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    Chapter 03 Case Studies

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    ASHIQUL BASHAR, 180061115

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    © All Rights Reserved
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    4:33 PM Sat Dec 10 James Evans Willa M.Lindsay-M..nceExcellence-Cengage Learning (2019) Poe QUALITY jin PRACTICE Harley-Davidson®” Harley-Davidson, Inc. was founded in 1903 by Willam S. Hatley and brothers Arthur and Walter Davison, The compary is wel-known for its high-end cruiser and touring motoreyces, which it design, manufac: tres, and sls in North Ameria, Europe/Middle East! ‘tic (EMEA), AsiaPacic, and Latin Ameria. aso offers other products and services: + arts & Accessories: replacement parts and me- chanical and cosmetic accessories a restaurant, café, retail store, and special event space. The museum strives to provide @ unique epetience thatthe company believes builds and strengthens bends between the brand and eders aswell as the genera publi 1 Other Sewices Harly-Davson aso provides ava- riety of sevies tots independent dealers includ ing service and business management waning programs, customized dealer software packages and delivery of its motorcycles, Products are marketed to retail customers world- wide primariy through advertising and promotional ‘cities via television, print, radio, direct mailings, ' well as electronic advertsing and social networks ‘Aditionaly, local marketing efforts are accomplished ‘through 2 cooperative program with the Harleys in- dependent dealers Competition inthe heavyweight motorcycle mar- ketis based upon a number of factors, including pice, quality, reliably, sting, product features, customer preference, warranties, and availability of financing {the company aso has a Financial Senices divson) ‘Te company bulds its competitive advantage in two ways (1) by supporting the motorcycling lifestyle across a wide demographic range through events, rides, and rales and (2) by making avalible the other products and services described above and financing, ‘ince the 1980s, the company has struggled as it attempted to retain marketshare, Keep union- ‘zed workers satisfied, and develop healthy financial results. Its most recent financial report shows both progress and another round of reinventing ‘self in 2 tough global economy. Harley-Davidson has long ‘been aware of the vital link between marketing and ‘manufacturing. It has also worked for decades to ‘ull brand aviareness and customer loyalty USS. etal purchases of new Harley-Davidson mo- ‘oracles include bath core and outreach customers {and are diverse in terms of age, gender and ethnicity The company defines is US. core customer base as ‘men aver the age of 35 and its US. outreach custom 15 a5 women, young adklls, and ethnicaly diverse ‘adults. Harley-Davidson isthe marketshare leader in US. new motorece registrations in ters of heawy- weight (street legal 65tcce) registrations within all its customer definitions including men over the age (of 35, women, young adults and ethnically diverse ‘adults The average U.S. retal purchaser of 2 new + General Merchandise MotorClothes: apparel and riding geae. * Licensed Products: Thins, vehide accessories, Jevielr, smal leather goods, toys, and numerous other products ‘+ Harley-Davidson Museum: In 2008, the Harley Davidson Museum was opened in Miwaukeo, ‘Wisconsin. The 130,000 square foot adit houses the Harle-Dadson Museum and Arcives, CHAPTER 2 Customer focus 128, Harley-Davidson motorcyle has a median household income of approximately $85,000. More than three- {quarters ofthe U.S. etal ales of new Harley Davidson rmatorcyces ae to purchasers with at least ane year af ‘education beyond high school and 34 percent of the buyers have colege/graduate degrees” arly defines its customer segments for hea. ‘weight (6514 cc) motorcycles as: + Tational(a basic motorcycle which usualy fea tures upright seating for one or two passengers) + Sportbike (incorporates racing technology, aero dynamic styling, low handlebars with a "sport Fiding position and high performance tes) + Cruser (emphasizes sting and indvidval owner customization), + Touring (incorporates features such as sadde- bags, farings, or large luggage compartments land emphasizes rider comfort and lad capacity), and ‘+ Dual (designed with the capability for use on public roads as well as for off-highway recrea- tional use), The company is aso implementing 2 muitigener ational and multicutural customer marketing strategy ‘outside ofthe United States. Asaresul itis establish- ing definitions for cre and outreach customer seq ments outside of the United States, Customer focus s one ofthe key areas of impor tance in the company. This is clearly reflected in Harley-Davidson’ vison We fulfil creams inspired by the many roads of the world by providing remarkable motorcycles and extraordinary customer experiences. We fel ‘the passion for freedom in our customers to ex- ress their ow individuality.” Customer experiences have traitonaly been at the center of much of the companys marketing. To attract customers and achieve its goals, the company nat only participates in motoreye rales, both large ‘and smal, around the world, but also in major motor ‘yce consumer shows, racing activites, music festivals, mixed martial ars activites and other special promo- tional and charitable events. In 1983 they established ‘the Harley Owners Group* concept. Fondly refered to a5 H.O.GS, it quickly became the largest factor sponsored motorcycle club in the world. H.0.G, now has approsimately one milion members worldwide. 