then keep it on file.

Keep a copy of all of your work, as the work submitted to your assessor will not be returned to you.

Assessment appeals
If you do not agree with an assessment decision, you can make an assessment appeal as per your RTO’s
assessment appeals process.

You have the right to appeal the outcome of assessment decisions if they feel they have been dealt with
unfairly or have other appropriate grounds for an appeal.
Naming electronic documents
It is important that you name the documents that you create for this Assessment Task in a logical manner.
Each should include:
 Course identification code
 Assessment Task number
 Document title (if appropriate)
 Student name
 Date it was created
For example, BSBREL401 AT2 Networking Plan Joan Smith 20/10/18

Additional Resources
You will be provided with the following resources before you begin Assessment Task 2

 Networking Plan Template

 Networking Report Template

Assessment Instructions

Each assessment task in this booklet consists of the following:

Assessment Task Cover Sheet

This must be filled out, signed and submitted together with your assessment responses.
If you are submitting hardcopy, the Cover Sheet should be the first page of each task’s submission.
If you are submitting electronically, print out the cover sheet, fill it out and sign it, then scan this and
submit the file.

The Assessment Task Cover Sheet will be returned to you with the outcome of the assessment, which will
be satisfactory (S) or unsatisfactory (U). If your work has been assessed as being not satisfactory, your
assessor will include written feedback in the Assessment Task Cover Sheet giving reasons why. Your
assessor will also discuss this verbally with you and provide advice on re-assessment opportunities as
per
your RTO’s re-assessment policy.

Depending on the task, this may include

 resubmitting incorrect answers to questions (such as short answer questions and case studies)
 resubmitting part or all of a project, depending on how the error impacts on the total outcome of the
task
 redoing a role play after being provided with appropriate feedback about your performance
 being observed a second (or third time) undertaking any tasks/activities that were not satisfactorily
completed the first time, after being provided with appropriate feedback.
Assessment Task Information
This gives you:
 a summary of the assessment task
 information on the resources to be used
 submission requirements
 re-submission opportunities if required

Assessment Task Instructions

These give questions to answer or tasks which are to be completed.
Your answers need to be typed up using software as indicated in the Assessment Task Instructions.

Copy and paste each task’s instructions into a new document and use this as the basis for your
assessment task submission. Include this document’s header and footer.

If you are submitting electronically, give the document a file name that includes the unit identification
number, the task number, your name and the date.

Checklist
This will be used by your assessor to mark your assessment. Read through this as part of your
preparation before beginning the assessment task. It will give you a good idea of what your assessor will
be looking for when marking your responses.
Student Assessment Agreement

Make sure you read through the assessments in this booklet before you fill out and sign the agreement
below.

If there is anything that you are unsure of, consult your assessor prior to signing this agreement.

Have you read the assessment requirements for this unit?  Yes  No
Do you understand the requirements of the assessments for this unit?  Yes  No
Do you agree to the way in which you are being assessed? Yes  No
Do you have any specific needs that should be considered? Yes  No
If so, explain these in the space below.

Do you understand your rights to re-assessment? Yes  No

Do you understand your right to appeal the decisions made in an assessment? Yes  No

Student name

Student number

Student signature

Date

Assessor name

Assessor signature

Date

Assessment Task 1 Cover Sheet

Student Declaration
To be filled out and submitted with assessment responses
 I declare that this task is all my own work and I have not cheated or plagiarised the work or colluded
with any other student(s).
 I understand that if I If I am found to have plagiarised, cheated or colluded, action will be taken
against me according to the process explained to me.
 I have correctly referenced all resources and reference texts throughout these assessment tasks.
Student name

Student ID number

Student signature

Date

Assessor declaration
 I hereby certify that this student has been assessed by me and that the assessment has been carried
out according to the required assessment procedures.

Assessor name

Assessor signature

Date

Assessment outcome S NS DNS Resubmission Y N

Feedback

Student result response

My performance in this assessment task has been discussed and explained to me.
 I would like to appeal this assessment decision.
Student signature

Date

A copy of this page must be supplied to the office and kept in the student’s file with the evidence.
Assessment Task 1: Written Questions

Task summary
This is an open book test, to be completed in the classroom.
A time limit of 1 hour to answer the questions is provided.
You need to answer all of the written questions correctly.
Your answers must be word processed and sent to the assessor as an email attachment. 

