Customers ' Perception Of Service

HQCS: Manage Quality Customer Service Student Guide BSBCUS501A: Manage Quality Customer Service Elements of competence Plan to meet internal and external customer requirements Ensure delivery of quality products and/or services Monitor, adjust and review customer service 1 BSB51107 Diploma of Management _____________________________________________________________________________________________ Module description This module covers the skills and knowledge required to advise on and carry out customer service strategies and to evaluate those strategies on the basis of feedback and design for service improvement.

Nowadays, services dominate economy and generate most new jobs. This service encounter report aims to compare and contrast my own real-world service experiences using services marketing theories. Firstly, it will compare my two satisfactory encounters journals in East Coast Car Rentals and Ambient Hotel Colina to get the most satisfactory one. Secondly, two dissatisfactory encounters in Ray White Alderley and Myer will be compared to gain the least satisfactory one. Finally, I will give 3 recommendations for the least satisfactory encounter. Theories of level of tangibility, heterogeneity, inseparability, and perishability; level of customer service;

The service encounter experience determines future levels of service and profit generated by the organisation. It is where emotions of the service user and the customer service representative meet in real time; most people judge service quality within the first few moments. Service is often described as ‘emotional labour’, because it demands service personnel to engage their emotions in their work in a way that a production line role does not. The science of customer service treats customer satisfaction as a function

The three most important key components to provide good customer service are professionalism, communication and responsibility. A person with these three values can make him look more distant and better than other people who are engaged in the same field as he is.

Customer service is the by-product of an organization’s desire to satisfy its clientele. It is the way by which goods or services are delivered from to the customer in each phase of a transaction. Those providing customer service represent the organization and its values. If there are procedural issues within the organization, it will be reflected in the way in which customer service is perceived. Customer service is integral to an organization’s success, considering even one negative interaction may be enough to lose a client. According to American Express (2011), seventy-eight percent of customers have turned away from a sale due to poor customer service (Service Can Make or Break Brands, para. 5)

For many Companies, the idea of providing good customer service is far from exciting. Many equate "service" with being subservient, reactive and weak. But, in fact, the opposite is true today. Now that business needs technology more than ever - and new types of technology sources are appearing almost daily -- an organization 's IT support and service is NO longer the only game in town. Businesses and customers will choose the provider that can deliver the fastest, most responsive service at the best cost.

This report describes a dissatisfying service incident and analyses the incident helping to develop recommendations for the serviced provider. The report integrates the description of an incident, a critical analysis of the incident, including and examinations of the service quality gaps model. Customer gap: dimensions, types of encounters and sources of displeasure and Providers Gaps 1, 3 and 4. The objective of this report is to analyse the critical incident description and provide a comprehensive service marketers’ analysis of the critical incident. Through this report recommendations have been made for the firm in order to reduce eliminate and or/ better manage the factors that led to

There are six areas in which ABC Steel Ltd feel that they perform better than the

In my opinion our company is relatively strong in 2 of the 4 characteristics of “analytic competitor” as described in the text. Our goal as company is to be superior in customer service and customer loyalty. To that end we have tools developed that assist everyone in the company and we are committed, from the CEO down to line-level team member, to review the same statistics used for continuous improvement. Where we lack strength is having a distinctive capability and due to some system limitations in data warehousing, we still do quite a bit of individual reporting. Prior to working for this company I worked at the Well Established Casino (WEC) organization for 10 years. I learned quite a bit about standard reporting at WEC. Digging into how things worked and what interpretations were used to categorize casino player behavior was very rewarding. While WEC was superior in bucketing and appropriately setting expectations in future customer behavior, their reporting lacked some details preventing marketing operations from quickly responding to outlier influences and climate changes in the industry. I moved onto HTC where most of the reporting was financial in nature. Having opened newer casino properties our corporate structure did not immediately embrace the need for marketing analysis to potentially improve revenue streams that were already robust enough. I came on board with HTC in late 2010 as the Regional Director of Marketing Analysis when they opened casino number two.

Traditionally, Service quality can be portrayed as the result from client comparison between their assumptions about the service they will use and their insight about the service company. That implies that if the insight recognitions would be higher than the desired the service will be considered as fabulous, if the desires rise to the insight observations the service is viewed as great and if the desires are not met the service will be viewed as awful. For a service to be considered as good the organisation is required for making customers satisfied and service quality should be associated with customer perceptions and expectations. (Carlsson, 2010)

     Upon first glance, the book looks overly simplified. I discovered, however, that it is well written, and makes its points clearly without unnecessarily delving into complicated theories. This book encourages readers to see customer service from a different perspective: you are not performing solely for the customer or the

When was the last time you walked into a department store and stood at the counter waiting to be waited on? Two sales associates were in clear view, chatting away about their personal lives. Trying to be patient you stood quietly waiting for them to notice you and offer you a helping hand. After a while, you started to think, “Do they see me, or are they still on break?” “What’s going on there?” Later, you get annoyed in this situation; will you start off on the right foot with the person who is serving you? It depends! How you initially approach service providers influences the entire interaction as its outcome. Don’t let your time pressures or frustrations run away with you. You want to give the message to the service people that you view them as allies rather than obstacles. Even if you greet the sales person and ask for help, there may be times when the people are simply having a bad day, or it might be more complex, so if you stand in their shoes your interaction will be more effective. One of the biggest mistakes customers make is expecting the service provider to be a mind reader. Making clear requests saves you time and lessens the service person’s frustration so ASK FOR WHAT YOU WANT and be specific with details if applicable.

It seems that more and more companies and businesses have come down with a severe case of amnesia. They seem to have forgotten who it is buttering their bread. Sadly, as businesses expand and grow, they become more and more reliant upon technological or automated services, throwing the personal touch and human side of customer service out the window. Unfortunately that’s where their profits will also eventually follow.

A service encounter is simply defined as a customer’s actual interaction with a service company. Shostack (1985) defined service encounter as the period of time that a customer interacts with a service. Merritt (1977:198), a linguistic scholar, views a service encounter as an instance of face to face interaction between a server who is ‘officially posted’ in some service area, that interaction being oriented to the satisfaction of the customer’s presumed desire for some service and the server’s obligation to provide that service. The service encounter is also known as the ‘moment of truth’ in which the customer often develops a perception about the business and often creates a differentiation from other competitors. Solomon et al (1985)

Customers prefer to use self-service for handling their issues rather than calling in to speak with a live customer representative. The reasons are self-service options are more efficient and gives the customer control of the situation. In contrast, some service leaders believe that their customers prefer calling rather than self-service. This is true to some extent as customers are forced to call because the self-service options are unavailable or available but not simple to use. “It turns out that most customers don 't just like self-service—surprisingly often, we go out of our way to self-serve. How customers want to be served, and how they want to engage with companies, has changed considerably in the past decade,” writes Dixon, Toman & DeLisi (2013, p. 12).