156 134 PART1 Principles of Quality This group promotes Harley-Davidson products and the related lifestyle and also sponsors many motorcycle events, including rallies and rides for Harley-Davidson ‘motorcycle enthusiasts throughout the world. In 2010, ‘the company established what it calls a “Creativity Model,” whereby it uses web-based crowd-sourcing a5 a source for its main marketing creative develop- ment. Crowd-sourcing draws on the ideas of passion- ate brand fans around the world to help guide the creative direction of the brand. Harley-Davidson also ‘works closely with outside experts in media, digital marketing, and product placement to expand its mar- keting impact. The company’s manufacturing strategy is designed to continuously improve product quality and produc- tivity while reducing costs and increasing flexibility to respond to ongoing changes in the marketplace. Flexible manufacturing processes and flexible supply chains, combined with cost-competitive and flexible labor agreements, are the key enablers to respond to customers in a cost-effective manner. The ongoing restructuring of the company’ U.S. manufacturing plants, which commenced in 2009, supports the com- anys efforts to become more flexible and cost com- petitive allowing it to get the right product at the right time to the customer. To support its international growth initiatives, the company has built CKD (Corn- plete Knock Down) assembly plants in Brazil and india The CKD plants assemble motorcycles for local markets from component kits produced at U.S. plants and by supplies Key Issues for Discussion 1. How do various dimensions of quality introduced in this chapter align with the quality characteris- tics that are important to Harley-Davidson and its customers? 2. Discuss how Harley-Davidson’s approaches help it to maintain a focus on its customers and enhance customer satisfaction, loyalty, and engagement? You may want to research and include informa- tion from recent annual reports. 4:36 PM Sat Dec 10 ove FOcacnm aA @ chegg.com 6om+Oo Do you see (2) Deere & Co. Chegg Search Deore & Co. 1. How do va... Solved: Skill. | 3 D { . vi rik _approaohey tree > Lat te maintains Cafe cry — end (uate —__—_ Me end and enhance custernes bechpbathen, Hayelty ana agement ___________ Sect pacha = “Thy Ane been stareel hyghest— tn N Lc xtez baat fxr Ghe._past_sevennl gM beseld yg in of ute _hnagoste— -Crmpetstox See 1 y | Mamaba, + Honda cid Duewbe = ————_ 4:33 PM Sat Dec 10 < James Evans Willa M.Lindsay-M..nceExcellence-Cengage Learning (2019) Poe QUALITY in PRACTICE Unique Online Furniture, Inc.” Unique Online Furniture, inc. sells a variety of home furnishings, including bathroom vanities, vessel sinks, faucets, mirrors, light fixtures, and curtain rods, to individual retail clients in the contiguous United States and Canada via several e-commerce websites (UniqueVanities.com, —_UniqueMirrorsOnline.com, UniqueLightFixture.com, UniqueEcoFurniture.com, and UniquelronCurtainRods.cor) The company faces competition from a num- ber of competitors, including CSN Stores, eBay, and ‘Amazon, While these competitors offer brand names and low pricing, they lack close, personal customer relationships and communication. Unique Online Fur- riture exploits these competitive weaknesses in their business model, which is based on the key customer requirements they identified: 1, Affordability: Customers want unique items at affordable prices. 2. Variety: Customers in our market are looking for variety in home furnishing products that they cannot necessarily find in their local brick and mortar stores. 3. Online Purchase Security: When purchasing large ticket items online, our customers want to feel safe and secure during the transaction. 