BSBCUS501 Assessment 2

Family name Pankaew Given name(s) Paisan
Student ID MSS80170117 Trainer’s name Robert Katrib
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BSBCUS501
Assessment type Assignment  Other Please specify

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MARKER’SCOMMENTS GRADE
BSB50215 Diploma of Business

BSBCUS501 Assessment 2 Version:2.0 Page 1 of 9
TMSS |www.tmss.edu.au Developed by: Michael Buhagiar - Issued:23 May 2018
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Uncontrolled versions when printed Approved by: CEO Review: July 2019
BSBCUS501 Manage quality customer service
Assessment 2
Submission details
This assessment task must be submitted online by the due date specified by your
Trainer/Assessor and Assessment Plan for this unit of competency. Any variations to this
arrangement must be approved in writing by your assessor.
Submit a file with the required evidence attached as per
 Specificationsbelow
 Acknowledgement of original work, free from plagiarism as per AssessmentPlan
 Special needs (considerations if required see Access & EquityPolicy)
 Naming document files when submitting assessments (check AssessmentPlan)
 Identifying the Unit, Assessment Number, student name, student number, date and page
number (preferably) in theFooter
 Assessor’s additional and particularinstruction/s.
Specifications
You must submit 1 electronic document and upload in Moodle.
 BSBCUS501 – Assessment 2– <Paisan Pankaew > – <MSS80170117>

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Performanceobjectives
To provide an opportunity to:
• deliver products and services to customer specifications within organisation’s

business plan
• monitor team performance to consistently meet the organisation’s quality and
delivery standards
• help colleagues overcome difficulties in meeting customer service standards
Case Study:Pret A Manger
Pret A Mangeris an international sandwich shop chain based in the United Kingdom, commonly referred to
simply as "Pret". Founded in 1983, Pret currently has approximately 500 shops in nine countries.
Pret head office staff have to work two weeks in a shop before they take up their duties. This trial period is
an important part of Pret culture. Each team makes the sandwiches it sells and they like to have a say in
the selection of new team members. The success of a shop totally depends on teamwork. To make the
point, the entire team receives a bonus worth about £30 a week if the shop scores well in the weekly
‘mystery shopper’ report. Under-performers stand out and teams don’t want them. In a sense there is a
social contract between members of a team rather than between the company and each employee.
The culture of frequent, objective feedback is very strong. Besides the mystery shopper, stores are
regularly audited financially, for health and safety, hygiene and food quality. Managers receive annual 360-
degree feedback, which is not related to their pay, but is used as a means of self-development.
Whenever a team member is mentioned in one of the hundreds of positive customer letters that are
wallpapered in Pret reception, they receive a prestigious Tiffany star to wear on the uniforms as well as a
mention in the Pret Star newsletter. Everyone in head office works at least one day in sixty making
sandwiches and serving customers and all the trainers, both in-store and at HQ, have worked their way up
through the ranks.

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The feedback culture is matched by one of individual recognition and team rewards. Bruce Robertson,
Pret’s Head of HR, says that the number one reason for their success is the company’s attitude towards
their people – “They’re individuals! You have to allow them to express their own personality.” Ewan
Stickley, Head of Training agrees. He recalls when he was a manager in a Pret store that the nicest thing
anyone said to him was “I like coming here because I get served by human beings.”
The staff salaries are above average in food retail and a package of bonuses, benefits, training and career
progression make it attractive for good staff to remain with the company. One example of this seemed
very valuable – whenever a team member graduates through one of the training programs the company
runs, they are given £50 of vouchers to give away to other team members who helped them with their
training. Perhaps as a consequence of all this, team member turnover is around 90% a year – which sounds
awful but is very impressive compared to an industry average of 250-280% – and a turnover among
managers of around 14%. In a Times newspaper survey of the best companies to work for in the UK, based
on employee feedback, Pret came 10th, ahead of some very well-known blue-chip companies.
There is endless attention to detail. Every sandwich has to be picture perfect. Team members reject a lot
of sandwiches and ingredients during the day. Every person on the team is trained in how to weigh out the
ingredients, to follow hygienic practices, how to follow the recipe cards to make the sandwiches.
They make the sandwiches incredibly quickly. There’s a real rush, accompanied by a loud radio beat, to get
enough sandwiches out in time to open the shop. The baristas are also experts A couple of customers were
obviously well known to the staff because it seemed as though the barista had made their coffee before
they asked for it. The rule is that each coffee has to be served within sixty seconds of the order. When the
busy bell rings, people come up from the kitchen and get to work behind the tills, smiling and greeting each
customer in a really friendly way. The store manager, Anson Read, himself a five-year Pret veteran, says:
“At the end of the day, all we do is sell sandwiches. What really matters is the service. People can see
through the image – they judge you by what you do.”

