The Customer Interface of the Service Processes - Aboriginal Cultural Centre and Keeping Place - Case Study Example

Student’s Name: Instructor’s Name: Course Code & Name: Date of Submission: INTRODUCTION Understanding, designing and management of customer interface of service process are core in every organization. Emergence of new technologies has lead to emergence in ways to make customer service process easy and efficient through website development where organization places all the information customer needs to know instead travelling all the way to the physical location for inquiries. In addition, it is noted that most services can be order via online services, emails and calls. To understand more about customer interface service process, we look at Aboriginal Cultural Centre and Keeping Place in order to get how they are able to keep customer experience and satisfaction so high than any other player in the same type of business in Australian market. Aboriginal Cultural Centre and Keeping Place (ACCKP) take into important consideration customer service process. This process include front, middle and back office behind scene process that contribute to overall service system of ACCKP. There are those processes that are visible to the client/customer such as entertainment in musical section, character interaction in character interaction section, meals services in Echidna café and orderliness in historical rooms and gift shop. Further, ACCKP has embraced and made customer service process more efficient and effective by placing all the information and sample of what customer is expecting to get of Australian Indigenous arts and culture by visiting their premises (http://www.acckp.com.au/). ACCKP pays maximum attention on all the process of service delivery and make changes where possible or where lags exist in order to achieve its objective of becoming the only choice of Australian Indigenous arts and culture for anyone who wish to know more about Australia and more importantly, achieve high level of customer satisfaction in order to improve loyalty and do advertisement (Evangelism of the good services) on behave of ACCKP (ACCPK, 2014). 1.0 Relevance of flowcharting and a blueprint to ACCKP service offerings. Flowcharting enhances service delivery in the organization since the process which customer needs to go through from the moment he/she enters the premises to the period he leaves the premises satisfied of the services delivered (Zeithaml, Valerie & Bitner, 2000). The flow chats include map of the whole premise showing name of offices in order to reduce confusion when a new customer enters the premise. In addition, direction will ensure that customer understands the section that will fully satisfy his/her needs. In our case with ACCKP, we should be able to have direction in which arts gallery, gift shop, Echidna café and customer service desk in order to enable customer move easily in the premise without asking for direction or feeling suspicious if he/she is in authorized or unauthorized section. Flowcharting premise map shows high level of organization and it has a positive psychological effect on customer’s behavior thus improving his level of satisfaction on service delivery by the organization (Shostack, G. L., 1992). Flowcharting steps needed to be carried out by the customer before accessing the services is also important aspect enhancing smooth service delivery since they are able to get versed with all the process, this kind of flow chat can include process such as payment section, sign in recording, badge issuance, approval to get access to services (Arts gallery, gift shop or café for ACCKP), handing out of badges, signing out and exit (Shostack, G. L., 1992). The flow chats will eliminate confusion where customer miss a step of procedure required thus forced to back to before carrying out the next procedure therefore, improving customer perception on orderliness of the organization which goes hand in hand in maintenance of customer loyalty to organization service. Flow charts ensures easy service encounter by the customer since customer doesn’t have to fumble around trying to find what he/she loves to have in the organization all he/she needs is to look at the chat provided then go straight to the point of service delivery(Shostack, G. L., 1994). For example, when Aboriginal Cultural Centre and Keeping Place customer have passion of knowing more about music artifacts of Australia he/she just looks at the flow chat, find direction and go straight to the point of satisfaction to quench his/her desires in music instead of randomly trying to find if they have music section or trying to find exact place where he/she can get such services. Flow charts are well known in correcting service delivery faults thus reduction of service failure in the process of service delivery. This is because flowcharting enable customer to note missing steps and be in a position to execute appropriate post-service action in the feedback and complaint section or even report to the customer relation manager easily since the office is well shown in the flow chart with right procedure of submitting a complaint or compliment in the organization. Customer feedback are then checked and necessary correction taken into consideration before causing failure in customer service delivery which might adversely affect customer turn out, reputation and customer loyalty to the organization products (Shostack, G. L., 1992). In addition, flowcharting is important in increasing organization productivity in many ways both direct and indirect. Flow charts improve customer satisfaction which translates to enhanced customer loyalty and advertisement through his/her contribution in discussions with colleagues and family members therefore, ensuring stable and steady increase in customer turn out enabling organization to stable and steady increase in its revenue collected. Secondly, flowcharting improves customers satisfaction thus customer gets value for his/her money and indirectly makes him/her spend more for example, he/she will be more than willing to spend an extra amount for a spectacular experience in the organization therefore, affecting organization productivity directly. Thirdly, we are able to note that flow charts enable customer discover services offered in the organization at a glance therefore, making customers impulse spenders on new and strange services offered by the organization thus increasing company productivity. Lastly, flow charts enable management to discover faults and gaps in service delivery or customer’s proposal on improvement on service delivery through customer feedback for example organization can come with new line of product by being keen on what customers lack thus increase in revenue and growth of the organization (Shostack, G. L., 1994). 