4, Guarantees or Low Risk: Customers want the risks of buying sight unseen minimized, 5, Free or Low-Cost Shipping: Customers want large items delivered to their front door at no additional cost. Unique Online Furniture offers over two thousand unique products across their websites. Their websites offer a secure online buying experience, and the com- pany is registered with the Better Business Bureau They also have a satisfaction guarantee return policy, by which clients can return their item for any reason ‘and are only responsible for the cost to ship it back. If there are any problems with an order, they go above and beyond what the average retailer would do. They handle difficult situations in a timely fashion, specific to the clients needs, and with sincerity and integrity But its the personal attention to individual custo- mers that sets them apart. They provide a very high level of client service throughout the buying process. They have a formal client experience process that client service team members follow (ee Figure 3.14), and Use multiple communication mechanisms—phone, ‘email and live chat—to meet client's communication needs. This includes a video e-mail from the president thanking them for their order and setting expecta- tions, a personal phone call within 24 hours after an ‘order has been received to confirm all details, a ship- ping video e-mail to provide detailed instructions on how to properly receive their large item, a video on eco-friendly solutions on how to dispose of the large amount of packing materials, a gift certificate that can be used on future orders, and a thank-you gift, that is wrapped and mailed to every client. Perhaps more surprisingly, they also treat their suppliers just ike their customers, and recognize the CHAPTER 3 Customer Focus 135 people (many of whom are not recognized within their own organizations) that help them in providing a great client experience. For example, they have sent Christmas gifts to the people they work directly with at each manufacturer. Another innovation is a "You Totally Rock” certificate and a small gift that is sent to cone person from their manufacturers that went above and beyond expectations in helping them out. Through these customer-focused approaches. Unique Online Furniture, Inc. has created a large clientele base and a reputation built upon customer service and quality that sets them apart from competi- tors. And would you be surprised to learn that it's only a fourpperson organization? Key Issues for Discussion 1. How does Unique Online Furniture, Inc.'s key customer requirements compare with the Key Customer-Focused Practices in Table 3.1? 2. Can you suggest other ways to use the Client Experience Checklist (Figure 3.14) to gauge cus- ‘tomer satisfaction levels and/or enhance the cus- tomers positive experience with Unique Online Furniture? CE FOCQTI%~ Mm!) 18 TABLE 3.1 Key Customer-Focused Practices for Quality Management Identify the most important customer groups and markets, considering competitors and other potential ‘customers, and segment the customer base to better meet differing needs. Understand both near-term and longer-term customer needs and expectations (the “voice of the cus- tomer”) and employ systematic processes for listening and leaming from customers, potential customers, ‘and customers of competitors to obtain actionable information about products and customer suppor. Understand the linkages between the voice of the customer and design, production, and delivery processes; ‘and use voice-of-the-customer information to identify and innovate product offerings and customer support processes to meet and exceed customer requirements and expectations, to expand relationships, and to identify and attract new customers and markets. Create an organizational culture and support framework that allows customers to easly contact an organi- zation to conduct business, receive a consistently positive customer experience, provide feedback, obtain assistance, receive prompt resolution of their concerns, and facilitate improvement. Manage customer relationships that build loyalty, enhance satisfaction and engagement, and lead to the acquisition of new customers. Measure customer satisfaction, engagement, and dissatisfaction; compare the results relative to competitors and industry benchmarks; and use the information to evaluate and improve organizational processes. 4:37 PM Sat Dec 10 FOCQ 6% mm < ames Evans lam M.uindsy-M.nceEcnence Cengage teamingiaos) ro (32 EOF Qh FIGURE 3.14 Unique Online Furniture, Inc. Client Experience Checklist Client Experience Checklist Mission Unique Online Furniture, ine. willbe recognized as the Everyday e-commerce shopping experience that has the look and feel of a brick-and-mortar store. We will reat our cients with personal touch points that feel like we shook their hand or gave them a hug. Our dents wil feel confident buying from us sight unseen because we will take care of them. We will accomplish this through a focus on the personal and professional development of the people within our organization. Processing Orders Who's responsible: Sales Specialist All Orders are to be processed within 24 hours 159 ifrreceived by 4 pm CST on a business day (MF), same day; after 4 pm CST, next business day it Places, ‘All phone orders are processed thru website UNLESS unusual] NA\ ‘Order via Phone/ circumstances require thru authorize.net; if processed thru Internet authorize.net, detailed order info needs to be included in notes for client's e-mail