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Assessment 2a
i. What 4 steps should PretA Manger undertake in order to create a successful product and service
delivery?
Pret A Manger MUST ensure they find food and beverage suppliers that will provide the
freshest of fresh ingredients every time, every delivery. Service delivery with a smile with ‘service
mild’ will always ensure great customer service. General conversation, asking open questions to
better understand customer need, LISTENS to the customer.
Pret A Manger must provide training in all part of customer service. It is essential as part
of this training a major focus on products and building an enormous wealth of product knowledge.
A focus on ‘attention to detail’ providing a clean fresh environment, all staff following grooming
standards also ensuring a clean ironed uniform.
ii. Create three (3) SMART goals for Pret A Manger for the financial year 2018-2019:
SMART goals for Pret A Manger for the financial year 2018-2019 may is:
 Theo first SMART Goal for Pret A Manger must importantly is to be in the top 10 businesses starting
in Australia.
 Secondly, increase by 10 customers weekly of a target market of business managers, in turn these
managers, will bring in their staff to spend and increase profit.
 The third SMART goal is to increase profit by 10% in the six month period leading to June 2019
E.O.F.Y. (end of financial year) Feb 1-June 31 sales must increase to ensure a 10% profit margin.


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Assessment 2b
i. Watch this video of a customer service scenario in a hardware store (accessed 10 May 2018):
https://youtu.be/W6yXonvwRVs Make notes about what you witness, identifying employee strengths
and weaknesses and areas which you feel could benefit from additional support and/or learning. (50-80
words)
Weaknesses
 Not paying attention to customer
 Lock of product knowledge
 No sense of care toward the customer
 Negative body language when communicating with customer
Strengths
 The opportunity to train staff in professional customer service
 Explain to the staff the important of customer service and how essential it is to take care of the
customer.
 Provide training to all staff in customer service including product knowledge.
 Make all staff aware that their responsible to take care of the customer to meet their needs.
ii. Create a self-assessment form that employees could complete in order to evaluate their own customer
service performance.
Section 1: Staff Member Information

Staff Member Name: Duke ID:
Supervisor Name:
Performance Year: Date completed:
Section 2: Self-Assessment
Please attach additional sheets if necessary when answering the following questions:
1. What were your major achievements in the past year?
2. Who are your primary customers and how well have you served them this past year?
3. What are the areas of your performance (behaviors and results) on which you could improve?
Please describe.
4. Are there additional skills or knowledge that would help you more effectively perform your present
job or enhance your skill opportunities? If yes, please list.
5. What goals (specific measurable results) do you expect to accomplish during the next year?

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We have discussed the Staff Member’s Self Assessment.
Staff Member: Date:
Supervisor: Date:
Assessment 2c
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i. Give a brief summary of how problem-solving can be used to help overcome difficulties in reaching
expected customer service standards. Make sure you include an overview of the problem-solving
process. (80-100 words)
The problem-solving that can be used to help overcome difficulties in meeting customer service
standards may is:
 Accept responsibility for failures to meet service standards
 Work collaboratively to solve problems affecting meeting service standards
 Provide training, expertise and resources in order for colleagues to overcome

difficulties in meeting customer service standards
 Access and interpret information relevant to meeting customer service standards and
relay this to staff in an appropriate presentational format
 Oversee and support staff with changes to policy and processes as a result of
difficulties arising.
Some specific etiquette related to the use of email includes:
 Check spelling before sending out the email
 Never write in capital letters as this implies shouting
 Don’t expect an instant reply
 Never send a message when you are angry – if the email sent to you has made you
angry, have someone else read the intended response before you send it out, just in
case.
Some of the strategies to deal with angry customers can include:
 Listen to their issues calmly
 Tell them you empathise with their situation
 Explain that you want to help resolve the issues
 Ask them how you can work with them to help resolve the issues
 Determine what they want as a resolution.

ii. Pret A Manger also has a call centre where customers can order meals over the phone, for delivery
to them in their office. A colleague is struggling to meet the organisational requirement of handling
a customer call in no more than 2 minutes without feeling like she is rushing the conversation. How
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may you be able to help her meet the organisational standards whilst still providing excellent
customer service? (50-80 words)
Be specific in asking questions about their order or the customer’s need to maintain an
element of professional is and courtesy. Remain polite with the customer but tell her you need to
complete the phone call within 2 min.
Service providers must have knowledge in their work. The answer can be answered
accurately and accurately. In the matter of the goods. Present the organization's history,
regulations, policies and procedures in the organization to avoid The damage and the need to learn
from. New technology Increased consistently.

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Family name Pankaew Given name(s) Paisan

Student ID MSS80170117 Trainer’s name Robert Katrib

Unit code Due date

Assessment type Assignment  Other Please specify

BSB50215 Diploma of Business