Customer Service and Manage Quality Customer Service - Literature review Example

Manage quality customer service Name Professor Institution Course Date Manage quality customer service Executive summary The world now depends mostly on service economy. Service sector has surpassed agricultural and manufacturing to turn into a market leader in terms of growth. Numerous companies that produce products are more and more employing services to add value to their products. However, high degree of dissatisfaction in terms of quality of services still remains with several companies because they fail to establish what customers needs. It is in this aspect where managing quality customer service is critical and key, to driving and improving the contentment and loyalty of customers for the organization to increase profit. Table of Contents Manage quality customer service 2 Executive summary 2 Table of Contents 3 1.0 Introduction 4 2.0 Customer service and managing quality customer service 5 3.0 Identification and assessment of Internal and external customers 6 4.0 Delivery of products or services to fulfill organizational quality customer service standards 8 5.0 Leadership, supervision, coaching and mentoring in achieving organization quality service standard 9 6.0 Development, acquisition and use of resources to provide customer satisfaction 10 7.0 The development and use of strategies to achieve customer service standards 11 8.0 Corrective actions and consultation on how to maintain quality customer service 11 9.0 Conclusion 12 10.0 References 12 1.0 Introduction Quality customer service plays a critical role in any business. Any job that needs interaction with individuals requires having efficient customer service abilities so as to attract and retain customers (Dwyer & Hopwood 2013, p.359). Customer service is not only concerned with how to deal with a transaction. It is concerned with relating with individuals who forms critical part of everything businesses do. Strategies in business are changing so fast due to advancement in technology and services managers must now embrace both in person service and automated means in order to compete with rivals in the market. However, in technological advancement period, the major concern has been to attract, sustain and improve the individual experience whilst using the effectiveness of online business. Online clients are typically invisible to the person dealing with and also vice versa therefore it is easier to manipulate them emotionally. Though shorting customer will in the long run affect business. Managing quality customer service ensures that customer satisfaction is met through various strategies defined by the organization (Dwyer & Hopwood 2013, p.327). With this realization, this report seeks to address the needs of identifying and assessing the internal and external customers of an organization. The report also assesses how delivery of products or services can be used to enhance the quality standard of customer service. 2.0 Customer service and managing quality customer service Dwyer & Hopwood (2013) defines customer service as the service to customer’s provision prior to, during and past a purchase. Customer service is a succession of events developed to improve the customer satisfaction level – for instance, the sensation that the product or a service has fulfilled the customer anticipation. On the other hand, Dwyer & Hopwood (2013, p.321) defines quality customer service as the capacity to build an atmosphere of confidence, reliability and satisfaction for every party in the organization chain from product design and concept through production and distribution through to settlement or payment. Over the chain, there are continuous opportunities for functional areas in an organization to get better. Cole (2013) argue that satisfying customers can be explained as the ability of an organization to create real teamwork amongst every department in that organization, that is production planning, manufacturing, packing and shipping, sales, marketing, distribution, credit and receivables, and quality among others to inspire in each person the constant consciousness that customer service is everybody's business. To understand and serve customers better, the service manger need to identify and differentiate that there are two types of customers; internal and external customers. 3.0 Identification and assessment of Internal and external customers Person is regarded as an internal customer if he or she is directly linked to a company, and is normally (however not automatically) internal to the company (Cole 2013, p.302). Stakeholders, shareholders or employees as well as external regulators and creditor are normally considered internal customers. On the contrary, an external customer is one who is not directly linked to the organization; these are customers who come to the store to purchase goods or service. So as to realize clarity in customer service, majority of the companies have developed formal procedures and policies that work as guidelines for employees when handling internal and external customers (Dwyer &Hopwood 2013, p.374). Identifying customers as internal or external also involves taking their profiles and information to analyze them and understand what impact they bring to the organization. Cole (2013, p.294) states that companies create customer service procedures and policies to make sure external and internal customers are treated constantly to a required standard; make sure employees acts in a particular manner. Operations use organizational chart to identify internal customers. Related