reference including initials of processor. (continued) 136 PART 1. Principles of Quality FIGURE 3.14 Unique Online Furniture, Inc. Client Experience Checklist (Continued) Client Confirmation] Client Receives Confirmation E-mail from us, Includes Order] immediate E-mail (Automated) _| status Link, Shipping Info and Return Policy Thank You Client Receives Thank You for Your Order E-mail with Video | Immediate E-mail (Automated) _| Link htip/Awaw-uniquevanities.com/thank-you html Order Received Order Received via Internet Immediate If Client Confirm If no-reply e-mail comes thru, forward the confirmation Immediate Returned e-mail to the client again Undeliverable Confirm Print Order & Check Availabilty with Manufacturer via Phone | 24 Hours Availability with Manufacturer jent Touch Point: | Call Client to Confirm Availabilty & Upsell Other Website | 24 Hours Confirm Order with | Offerings Client via Phone Client Touch Point: | Update Order Status Module with Availability and E-mail Clent. | 24 Hours Confirm Order with | if out of stock or DC, prepare a few similar alternatives that are in Client via E-mail stock (same siz, style, and pricing), Use Client Communication ‘Text Templates, personalize based on dient communications Submit Order E-mail PO to Manufacturer 24 Hours Capture Payment Capture Payment Authorize net or Paypal 24 Hours ‘Manufacturer Confirmations received within timelines below ‘See Timelines (1-3, Confirmation Bus days) Schedule Schedule Transportation According to Manufacturer Immediate After Transportation Guidelines Migr. Confirmation Received Client Touch Point: | Check tracking nfo each evening for all dally pickups, and Same Day as E-mail Tracking Info| Update Order Status Module and E-mail Client. Client tracking | Freight Pick Up email includes ink to video on shipping and receiving instructions na 4:38 PM. Sat Dec 10 < FOCoenm) James Evans, Willa M. Lindsay M.nee Excelence-CengegeLeaming(aos) vor (QE Q tho ‘Schedule ‘Schedule Transportation According to Manufacturer Immediate After Transportation Guidelines Mfgr. Confirmation Received ‘Client Touch Point: ‘Check tracking info each evening for all daily pickups, and ‘Same Day as E-mail Tracking Info | Update Order Status Module and E-mail Client. Client tracking | Freight Pick Up. ‘e-mail includes link to video on shipping and receiving instructions and eco-friendly ways to reuse or recycle packaging materials (website specific) (http:// vaww.uniquevanities.com/shipping -feceiving instructions html and httpwvaniquevanitis conv eco-friendly-package-disposal html). Use Client Communication “Text Templates, personalize based on client communications. Client Touch Point: Gift Certificates Created at Same Time tracking information | Same Day as Mail GC e-mails sent, and mailed next day Freight Pick Up ea Client Touch Point: Mail Thank You Gift (website specific) Every 2 Weeks Mail Thank You Gift Client Service Follow-Up Who's responsible: Operations Client Touch Point: E-mail Product Review (Automated thru Order Status Module) | Automated3Weeks E-mail Product Review After Order Status (Automated) Changedtoshipped (continued) CHAPTER 3 Customer Focus. 137 FIGURE 3.14 Unique Online Furniture, Inc. Client Experience Checklist (Continued) Client Touch Point. | E-mail Survey Monthly E-mail Survey Read Product All product reviews and surveys are to be read. Follow up on | Monthly Reviews/Surveys any concerns presented by clients via phone (primary) e-mail (Secondary). Provide solutions to any concerns. Follow up with a note of thanks to any specific comments of praise. Review in Monthly Team Conference Call Update Testimonials | Post authorized testimonials to website, send e-mail to Monthly Page team with a link forall to read. Review in Monthly Team Conference Call Back Order Follow-Up Guidelines Back Orders If accepting orders that are on backorder, then client must | Schedule be told that you will follow up with them in intervals as follows: if backorder for a month, then will follow up in 2 weeks with an update; if back order for more than a month, then follow up monthiy; create a backup order follow-up list documenting when you followed up. E-mail is OK; phone call is preferred. Document all communication acquisition of new customers, - ‘+ Measure customer satisfaction, engagement, and dissatisfaction; compare the results relative to competitors and industry benchmarks; and use the information to evaluate and improve organizational processes. Expert Answer & This solution was written by a subject matter expert. It's designed to help students like you learn core concepts. Anonymous answered this, 87 answers 1. How does Unique Online Furniture, Inc’s key customer requirements compare with the key Customer-Focused Practices in Table 3.1? Unique Online Furniture’s key customer requirements of affordability, variety, online purchase security, guarantee low risk and low shipping cost are all included directly or indirectly within the key customer focused practices mentioned in table 3.1. Using these principles, they are able to build a large customer based with better customer loyalty compared to competitors on account of their services. For example, affordability comes within understanding customer needs and expectations. 