2.0 Attaining balance between demand and capacity variables for acckp’s service offerings. Demand refers to the level of customer turn out for ACCPK’S services while production capacity is the level refers to extend in which company resource can satisfy demand through production of goods and services. Therefore, we are able to note that there is direct relationship between demand and production capacity of the organization since excess capacity will lead to underutilization of resources thus leads to reduced profit as a result of high unproductive cost. On the other hand, excess demand leads to overstretching of resources thus low quality service delivery for example, ACCPK’S Service experience that one get when One tour guide taking more than 100 customers at a go and that with only 2 customer are not the same (Ross, D. F. 1996). The balance between demand and production capacity is achieved through; Stretching and shrinking production capacity variables such as labor to meet demand; this is usually done through use of resources for a longer time and reducing customer’s time. In case of shrinking, we can reduce the size of production capacity to just meet the demand. ACCPK demand depends on seasons for example will have high demand during holidays and will be forced to stretch capacity for example human resource working for longer hours than usual time instead of hiring new service personnel and reduce the time spent during offseason e.g. winter period (Ross, D. F. 1996). Another method of attaining the balance is adjustment of capacity variables to meet demand for example employment of part-time workers during peak seasons (summer) and designing a self-service where customer get involved in service delivery for example enabling customers to serve themselves on Echidna café then use waiters as tour guide personnel in historical rooms and arts gallery or digitization of some of the services offered by ACCPK e.g. electronic payment and signing in and out of the premise. During offseason, ACCPK can rent or lease out some of its property e.g. buses or give its employees leaves such as study leaves in order to reduce idle resources in the organization which always attract cost thus reducing company’s profitability negatively. Management can create a flexible capacity in order to keep adjusting according to demand for example getting supply according to level of demand in order to avoid excess stock that might result to lose due to under utilization. The organization can stimulate demand during offseason for example engaging in aggressive marketing but it should be careful not to spend more on unprofitable advertisements. The demand stimulated will therefore, utilize the underutilized capacity (Rama, M. R. K., 2011). Understanding demand pattern in order to do prior planning on production capacity is another way of attaining the balance. Therefore, ACCPK should understand maximum and minimum demand period then adjust on its production. For example during summer season demand is high due to increase in number of tourist both domestic and foreign therefore, ACCPK should increase its production capacity by increasing number of service personnel, supplies to café and other services that will enable smooth service delivery and contribute to customer satisfaction(Ross, D. F. 1996). Therefore, for one to effectively plan production capacity of the organization, it is important one to understand the factors affecting demand and there cycle of occurrence in order to predict correctly and avoid shortages or underutilization of resources which might result to huge losses to the organization (Ross, D. F. 1996). ACCKP SERVICE DELIVERY CHART 3.0 Impact of theories behind consumer responses to service environment of ACCKP. According to Mehrabian-Russell Stimulus-Response Model, we are able to note that condition/environment affects behaviour of the customer thus it can be used to achieve desired customer response in the organization. The model highlights three stages of customer response to environment that is environmental stimuli (Music, lighting, reception and premise layout) and cognitive processes (Perception of quality of products or services), effective response and response behaviour (Time spent, compliments and complains and desire to keep coming for the product or service) (Tax, Stephen S. and Stuart, Ian.,2001). In our case study, the theory can be applied by ensuring that the environment in the organization is conducive to attain the best customer response towards ACCPK services and products. ACCPK can enable conducive environment by putting low background music to entertain its customers e.g. when on queues, maintain high level of cleanness, good air conditioning, after sales services such as gift wrapping and orderliness in the process and products in the premise. Positive perception created increases customer loyalty since they will never get enough of the services provided. In addition, customer will spread good experience to his/her colleagues thus improving organization reputation which translates to stability and growth in company’s productivity. The Mehrabian-Russell Stimulus-Response Model application to ACCPK is illustrated in the figure below, Russell’s Modof Affect model gave great contribution on understanding service effect that customer experiences in the organization is in two dimension that is arousal and sleepy where we are able to determine whether the service provided was pleasant or unpleasant. ACCPK can therefore, monitor the effect