functional units in line with value chain make business organizations (Dwyer & Hopwood 2013, p.368). The links amongst these particular functional units differ from one company to the other, but are normally well described in organizational structure. These relations, in turn, form dependence amongst these functional units. In the customer service context, the interrelationships amongst the functional units are observed as processes. The roles carried out by one functional group in line with others’ value chain, can be considered as "results" of the previous. The functional group obtaining the output is regarded as the "internal customer” (Cole 2013, p.257). For internal customers to feel satisfied and happy, operations and service manager must ensure coordination and efficiency form all departments (Cole 201, p. 267). Meaning every internal customer has to perform his or her job. Assessing the process and setting policies for response for actions like phone calls, emails, internal requests assist to set anticipations for staff. Staff has to be held responsible for responding to a workmate demand within a set time period. Several companies are establishing that groups are a method to enhance communication and service customers to a greater degree. Not to mention, teamwork does not just take place, because individuals want it to happen. Generally management converts a duty into a system where each participant have specific roles to carry out and set standard to fulfill - roles developed to produce the needed degree of service at a minimum cost (Dwyer & Hopwood 2013, p.367). Operations manager has organize training for staff on the significance of fulfilling the demands of every customer groups (Cole 2013, p.283). This encompasses a keen understanding of how dealing with other staff’ needs bear a direct effect on the experience of external customer. This provides an opportunity to set standards and address of service on any matter related to fulfilling these standards. Setting Standards and offering training are critical, although unless staffs are held responsible for anticipated actions, these are just exercise in futility (Cole 2013, p. 301). This is reason why it is significant to have actions evaluation processes that include employee anticipations with objectives that are related to pay and reward mechanisms. Use staffs to assist determine internal processes issues or the departmental challenges by forming a team which represents the whole process. To serve internal customers better, functional groups offering goods have to first recognize their corporate demands and their anticipations (Cole 2013, p.269). Generally, internal customers dealing with credit function consists of chief financial officers, sales and customer service manager, controllers, and treasury employees. As mentioned earlier, external customers are those clients that are not directly associated with the company. Occasionally an organization receives numerous complaints from clients who are not satisfied with the levels of service offered at the company (Dwyer & Hopwood 2013, p.352). With this happens, the back stops with the operations manager. Customers can indicate their unhappiness with period the company takes to distribute their goods. They can also complain about the wrong good or consignment sold to them by the same company. Therefore the manger must understand that customers anticipate time management and accuracy because it helps them plan and meet their need as expected. The operation manager also ought to know that delivery of the exact god promised is a considered standard in carrying out business. 4.0 Delivery of products or services to fulfill organizational quality customer service standards The major attribute of customer service delivery is a mixture of concurrent manufacturing and utilization (Cole 2013, p.278). Customers take part in the process hence they impact the result of levels of service delivery and its contentment. Prior to completion of service transaction, the customer requires contributing some effort or information. The levels of service, thus, rely on this effort or information of the client. Research indicates that in many organizations, quality remains the major driver for buying decisions in business to business industry (Cole 2013, p.294). Consumers are compelled more willingly by identified value. The distinguished disparity between the two is cost. The policies put forth by the company’s target market must, then, be the company’s driving force. The marketing plan of the organization should clearly emphasize the delivery of product or service to the customer after carrying out market research in order to have customer and market intelligence. Dwyer & Hopwood (2013, p.343) contends that managing the constant delivery of product and service needs close customer knowledge on their needs, a capability of managing the service groups’ performance, and the capability to help when complex situations happen. Customers needs appropriate provision and utility of goods or services in addition to being understood and feeling relaxed when carrying out business with the company (Cole 2013, p.274). A significant query therefore is whether the company is able to satisfy these criteria. Delivering reliable quality, ability to adjust to the demands and client requirements creates a positive, continuing customer correlation while offering competitive prices. 