2. Can you suggest other ways to use the Client Experience Checklist (Figure 3.14) to gauge customer satisfaction levels and/or enhance the customer's positive experience with Unique Online Furniture? They could analyze the data collected via the Client experience checklist and use business analytics to get better insights and classify customer segments to better understand needs of customers, the segments which are most satisfied, which segment prefers which type of products, which promotion has highest ROI etc. sy ROSIE'S PIZZERIA”®. Rosie’ Pizzeria is a privately held chain of neighbor- hood pizzerias with over 50 locations in the Midwest that offers full-service dine-in, carryout, and home delivery. Rosie’ competes against such national chains as Pizza Hut, Papa John’, and other local restaurants, yet holds a 45 to 50 percent share in its market area. As part of a new strategic planning process, Rosie's iden- tified growth as a key strategic goal. Because the local ‘market was essentially saturated, however, the executive management team worked on strategies for growing the company for three years and produced no tangible re sults. One of the reasons for the impasse was the lack of sound, factual data. The executive management team had developed three growth strategies, but could not agree on which one to follow because ofa lack ofa fact- based foundation for the decision ‘A project team was formed to tackle this issue, and ‘was given completlatitudeto makeany recommendation for an Italian/pizzeria concept based on customer needs and expectations, ‘The team consisted of the marketing director (team leader), two executive vice presidents, the director of operations, two franchise owners, an exter- nal strategic business partner, and the CEO, who was the team sponsor. The team felt it was necessary to fully ‘understand the voice of the customer, To do this, they ventured out into the community to ask consumers to express their needs and expectations through their ex- petiences. The team completed numerous in-depth one-on-one interviews with consumers both inside and outside oftheir current market area to provide examples of dining incidents these individuals had experienced, seeking “the good, the bad, and the ugly.” Here are some responses from customers of current competitors and potential competitors in other markets. 1, "So there I was, like herded cattle, standing on the hard concrete floor, cold wind blasting my ankles every time the door opened, waiting and waiting for cour name to be called” 2. “And then I saw a dirty rag being slopped around a dirty table!” 3. “The manager said, “That's not a gnat, that’s black pepper’ s0 I said 1 know the difference between black pepper and a gnat, black pepper doesnt have litle wings on i! 4. “When they're that age, going to the bathroom is a full-contact sport—they're reaching and. grabbing at everything, and you're trying to keep them from touching anything because the bathroom isso dirty” Questions for Discussion 1. What were the customers actually saying in the four responses given in this case? ‘Translate them into CHAPTER 3 Customer Focus 145 customer requirements using actionable business language. . In addition to your responses to question 1, the voice of the customer process identified the following customer requirements: food and drinks at their proper temperature, fresh food, meeting the unique needs of adult guests as well as families, exceeding service expectations, an easy to read and understand menu, and caring staff. Suggest how these customer requirements can be translated into production and service delivery processes and activities. Conduct a similar mock voice of the customer process for your school or college. What did you learn? © ‘Anonymous answered this 1,334 answers answer- case? Translate 1. What were the customers actually saying in the four responses given in t them into customer requirements using actionable business language. The customers were actually saying in the following response, in actionable business language: Response 1: Atmosphere of facility is less than desirable; Customer wait time too long Response 2: Cleanliness of facility is less than desirable. Response 3: Cleanliness of facility is less than desirable; Poor response to customer concems. Response 4: Facility unsanitary for children: Cleanliness of facility is less than desirable 2. In addition to your responses to question 1, the voice of the customer process identified the following customer requirements: food and drinks at their proper temperature, fresh food, meeting the unique needs of adult guests as well as families, exceeding service expectations, an easy to read and understand