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LBSMK 2004 SERVICES MARKETING personal evaluation project (PEP) - Literature review Example

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1.0. Introduction Statistics revealed that on the average, a business establishment loses 10 to 30 per cent of its clients in a year. Ironically businesses are not even aware of such details on which clients were lost, or when and why they were lost. Another equally significant unknown to practically most businesses is how much revenue and corresponding profit had been lost as a consequence of customer decay (Hill, 2006)…
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LBSMK 2004 SERVICES MARKETING personal evaluation project (PEP)
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"LBSMK 2004 SERVICES MARKETING personal evaluation project (PEP)"

Download file to see previous pages Yet, the causes of such dissatisfaction are varied and extensive. The concept of “satisfaction gaps” emerged from marketing research, which is the difference between customer expectations and their corresponding experience. This paper will attempt to propose a solution to such gap in a marketing-related problem of a service establishment. 2.0. Critical Analysis of the Issue and Literature Review 2.1. The Problem For the purpose of anonymity and confidentiality dictated by research ethics, the business establishment which will be discussed in this paper will be called simply as Company X (Bryman and Bell 2007). Company X is a technology service company whose specialisation is laptop, desktop and cellular phone repair. It was established in 2000 and is located in Eastern-Central Britain. The establishment showed good performance in its first three years of operation. This was mainly the reason why Company X was sub-contracted by a Northern European mobile phone company in 2004 to serve its clientele in the geographic area covered by Company X, for repair and replacement of parts, if necessary. Subcontracting with the mobile phone company lifted the spirits of both management and technicians. The technicians performed well and helped generate both revenue and more patrons for Company X. Mobile phones which were already off-guarantee period were still being brought by former customers mainly because of their prompt service and technical know-how. Things went well for Company X that its sub-contracting functions with the mobile company was renewed for three-consecutive years. In 2008, a laptop and desktop manufacturer based in the North America commissioned Company X as one of its official service centres. Management was ecstatic. Its 10 best technicians were offered training packages to further hone their skills while the remaining 22 technicians were left to attend to the service needs of their growing clientele. Management promised that the rest of the technicians will also attend training in two batches after the 10 have returned to resume their tasks. While the company operated for only 12 hours each day, technicians worked in three eight-hour shifts, or seven technicians per shift. When job orders increased to levels where the technicians can no longer put-up with the deadlines they set for completion of the service requests, management opted for overtime with pay instead of hiring new technicians. The rationale volunteered by management is that hiring new technicians will not ensure that deadlines will be met since they would not be sure if the applicants can deliver up to management expectations by simply looking at their resumes. With an additional sub-contracting project and fewer technicians to work on repair orders, problems started to surface. To date, absenteeism became rampant. Patrons are starting to be dissatisfied with the service jobs they requested. Technicians who used to be accommodating and interacted with customers with a smile have turned grumpy. Customers have aired their complaints with customer service. The mobile company had threatened not to renew their contract if the customer service issues will not be addressed. In the operation manager’s latest quarterly report, revenue for the last month dropped by 40% of the previous six ...Download file to see next pagesRead More
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