5.0 Leadership, supervision, coaching and mentoring in achieving organization quality service standard Organizational leaders or managers have to settle for customer service as the top priority (Dwyer & Hopwood 2013, p.324). They require instilling this culture in every levels of the organization. This decision will emerge from the top managers and flood through every levels. A good leader has to create plans, set goals and standard in achieving organizational objectives. After setting strategies for customer satisfaction the manager should communicate them to internal customers who will translate them to external customer satisfaction. The leaders have recruit and hire the right individuals who understand how to cooperate with customers (Cole 2013, p.297). They need to hunt for individuals with experience in assisting clientele know the products being offered and obtain the value of the company services. Leaders will hunt for individuals with proven record of carrying out the right service for customer. Leaders aspiring to employ the right individuals will carry out thorough checks while asking a several questions. The leader can then train these employees to efficiently work with the customers and even teach them on how to deal with tricky situations. “Identify the top performers in customer service and ask them to coach others in that organization” (Cole 2013, p.275). A leader has to motivate employees in order to continue with the good work of serving others. Integrating a good culture is that motivates employees in a key factor in driving employees’ morale; career advancement and offering financial incentives can also be used to motivate (Dwyer & Hopwood 2013, p.351). When organization leaders prioritize customer service they hold the privilege to expect everybody to do similar thing. 6.0 Development, acquisition and use of resources to provide customer satisfaction Well established companies normally employ the development records, acquisition and even resources at disposal to fulfill customer demands. In return they attract and retention customer while improving their market share. Development can in terms of expansion, technology and increase in number of employees among others. Cole (2013, p.287) argues that when a company expands and build more stores across a region or gone global, it bring its products or services close to people. As such customers will be able to save factors like time and cost of travelling major center of the company. Just like expansion acquisition make a company bring its products or services closer to customer without having to build a new distribution center, an organization may also use technology to automate their services in order to make customer service convenient, reliable and fast. Automated customer service help the organization store customer information. Good examples of automated customer services are Automated teller machine (ATM), internet banking and mobile banking among others. Dwyer & Hopwood (2013, p.349) claim that the use of resources also helps the company improves its image and reputation. An example is a situation where a supermarket uses its vehicles to transport customers who buy several goods and cannot carry them by him or herself. 7.0 The development and use of strategies to achieve customer service standards According to Cole (2013, p.277) several organizations currently are reestablishing the reality that customer service plays a crucial part of running a business. Positive effects attained through customer service focus can start with a strategic idea process. Offering unrivaled service and not essentially low prices is one effective method to attract and sustain an increasing customer base. Cole (2013, p.261) claims that the currently majority of the companies are attempting to build a customer receptive culture since they understand that this bring customer loyalty and continuing productivity. So as to realize customer service excellence, an appropriate strategy that include of numerous factors is needed (Dwyer &Hopwood 2013, p.319). Strategic integrated the enhance customer service comprise of; paying attention to customers, clarifying better-quality service, standard setting and measure of performance, assessing service cycle of the company, recruiting the right staff, training of staff, using of technology, providing managerial support and empowering employees among others. 8.0 Corrective actions and consultation on how to maintain quality customer service In every industry organizations normally compete to attract most customers and retain them with an intention of maximizing profit and dominating the market share (Cole 2013, p.263). If the sales are going down it is either through economic situations or the company has lost some of its customers to competitors. For the company resolve this issue a meeting between stake holders can be organized between the company top management including the departmental heads and the customers to consult on the best way forward to serve the customers. After the meeting the company broad can meet own their own to decide on which strategies to use to provide and maintain quality customer service. 9.0 Conclusion In conclusion, operations manager should understand that customer service is significant for an organization for several reasons, therefore must be given the top priority. Excellent customer service departments must understand that the manner in which they handle customers corresponds to the profit the company is making. Treating customers respectfully resolve any issues and concerns and this will make customers to keep coming back. 10.0 References Cole, K 2013, Management theory and practice (5e), Pearson, Australia. Dwyer, J & Hopwood, N 2013, Management, Strategies and Skills, McGraw Hill, Australia. Read More