Required
 Access to textbooks/other learning materials
 Computer and Microsoft Office
 Access to the internet

Timing
Your assessor will advise you of the due date of this assessment.

Submit
 Answers to all questions

Assessment criteria
All questions must be answered correctly in order for you to be assessed as having completed the task
satisfactorily.

Re-submission opportunities
You will be provided feedback on their performance by the Assessor. The feedback will indicate if you
have satisfactorily addressed the requirements of each part of this task.
If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you
written feedback along with guidance on what you must undertake to demonstrate satisfactory
performance. Re-assessment attempt(s) will be arranged at a later time and date.
You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt
with unfairly or have other appropriate grounds for an appeal.
You are encouraged to consult with the assessor prior to attempting this task if you do not understand any
part of this task or if you have any learning issues or needs that may hinder you when attempting any part
of the assessment.
Written answer question guidance
The following written questions use a range of “instructional words” such as “identify” or “explain”, which
tell you how you should answer the question. Use the definitions below to assist you to provide the type of
response expected.
Note that the following guidance is the minimum level of response required.

Analyse – when a question asks you to analyse something, you should do so in in detail, and identify
important points and key features. Generally, you are expected to write a response one or two
paragraphs long.

Compare – when a question asks you to compare something, you will need to show how two or more
things are similar, ensuring that you also indicate the relevance of the consequences. Generally, you are
expected to write a response one or two paragraphs long.

Contrast – when a question asks you to contrast something, you will need to show how two or more
things are different, ensuring you indicate the relevance or the consequences. Generally, you are
expected to write a response one or two paragraphs long.

Discuss – when a question asks you to discuss something, you are required to point out important issues
or features and express some form of critical judgement. Generally, you are expected to write a response
one or two paragraphs long.

Describe – when a question asks you to describe something, you should state the most noticeable
qualities or features. Generally, you are expected to write a response two or three sentences long.

Evaluate – when a question asks you to evaluate something, you should do so putting forward arguments
for and against something. Generally, you are expected to write a response one or two paragraphs long.

Examine – when a question asks you to examine something, this is similar to “analyse”, where you
should provide a detailed response with key points and features and provide critical analysis. Generally,
you are expected to write a response one or two paragraphs long.

Explain – when a question asks you to explain something, you should make clear how or why something
happened or the way it is. Generally, you are expected to write a response two or three sentences long.

Identify – when a question asks you to identify something, this means that you are asked to briefly
describe the required information. Generally, you are expected to write a response two or three sentences
long.

List – when a question asks you to list something, this means that you are asked to briefly state
information in a list format.

Outline – when a question asks you to outline something, this means giving only the main points,
Generally, you are expected to write a response a few sentences long.

Summarise – when a question asks you to summarise something, this means (like “outline”) only giving
the main points. Generally, you are expected to write a response a few sentences long.
Assessment Task 1 Instructions

Provide answers to all of the questions below:

