Otis

Through sustaining the customer relationships, leaders of the company have realized that “becoming nearer to the consumer” is vital for the progression.

Improve the customer service and make sure the customers give no complaints and make sure they are satisfied with all the services provided by the company and keep close contact with the customers and be very friendly with them and keep them happy. Give the regular customers’ high discount and encourage them to come more often. This is our main goal for us to achieve because we want to make sure the customers are satisfied with our services.

The concept of a “job shop” as a transformation system, refers to a process which has a somewhat jumbled flow, high flexibility, and outputs which are processed differently (Lyons, Vidamour, Jain, & Sutherland, 2013). One of the most important aspects of the job shop which must be understood relates to the definition presented above. Managing a job shop is difficult because of the numerous different routes that an output might take, the numerous different inputs which are required, and the differing operations and amounts of time (Meredith & Shafer, 2013). “[S]ince every output must be treated differently”, efficiently

I think we need to build better relationships with our customers. With our current customers, it seems as if we are constantly just a one-time kind of business. We do not want to be that, we want the customers to return because they trust us. Not because they consistently have problems even with our help.

Initially, Mr. Freeman walked us through and thoroughly described the customer service philosophy in his organization; he was very proud to share this information with our team. He said jovially, “At Winn-Dixie we’re committed to getting better all the time. When it comes to our customers, we strive for better smiles, better aisles, better products, better variety, better value & better neighborhood involvement.” As we can see here, Winn Dixie is devoted to customer satisfaction. This is one characteristic that a successful organization possesses. With this fundamental philosophy, Winn Dixie will be a major competitor in our community. I remember shopping at the Winn Dixie that resides at Lauderhill Mall in the past. I inform Mr. Freeman that his organization philosophy is being felt by his external customers; I can recall shopping at Winn Dixie, and their aisles are really diverse with a lot

Customer Service: Our business is built on the premise of achieving 100% customer satisfaction and developing a long-term

In recent years, the requirements of commercial and industrial operations in the production of services and goods have been subject to vast changes. In the present era of globalization and increasing international competition, a trend away from vertically integrated organizations has become more and more evident. In fact, most companies nowadays tend to solely concentrate on their own core competencies, outsourcing different steps of the production. However, including a great many of other organizational units to the production systems, has lead to rising complexity in terms of the operations management (Plenert, 2012).

- Integrate people, processes, and technology to provide a balanced service level to all customers. Create

Labor-intensive purchasing process is an expensive and low value-added work. Currently, the company has no centralized management to perform strategic purchasing. It was a concern that whether employees would come up with speed to the dramatic changes coming from re-engineering. Some of multiple hand-offs between department look complicated and redundant. An example of solution would simplify the process from demand planning to raw material planning to be implemented by less employees within a close group. In addition, the organization should be re-designed to a more “customer oriented” to align with the turnkey

The critical factors in the successful transformation of British Airways were changing the culture of the organization for the employees and the consumers. British Airways embarked on an aggressive media campaign that helped change the “face” of the airline. Their new tag line was “The worlds favourite airline”. Customer service became the number one priority for all employees. Lead by Colin Marshall, “an enabling culture (was put) in place to allow customer service to come out, where rather than people waiting to be told what to do to do things better, it’s an environment where people feel they can actually come out with ideas, that they will be listened to, and feel they are much more a part of the success of the company” Jick (2011)(p.30). A “Putting People First” (PFF) program was instituted for all front line employees. This helped to unify the employees with the new vision of customer service first for the company. During these two day mandatory meetings, all front line staff interacted with all levels of managers and leaders on an even playing

A fundamental solution to attract more customers; Owner Ollies in this case, is by providing Customer Experience management and enhancement solutions.

BCF’s engineering vice president (EVP) can be seen applying his evaluation of the new process technology option on three main areas of focus: how the new technology moves the BCF closer to their various strategic goals, the technical improvements to operations processes, and the estimated cost savings for operations as a result of implementing the new process technology. From his evaluation, feasibility and acceptability factors outweigh any of the vulnerabilities identified by the OVP, SVP and MVP associated with the new process technology.

In the book Reengineering the Corporation: A Manifesto for Business Revolution, Michael Hammer and James Champy discuss a concept that he originated known as “reengineering”. The process of reengineering involves coming up with new ideas, specifically processes, which are technologically advanced and extremely effective in completing corporate work. Companies must think ahead so that they will not only succeed today, but also set the rules for future business. A critical part of reengineering involves ignoring the current procedures and structures that have been set by a company and replacing them with more efficient processes. In creating these new processes, companies must focus on the needs and wants of consumers. This will ensure customer satisfaction, which is a key part of maintaining a competitive advantage in today’s world.

Value discipline is an alternative approach to generic strategy. This alternative focus on delivering superior customer value through three components: operational excellence, customer intimacy, and product leadership. Companies that specialize in one of these disciplines, while simultaneously meeting industry standards in the other two, gain a sustainable lead in their markets. This lead is derived from the firm’s focus on one discipline, aligning all aspects of operations with it (Pearce, 2013, p. 197-198). Our Oriental Restaurant focus the most in operational excellent factor, because operational excellence

* Unique business operations, focusing not on cost leadership but customer experience for a sustainable advantage