of its service on customer through provision of questionnaires or customer feedback form giving customer option to give his/her opinion if the service was exciting, relaxing, boring or distressing (Tax, Stephen S. and Stuart, Ian.,2001). The feedback then need to be analysed and proper action taken on unpleasant areas and uphold practises that is pleasant to customer in order to keep them coming to ACCPK premises. This model ensures that company attains highest level of customer delivery service satisfaction. Another theory that assists us understand customer response to environment is Servicescape Model where it details out all the factors that constitute customer response and how to alter environment in order to achieve desired response. This model constitute, environmental dimension such as signs, music, orderliness and symbols in the organization. Secondly, moderator holistic environment which entails employee and customer interaction (ACCPK should encourage and enhance good customer relation). Thirdly, internal response is core which includes cognitive, emotional and psychological response of the customer. Lastly, we should note behaviour of the customer in order to determine his/her level of satisfaction and convince him/her of better service in future if he/she is dissatisfied. 4.0 The relevance of the service personnel, service delivery, customer loyalty and customer relationship behaviour for ACCKP Service personnel are those employees who aid in service delivery to the customer. This implies that they are in direct contact with the customer therefore, service personnel with good interpersonal skills and presentation will create positive perception of the company thus in selection human resource should ensure they choose employees with good interpersonal skills and train them on how they should present themselves to customers to achieve high level customer satisfaction. Service delivery involves conveyance of service to the customer effective and fast service delivery always creates a positive perception of the customer and this lures them to want more of the company’s products thus increasing turnover and customer level of satisfaction (Mwasi, B. N. 2010). Customer loyalty is the trust that customer have of services or products offered by the management. A loyal customer will always come back to consume company services or product due to great experience he/she got on first encounter with the company level of service delivery (Bower, A. B., & Grau, S. L., 2009). Customer relationship behaviour involves the response that customer gives after consuming the product or service for example if customer hesitates in leaving the premises or emotional responses such as laughing or smiling shows satisfaction and great experience in encounter company’s product. Thus judging this kind of behaviour is important to determine service delivery effectiveness (Bower, A. B., & Grau, S. L., 2009). 5.0 The significance of the effective complaint handling and service recovery measures for ACCKP. Complaint handing is directly related to customers loyalty and spending, It is noted that when company receives and rectify a problem the customer will remain loyal to service and products delivery. In addition, customer will tend to spend more since he/she feels valued by the organization due to promptness in rectifying service delivery failure (Chase, Richard, Stewart & Douglas, 1994). It is therefore, important to establish effective service recovery system to enable customers launch their complaints easily. For effective service recovery ACCPK need to have customer feedback platform such us suggestion box and toll-free lines for them to give their complaints, Effective and prompt service recovery strategies should be put in place in order to rectify the situation before it worsen or scare customers away e.g. IT personnel should be on alert to rectify system failure. Further, the company should develop effective compensation plans for the deprived customers in order to maintain customer’s loyalty (Chase, Richard, Stewart & Douglas, 1994). 6.0 Potential gaps that exist in maintenance of service quality Quality service provisions can be improved in five dimensions this includes; Tangibles which includes physical appearance of the products offered in the gift shop and Echidna cafe since it stimulates customer urge to buy the product. Reliability also gives a gap to service quality, ACCPK should ensure that they meet standards mentioned in advertisement or website in order to avoid disappointing the consumer of the service e.g. they need to get all the services in full package e.g. Echidna cafe should have all the indigenous meals in the menu always (Okoro, E., 2012). Thirdly, ACCPK should improve on its responsiveness to customer for example receiving feedback and promptly rectifying the faults or always being there for the customer at anytime of the day. Assurance is another factor since ACCPK should maintain high customer credibility, service personnel competence, courtesy and security of customer in the premises and services offered are not of any harm to customer’s health. Lastly, empathy need to considered in improvement of quality of service delivery, where ACCPK is required to train its personnel on good interpersonal skills and enable ease access to employees of the higher rank such as human relation manager or customer service personnel (Okoro, E., 2012). CONCLUSION In conclusion, we are able to note that success is always move hand in hand with organization ability to understand, design and manage customer interface service delivery process since it ensures smooth service delivery. This is directly translated into strong customer loyalty thus increased turnover and reputation. REFERENCES Aboriginal Cultural Centre and Keeping Place, (2014). Overview. Retrieved from < www.acckp.com.au > Avlonitis, G. J., & Indounas, K. A. (2007). An empirical examination of the pricing policies and their antecedents in the services sector. European Journal of Marketing, 41(7), 740-764 Bower, A. B., & Grau, S. L. (2009). Explicit Donations and Inferred Endorsements. 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