1. Explain the concept of networking and discuss at least five benefits of networking.
Answer :
In the business world, networking it self can be defined as establishing relationships with
many people, regardless of the benefits of the present but also the future. Or networking is
the process of establishing a mutually benefical relationship with other business people and
potential clients and/or customers. The primary purpose of networking is to tell others about
your business and hopefully turn them into customers.
The benefits are:
 Shared Knowledge
Networking is great for sharing ideas and knowledge. Whether it’s asking for
feedback or discussing your point of view, it will help you expand your knowledge and
allow you to see things from another perspective. It is also likely that within a group
there will be those who have already been where you are today. This provides you
with an opportunity to learn and avoid some of the common pitfalls they experienced.
 Opportunities
It’s natural that networking will result in opportunities. The thing you will not know is
when or how they will materialise. Whether it’s a referral, offer partnership or request
for your service or product, it is important to be ready to seize opportunities when
they come along.
 Connections
Remember you are not just gaining exposure to the people in the room, you are
building connections with their network too. If someone they know has a need that
matches your business, if you have made an impression, you will likely get a referral.
And remember it’s not just a one-way street. If someone in your network matches a
business you encounter at an event, don’t hesitate to share their details. It will only
strengthen your relationship.
 Increased confidence
By regularly networking, and pushing yourself to talk to people you don’t know, it will
help increase your confidence. This is an important attribute as a business owner,
because your business growth is dependent on talking to people and making
connections.
 Raising your profile
Being visible and getting noticed is a big benefit of networking. By regularly attending
business and social events, people will begin to recognise you. This can you help to
build your reputation as a knowledgeable, reliable and supportive person by offering
useful information or tips to people who need it. You are also more likely to get more
leads and referrals as you will be the one that pops into their head when they need
what you offer.
2. Identify and briefly describe at least three ways that an employee could use to establish and
maintain business relationships in order to develop business opportunities
Answer:
 Focus on Exceptional Communication
Timely, efficient communication should be a priority. Of course, communication with a
single client should not consistently and unreasonably encroach on your personal
time or negatively affect your productivity. However, being available demonstrates
that your client’s project and satisfaction are important to you. In addition to timely
and thorough communication, you can also build a strong client relationship by
making your clients feel comfortable being open and honest with you. They should
feel that their ideas and concerns will be taken seriously.
 Acknowledge Your Client as an Individual
While your relationship with your client is of a professional nature, acknowledging
that you see them as a person—that is, more than just a paycheck—can go a long
way. The extent to which this personal connection is appropriate will vary depending
on your industry, client type, and the individual client’s personality. If you know your
client is a parent, you may simply ask how their children are doing. If you have a
closer relationship with your client, something more personal such as emailing them
a news article about their favorite musician might be appropriate and appreciated.
 Exceed Expectations
One of the best ways to help build strong client relationships is to develop a
reputation as an independent professional who delivers exceptional results. Make
sure that you don’t oversell yourself and promise unrealistic results. By setting
reasonable expectations, you give yourself the opportunity to completely impress the
client with the final project and position yourself as someone they would like to
continue to work with.

3. Explain formal and informal business networks and give an example of each.
Answer:
 Formal business networks include our professional relationships with colleagues,
within our agency or our inter-agency network. It also includes relationships with
representatives from other organisations who are stakeholders in the work of our
service agency. These include government bureaucrats, referring agencies and other
professionals that we meet at inter-agency and other meetings.
 Informal Networks are those relationships which are formed through our work
contacts but do not have a direct relationship to our work. The people in this network
might include former colleagues, people we have become friends through our work,
and other people whose views and advice we value. The meetings with such people
do not occur in a formal situation but rather in a social context. Such settings could
include a chat over the phone, email messages, drinks after work, or coffee on
weekends. Informal networks can be invaluable for our work practice. Examples are
the isolated worker who can gain great support from a friend who is an experienced
community service worker or the worker moving into new areas of community service
work who can gain a lot from talking with a friend who has worked in that area for
years.
4. Using the Internet, identify an association or network in your state or territory that a Manager
may wish to join to develop business networks. Write down the name of the association or
network, its purpose and at least one benefit of joining the association.
Answer:
ABM Investama. PT ABM Investama Tbk exists as an integrated energy company that
manages a synergized mining business ecosystem. Covering highly competence number of
subsidiaries in their respective fields, ABM gives answers to all the questions regarding
mining needs through end-to-end one stop mining solutions. Through the Mining Value
Chain concept, ABM increases its efficiency of the supply chain for mining and energy
demand, starting from the fields of energy resources, mining services and energy, and also to
supporting infrastructure services for mining and energy. The implementation of Mining Value
Chain synergizes all subsidiaries to collaborate as one whole unit in mining operations
effectively, therefore providing business resilience for our partners.