menu, and caring staff. Suggest how these customer requirements can be translated into production and service delivery processes and activities The management of Rosie's has an opportunity to grow by properly identifying the needs and customer expectations. The expectation of ‘food and drinks at their proper temperature, fresh food, meeting the unique needs, etc’ are the identified needs of the customer. The needs, or expected quality, is then translated into production or service specifications. The question could be asked, “How do we meet these needs?” The answer is in translating the expected quality into a design quality, through developing processes, trainings and improving qualities that exceeds the customer expectations. The output is the actual quality received by the customer; fresh food, caring staff and so on. The goal is to exceed the expectations such that the customer has a high quality perception of the restaurant experience. If the organization wants to exceed satisfaction they will “need to pay greater attention to the overall customer experiences that impact perceptions. Was this answerhelpful2 (7 Ko Post a question CAPTAIN MARK’S SEAFOOD___ Jerome, his wife Sandy, and their two daughters were vacationing and visited a popular restaurant, Cap- tain Mark’ Seafood Shack, that has several locations in the eastern United States. The hostess was friendly, and their table location was removed from the general crowd—good for their young children. Jerome observed that their waiter was incredibly attentive to their needs without seeming like he was hovering. Their water and soft drink glasses were never empty, and they never had 146 © -PART1 Principles of Quality felt “alone” enough to engage in the most intimate of family conversations. The waiter also paid a lot of atten- tion to Jerome’s young children. He demonstrated grace and patience, and some humor, while waiting on the de- cision of a 5-year-old girl. ‘The meal service itself was well-timed. All of the dishes came out almost simultaneously. In addition, Jerome had a friend who was running late in joining them for dinner. He had called to let them know what he wanted and Jerome placed his order. When the food arrived, however his friend wasnt there yet. The waiter, without prompting, took his food back to the kitchen to keep it warm until he arrived. Throughout the course of the evening, their waiter consistently, but not con- stantly, checked in to see if their needs were met. Later that evening, one of his children complained of stomach. pains and vomited. The next morning, Sandy called the restaurant, not to complain—as her daughter was fine to ask for more bread: yet, at the same ti in the morning—but rather to let them know to check their food. During that call, she complimented th waiter. A few days later, she received a call from the res- taurant’s corporate office. The representative called to thank her and to let her know that they were sending food inspector to that particular restaurant. There- after, she received a call nearly every day updating her con the progress of the inspection. Finally, she was told. that the restaurant had received a clean bill of health. ‘A few weeks later, Jerome and Sandy received a $200 gift certificate in the mail, even though their daughter's symptoms were probably related to simply overeating! Questions for Discussion 1. Why do you think the restaurant went to such lengths in response to Sandys call? 2. How does this experience illustrate the five customer service dimensions: tangibles, reliability, responsive ness, assurance, and empathy? 3, the family 16 Show transcribed data —= Expert Answer % > 100% (1 rating) This solution was written by a subject matter expert. It's designed to help students like you learn core concepts, Sanjeev K answered this 27,874 answers 1 The restaurant had a culture of great customer service which defined the code of conduct of worker ( who was probably directed to pay special attention to the customers with families with children so that they do not feel unattended) and be particularly concerned about the quality of products / services. The company went ahead to find out any shortcomings on restaurant's part in the incident, so as to ensure that the customer did not feel neglected and all of his /her concerns being attended. Despite of the fact that restaurant came out clean on food quality, it sent a gift coupon to ensure the customer delight, winning him /her over for the next visit and building trust / goodwill which would also help referrals in future. 