Krystal's Case Scenarios

Out of every 100 customers 20 had to call again for repeat work installation and service activities .Within a short span of thirty days there were around 16 percent repeat or rework .

Contrary to the situation at E-Z RP, there is no linkage of customer service representatives to development teams. For instance, CRSs are often the last to gain access about new information or new products. In terms of the organization of customer service, E-Z RP uses a specialized call center where customer service representatives deal with a single product. At Datatronics, the call center is centralized and CRSs deal with all products. E-Z RP uses the second tier support while Datatronics uses a minimal second-tier support. In terms of the training of CSRs, Datatronics only provides minimal on-the-job training while E-Z RP provides extensive training. Datatronics hires employees with basic customer service ability while E-Z RP recruits employees based on customer service skills, business knowledge, and communication ability. The performance metric at E-Z RP is the level of customer satisfaction, while the metric at Datatronics is the time on call or between calls. Although Matt does not intend to reproduce E-Z RP’s customer service system at Datatronics, these are the key issues that he ought to consider in making recommendations for changes at Datatronics.

As stated in this case, the customer services business has grown doubled in the past five years as the advancement of technology allowed employees to investigate most software and hardware system faults from the center through remote monitoring. However, as the business grows, there are possibility of increasing work load and pressure that causes the rise of those negative feedbacks from both customers

The FSR will make sure that they have strong verbal communication skills in order to quickly establish a meaningful rapport with each client in order to gain the trust to meet for a scheduled appointment. They will also be expected to answer the Banking Center main line and turn inbound service calls into meetings.

You are in a patient’s room performing a treatment. The patient, who has a type of cancer that is always fatal, has just been told of his condition. While you are there, a man visiting a patient in the next bed begins to describe the horror of his wife’s last days before she died of cancer. The patient becomes increasingly tense and finally begins to sob. Answer the following questions:

You need to be knowledgeable and efficient and show the company in a good light. A good call could be the difference between keeping that customers business or losing it. You should use each call, whether making or receiving as an opportunity to offer great customer service.

It has recently been brought to my attention that a percentage of our sales representatives have been failing to log reports of their client calls in our electronic customer file each and every

closing out false flag tickets. This allowed the team to focus its efforts back on its primary ticket load, improving overall customer service as time to resolve tickets decreased.

Introduction to Customer Effort Score was discussed, the types of effort a customer goes through and the 7 Ideal Behaviors that reduces customer effort. The trainees were paired for practice calls on order entry, general inquiry and updating profile online scenarios, and were asked to switch roles. Everyone participated in giving their feedback on the activity. Each trainee gave their input on how they will score a particular call presented and discussed why they gave that CES score. They were able to defend the scores they gave and based it on which among the 4 different types of efforts is present, consequently they were also able to gave which of the 7 ideal behaviors they can use to reduce customer effort on a particular call being discussed.

This includes handling customer enquiry and feedback or processing returned and exchanged products. Staff must also show their respect in interactions with customers both over the phone and in person. For example, greet customers pleasantly, provide accurate product information and listen carefully to identify customers’

Provide a means for customers to provide feedback after calls to acquire their satisfaction score on the overall service experience and allow them to point to areas that need improvement

Westerly’s email shows the following issues: (i) She emailed the memo directly to FCs and copied Roeder and RSDs. Therefore, according to Kauflauf’s organization chart in the case she doesn’t have an authority over FCs and she neither discussed about the implementation with RSDs, (ii) No evidence in the case that all FCs and RSDs know Westerly, as she is new to the company. According to case, Westerly, failed to build rapport with FCs and RSDs before attempting the change, (iii) Email was drafted formally and it sounded orderly but company was following informal network. Her email was orderly because she sent out the new guidelines for allocating FCs time with clients without discussing with them. As we know from the case that FCs experienced the supportive climate around themselves (with RSD’s, Clients, product development, customer support). All the above issues show that Westerly did not display elements of supportive climate with the FCs during the implementation of change in sales call patterns. According to Zaremba (2010) “Supportive climate is likely to encourage interactions and the flow of information”. And also Redding described “the “ideal supportive climate” as Supportiveness, Credibility, Confidence, Trust, openness, Participatory decision making, Emphasis on high performance goals (SCOPE)” (Zaremba, 2010). Therefore, Westerly couldn’t earn the cooperation from FCs as she failed to

Andy Carr has proposed the number of agent pools be reduced from eight to three. Having three agent pools will simplify the main process of the call flow, which in turn will make customer service goals easier to achieve. This also gives agents more responsibility and a clear definition of their job function. He also wants to combine the three main LFS locations into one. This will consolidate resources and make them easier to utilize by having one central location. By combining the three locations into one main location it will also be easier to supervise and improve processes in house. This also facilitates collaboration and team building. LFS will also be implementing a CTI system that will drastically reduce the amount of time it takes to transfer a call. This system will reduce the tasks involved with transferring a customer to another agent. Instead of the previous agent having to email/send the customer’s information to the new agent, the new agent will have all of the customer’s information automatically provided to them.

With the new internal business processes, it is important to constantly learn and grow from the findings. Rebuilding trust within the team members as well as customers can be achieved through open and candid conversations. The most important priority should be ensuring the organization’s culture aligns with the values that it is striving for; particularly, doing what’s right for the customer. It is

The customer service team of 25 professionals is struggling to gain the performance improvements that the technology investments made previously promised. The large-scale investments in systems has begun to lose its effectiveness, the CRM systems are leading to greater confusion regarding escalation paths, and there is literally no single database or analytics application that can be used for finding the single version of the truth, to alleviate the confusion. In completing this analysis the concerns, issues and incidents that lead to poor technology management are assessed in addition to techniques for improving the team's and company's use of these advanced technologies. This analysis concludes with a strategy for turning the situation around in the next 6 months.