5. List four characteristics of an effective business negotiator. For each characteristic, explain
why this is important for effective business negotiation.
Answer:
 Leave little to chance
Win/Win negotiators know this: everything that can go wrong just might. Negotiation
is a dynamic process with numerous moving parts, all of which are negotiable.
 Be patient, persistent and creative
Advantage always goes to the patientnegotiator who persistently pursues
creativewin/win solutions. Negotiation is a complex process that takes time. Progress
usually comes in small increments. Impatient negotiators who lack persistence often
leave potential results on the table and make costly mistakes. The most successful
and effective negotiators are the most creative. Good solutions eventually come to
those with the patience to wait for them, the persistence work for them and the desire
to produce innovative win/win results. And don’t forget, some of the more difficult
negotiations will likely call for quite a bit of stamina.
 Listen, listen and then listen some more
The most successful/effective negotiators spend far more time listening and asking
questions than they do talking. Gathering information and then thoroughly
understanding that information takes precedence over sharing information. Once you
fully comprehend your counterpart’s frame of reference, it’s easier to know what to
share and how to share it in order to build trust and move the negotiation forward.
 Be sensitive to nonverbal cues
Not only are successful/effective negotiators sensitive to nonverbal cues, they can
also read the ones that actually matter. Experienced negotiators are really good at
sending nonverbal cues meant to disguise information, and in some cases, outright
deceive their counterparts. Win/Win negotiators focus on two nonverbal sources that
are difficult (not impossible) for inexperienced negotiators to control: the eyes and the
voice. Believe it or not, people’s eyes and voice can provide valuable nonverbal
information about both the relationship and the emotional state of the parties in a
negotiation. When messages delivered verbally conflict with messages delivered
nonverbally from the eyes and voice, experienced negotiators tend to attribute more
credibility to the nonverbal messages.
6. Briefly explain the concept of a win-win negotiation.
Answer:
Business negotiators understand the importance of reaching a win-win negotiation: when
both sides are satisfied with their agreement, the odds of a long-lasting and successful
business partnership are much higher. But concrete strategies for generating a win-
win negotiation contract often seem elusive. A win-win negotiation is a careful exploration of
both your own position. And that of your opposite number, in order to find a mutually
acceptable outcome that gives you both as much of what you want as possible. If you both
walk away happy with what you have gained from the deal, then that is a win-win. In an ideal
win-win situation, you will find that the other person wants what you are prepared to trade,
and that you are prepared to give what he or she wants. If this is not the case, and one of you
must give way, then it is fair to negotiate some form of compensation for doing so. But both
sides should still feel comfortable with the outcome. Establishing a strong position is a good
starting point for a negotiation. But if you become too entrenched, conflict can quickly arise
and the discussion may break down. You can avoid this by using a form of win-win
negotiation called "principled negotiation."

7. List three factors that would make a negotiation more likely to succeed.
Answer:
 Preparation
First, walk around the case to be settled: do a 360° analysis. Most people make
the mistake of just looking at their case from their own perspective. The skilled
negotiator looks at it from all sides. It is better to identify the weaknesses of your case
before the negotiations start, because invariably the other side will very quickly point
out the shortcomings of your assessment. One technique that helps negotiators
assess their case from all perspectives is to move to another desk or office and take
a long hard look at the case as if you were representing the other side. Physically
moving often enables a negotiator to see the case more clearly, and this “shoe-
switching” technique makes it a lot easier to scrutinize the case from a very different
perspective.

Second, as the topics to be negotiated are identified, it is helpful to consider the

background, history and chronology of events that brings everyone to the table. Do
not hesitate to identify both the disputed and undisputed facts. Before entering any
negotiation, identify all areas of agreement, no matter how trivial they seem. Perhaps
it is as simple as agreeing that everyone entered into the contract with high hopes for
the business venture. By identifying and acknowledging areas of agreement, it
becomes easier to resolve the substantive topics.

Third, it is not only important to identify all the issues to be resolved, but also to
lay those issues out very succinctly at the beginning of the negotiation session.
Hiding an issue or holding something back until everything else has been resolved is
a major reason that direct negotiations fail. Clearly identify all the issues that are to
be resolved – essentially outline them in a straightforward, bullet point fashion.

Fourth, never, link a demand or offer when initially identifying the issues. Just
identify the issues to be resolved and do not rank or otherwise indicate which ones
are more significant. Weave in the important with the lesser important issues. Until all
sides involved in the case identify all of the issues, it is premature to put forth an
initial number.
 Fifth, and this technique separates the great negotiators from the novices: for
every issue to be negotiated and resolved, attempt to generate three potential
options before you ever start negotiating. There is an old saying that  “The negotiator
who walks into the room with the most options wins!” Trying to think of options, while
at the negotiation table and attempting to think clearly under pressure, is a recipe for
major mistakes.

 Time
First, allow a sufficient amount of time to complete the negotiations. If the topic is
important, involves multi-parties, or is multi-faceted, then 10 or 15 minutes is not
enough time to discuss each item in a meaningful manner. No matter how much time
is budgeted for the initial negotiation session, if a resolution cannot be reached, then
schedule a second meeting. Decisions made under time pressure are usually the
ones we most regret making.