2. The dimensions are discussed in a way listed below (i) Tangibles - Quality of customer care, appearance and demeanour of hostess, cleanliness and privacy, sense of humour of staff. (ii) Reliability - Restaurant going extra length to ensure that the quality of its food items was as per norms and no violations took place. (i) Responsiveness- The attendant ensured that all needs of customer was promptly attended to and fulfilled, (iv) Assurance - The staff exactly knew what the family customers wanted, so he /she arranged for a secluded place, attended them with warmth, while still respecting their privacy and made them feel happy. (v) Empathy- The restaurant staff and management was particularly concerend about the comfort, convenience and well being of the customers, during and after the servicd delivery. Was this answer helpful? wot Ho Post a question ‘Answers from our experts for your tough homework questions 20 questions left - Renews Jan. 3, 2023 AESSICA'S SHOPPRIG EXPERI Jessica shopped at two different retail clothing stores in a shopping mall. At store A, she was greeted by a girl on a ladder working on changing the promotions for the next day who did not ask if she needed help anything. She walked to the back to look at the clear- ance items, where she observed an associate pretending to fold a table, but was actually hiding his phone. No one checked on her the entire time. She had to wander around the store to find someone to let me into a fitting room and once she was in the fitting room, no one asked if she was doing okay. She asked the associate if she could check whether a certain size was in stock, but the associate said that her system couldnt do that. When Jessica went to check out, it took some time for anyone to notice if she was at the register. While processing the transaction, the associate was having a side conversa- tion with another coworker and did not interact with her at all. The computer ran slow. At store B, she was greeted from the moment she walked in the store and asked if she needed help finding, anything, The associate who greeted her made sure that Jessica knew about all the promotions inthe store before leaving her to browse. ‘The associate often came back to check on her, and would take items back to a fitting room for her as she continued browsing. She checked on her in the fitting room, and helped her find a dress online, which they did not have in the correct size in the store, Questions for Discussion 1. Contrast Jessica experiences at these two stores. How would her experiences impact her satisfaction and loyalty? 2. Discuss what attributes Jessica might define as dis- satisfiers, satisfiers, and exciters/delighters using the Kano model. 4:48 PM Sat Dec 10 one Fee 66% mm 1 chegg.com Show transcribed data Expert Answer & 5 100% (1 rating) This solution was written concepts, subject matter expert. It's designed to help students like you learn core Anonymous answered this 10,323 answers Answer 1= If we look at the first store, i.e, store A, the overall response of Jessica towards the service provided by the store will be unsatisfactory as no one in the store gave any type of attention or asked her about the type of product she is looking for or how the staff can help her to find the right product. This seems a very displeasing environment and situation for any customer and it will result in no loyalty and a high level of customer dissatisfaction. On the other hand, the Store B was quick to address Jessica and got the required help and assistance and every staff seems to be focused on the customer's service, then this is called a high response service situation that will help the customer to develop a high level of satisfaction and loyalty. Answer 2= Dissatisfiers= This can be seen as the expected feature or trait of the service that is required to be present in the service. In the given case, the no attention given to the customer, unaddressed requirements, and no help from the staff can be seen as the dissatisfiers Satisfiers= This can include the various products or service traits that can make the customer satisfied. In the given case, greeting from the staff, help from the staff, quick order processing can be seen as the satisfiers, Exciter: can be seen as a repeated assistant from the staff, proper communication can be seen as the exciters that can make Jessica loyal customers of store B This can be seen as the unexpected service provided by the staff or the company. This Was this answerhelpful? (ty. 1 mo Post a question Answers from our experts for your tough homework questions 20 questions left - Renews Jan. 3, 2023 NEWCRAFT ALE MICROBREWERY. You have been appointed General Manager of Neweraft Ale Microbrewery, a popular downtawn pub in a major city, after working there for several years asa waite and recently a shift manager. Newcraft Ale has locations in six rgional cites and operates a corporate website, One ofthe features ofthe website isa customer feedback sec: tion that is sent directly tothe corporate VP and to the appropriate General Manager. After your frst weekend fon the job, you received the following comment: We had a lousy service experience last Saturday ‘at your restaurant. We eat there several tines a ‘year before the theater and haa 6:15 reservations, with which we are usually done eating including

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