Module 03 Deliverable - Customer Service Plan Outline
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Deliverable 3 - Customer Service Plan Outline
Module 03 Deliverable - Customer Service Plan Outline
Rasmussen University
MAN3504CBE Operations Management
2
Module 03 Deliverable - Customer Service Plan Outline
Exceptional Customer Experience can be subjective but is reached when a company focuses on enhancing customer service strategies and promoting employee engagement to achieve exceptional customer satisfaction and retention. Customer experience encompasses every aspect of a company’s offering—the quality of customer care, of course, but also advertising, packaging, product and service features, ease of use, and reliability. (Meyer & Schwager 2007). As an emerging leader within our company, I will further examine the strategies for reaching exceptional customer service goals across the
company and how we promote employee engagement to reach this goal.
A company that invests in developing employees to reach exceptional customer service goals and demonstrates a unified high standard for each customer interaction will have the best customer retention and satisfaction prospects. According to Meyer & Schwager, “Customer experience is the internal and subjective response customers have to any direct or indirect contact with a company. Direct contact generally occurs in the course of purchase, use, and service and is usually initiated by the customer. Indirect contact most often involves unplanned encounters with representations of a company’s products, services, or brands and takes the form of word-of-mouth recommendations or criticisms, advertising, news reports, reviews, and so forth.” (
Meyer & Schwager, 2007). One negative customer experience could be damaging to a company’s reputation, especially in our technology-driven world. Engaging employees to influence customers with a positive perception of the company, which leads to positive word of mouth, is essential. Because corporate reputations and, in turn, bottom-line business results, now depend on a corporation’s ability to build strong relationships with customers and employees, quantifying the power vested in employee engagement and customer loyalty is the new business imperative. (Gonring 2008).
The first step I would take to achieve exceptional customer service would be to gather qualitative feedback from customers to better understand our customer's needs and expectations by
3
conducting a customer survey for every interaction with our company. By asking questions such as “How would you rate your interaction with your customer service representative? This customer feedback can be reviewed to identify common themes and areas for improvement. The heart of customer
loyalty measuring is creating value by answering the question, ‘‘Would you recommend or refer buying this product/brand/service to a friend or colleague?’’
(Gonring 2008). The most engaging approach to gathering service data and analyzing it for solutions would be setting up
a “service excellence” team including customer service manager(s), customer service lead(s), sales manager(s), operations manager(s) from various groups, and ideally a training specialist. This group would meet monthly to analyze survey responses and specific CSR-rated interactions. The training specialist would be a vital element of this group; this individual would identify training opportunities from the customer inputs. By identifying gaps in training and developing needed improvements that can be made to ensure training is evolving with customer service standards. Optimization of human capital is virtually every company’s goal, with the prize being a level of discretionary effort that results in loyal customers. Delivering a superior customer experience boils down to making an extra effort, one that is consistently better than the competition.
(Gonring 2008). Furthermore, the team would work to identify successes we could celebrate. Taking positive customer feedback and sharing success stories via email or web pages with the entire company. By rewarding excellence, we help motivate the team and reinforce our commitment to supplying excellent customer service. Additionally, the service excellence team could evolve current metrics and establish new metrics that better relate to customer interactions. Kathleen Khirallah discusses the fact that no one metric can adequately capture the quality and relevancy of customer interactions. Considering multiple metrics to balance an approval will allow for a more accurate understanding of how the company interacts with customers. She indicates that customer profitability, satisfaction, response rate and weight
time measurements could indicate customer service efficacy. (Khirallah, 2000). Developing a metric to
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