Second, in a typical case, when attempting to negotiate a complete settlement,

allowing an hour per issue can be a good rule of thumb. Often when people sit down
for the first time to negotiate a settlement, there is the “dance of the
peacocks.” Negotiators who are able to avoid this initial “puffing” session can reduce
the negotiation time. Making outrageous demands that have no relevance to the facts
or offers that are so low as to be insulting only fan the flames of distrust. Personal
attacks take a lot of time away from negotiating a settlement, and do nothing to
generate trust. It is worth remembering that “You get more with honey than vinegar.”

Third, time can be saved if the negotiators exchange their concise lists of the
topics to be resolved, before they meet. Although few use this strategy, it saves a
significant amount of time, since everyone has a chance to gather information and
assess the issues prior to walking into the negotiation. It is very helpful to see if
everyone came up with the same list of topics to be negotiated. When the other side
identifies new items, it allows you time to re-analyze the case. It also provides time to
generate options

 Communication: Listen first, then speak their language

If people cannot communicate effectively, they cannot exchange information, and
without the ability to exchange information there is nothing to negotiate. Two key
factors regarding good communication are: listen carefully and speak their language.
First, most people do not listen to anyone who is expressing a different point of view.
Everyone is just waiting for his/her turn to talk or is mentally creating a rebuttal. Listen
– really listen, and then summarize what you understood the speaker to say. If the
speaker does not feel that you got it right, then ask them to repeat their key points,
and then try summarizing again. This technique provides two distinct psychological
benefits for any negotiation: subconsciously, the speaker understands that you are
interested in resolving the matter, which in turn makes it more likely that he/she will
listen when you speak, and they may be more likely to trust you and the information
that you provide. Second, speaking their language means using similar words and
relating a response to the speaker’s “time orientation.” 
8. Briefly discuss three effective conflict resolution techniques that you could use when dealing
with a difficult client or customer.
Answer:

 Listen: Give your client time to speak their mind, share their story, and explain their
frustrations uninterrupted and listen to what they have to say. Often clients that leave
one agency for another do so because they didn’t feel heard.
 Acknowledge and show empathy: When the client is done explaining the situation to
you, take time to acknowledge their feelings. Repeat back the key concerns they
have to show that you listened and understand. If you need to, ask non-judgmental
questions to gather more information. And then, It is important to your clients that you
care about their concerns and the problem at hand. They want to know that it
concerns you as well. Take a moment to consider the client's perspective, why they
are upset and how the situation affects them. Let them know that you are sorry, you
care and you are doing everything you can to reach a positive solution.
 State the facts and explain the solution: So far the conversation around the conflict
has been focused on the client, their concerns, their needs, and making them feel
heard, acknowledged, and understood—and you have done so without defending
you or your team or arguing with the client in any way. Now you need to objectively
and clearly state the facts about the situation. Communicate the who, what, where,
when, why, and how and leave emotion out of it. With a clear understanding of the
problem and the objective facts, it is time to explain the solution to your client. In
some cases, you will have a solution ready to present with them on the spot, in
others you are explaining the process of what will happen next and how you
recommend a solution be reached.

9. List four ways to build positive relationships within a workplace

Answer:
 Respect: teams working together with mutual respect  value one another's input, and
find solutions based on collective insight, wisdom, and creativity.
 Self-awareness : this means taking responsibility for your words and actions, and not
letting your own negative emotions impact the people around you.
 Inclusion: don't just accept diverse people and opinions, but welcome them! For
instance, when your colleagues offer different opinions from yours, factor their
insights and perspective – or "cultural add " – into your decision-making.
 Open communication: all good relationships depend on open,
honest communication . Whether you're sending emails or IMs, or meeting face-to-
face or on video calls, the more effectively you communicate with those around you,
the better you'll connect.

10. Explain the purpose of a relationship management plan and how it can assist in developing
and maintaining business relationships.
Answer:
Business Relationship Management (BRM) is a philosophy, capability, discipline, and role
to evolve culture, build partnerships, drive value, and satisfy purpose. A Business
Relationship Management Capability is everything it takes, both visible and behind the
 scenes, to nurture relationships in an organization, creating a limitless supply of energy
necessary to evolve culture, build partnerships, drive value, and satisfy purpose. This
management can occur between a business and its customers or between a business and
other business. Relationship management aims to create a partnership between an
organization and its patrons, instead of viewing the relationship as merely transactional.
Relationship management plan involves strategies to build client support for a business and
its offerings and increase brand loyalty. Most often relationship building occurs at the
customer level, but it is valuable between businesses as well.
BRM have a principles: (1) Measurement and analysis-The goals of BRM require that
its concepts and principles be identifiable and measurable. Given the model, a person should
be able to identify the business relationships that they are engaged in, and measure them in
terms like quantity or duration. The same holds for any aspect of BRM, such as type, role, or
principle. (2) Purpose-Every business relationship has a purpose that requires the
participation of multiple roles to accomplish. The purpose of a given business relationship is
discrete and quantifiable. (3) Reputation and trust-The BRM model should attempt to model
and quantify reputation and trust. Every relationship, and every interaction within it,
contributes to reputation. Reputation mitigates risk and reduces friction within business
processes. Concern for reputation incentivizes good behavior. (4) Governance-The goal of
effective business relationship governance is achieving both cooperation and coordination
between business actors. (5) Boundaries-The BRM model should define the boundaries of
business relationships within the larger continuum of interpersonal relationships. In addition to
governance issues, the model should examine if there are optimal levels of personal
connection, and whether they differ by type, role, or other attribute. The model should help
define boundaries that optimize effectiveness while supporting good governance practices.
(6) Exchange and reciprocity-The BRM model of exchange and reciprocity must extend
traditional dimensions to account for not only financial exchange, but also time, money,
knowledge, and reputation exchanges. These are a key feature of business relationships .

11. List three ways of getting feedback on the effectiveness of promotional activities.
Answer:
 Provide Proactive Live Chat Support
Live chat can address many issues. For example, it can help customers who are
unable to locate the items they seek or answer questions about availability, payment,
shipping, etc. As with other types of feedback, the quality of your response plays a
critical role in achieving optimum results. You should do your best to make sure all
customer questions are addressed promptly and with helpful information for your
customer.
You can increase the efficiency of your online chat by making it proactive: set the
live chat window to appear whenever a customer has been reading a page for a long
time, for example, 20 seconds. Chat support can help a company get closer to its
customers by better understanding their needs and challenges. It also helps identify
 patterns if there are any recurring issues and helps find long-term solutions for those
issues.
 Call your customers regularly
Calling customers is a highly personalized way to seek customer feedback. This
method is proactive and generates the best responses. The advantage of this
method is that you get firsthand feedback, straight from the customer. Moreover,
hearing your customers’ voices and tone provides an opportunity to sense their
satisfaction. The key here is that the person making the call should come across
as genuinely wanting to help or benefit the customer, and not as someone
conducting a mere formality or a sales call. When executed well, it strengthens the
customer relationship and makes your customers feel valued.
To get the most out of this method, contact customers at appropriate times.
Studies have shown that customers are more likely to respond between 8 am
and 9 am and between 4 pm and 5 pm. Lunchtime, between 1 pm and 2 pm is the
absolute worst time to call. This method is effort-intensive, and so you should reserve
it for high-potential customers or customers with a long-standing relationship.
 Display Positive Customer Feedback
Displaying customer feedback on your website has numerous advantages. First,
it serves as motivation and recognition for the customers who have shared feedback
and makes them feel more valued. Another key advantage is that it encourages
other customers to provide feedback because they see that it will not go
unattended. Studies show people are encouraged by the behavior of others, and
once they see others acting in a certain way, they feel confident to behave that way,
as well. This is equally true for feedback. If customers see more and more people
sharing feedback, they are more likely to share their experience. Reviews should
appear genuine, with the customer’s full name and organization or location, if
available. Some companies resort to fake reviews, but customers are intelligent
enough to differentiate between real and fake reviews.
Assessment Task 1 Checklist

Student’s name:

Completed
Did the student provide a sufficient and
successfully Comments
clear answer that addresses the
suggested answer for the following? Yes No

Question 1  Well done

Question 2  Well done

Question 3  Well done

Question 4  Well done

Question 5  Well done

Question 6  Well done

Question 7  Well done

Question 8  Well done

Question 9  Well done

Question 10  Well done

Question 11  Well done

Task Outcome: Satisfactory  Not Satisfactory 

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Assessor name

Date