Promoting Organizational Commitment to Customer Satisfaction

Some authors say that Dells business model is successful because they offer ‘dependable support, combined with competitive prices and build to order convenience’ (Lee & Thornhill 2005). However it is argued that Dells success is falling due to a lack of investment in customer service, recently their reputation has been damaged as complaints increase (Gross 2005).

There are six (6) competencies that every result driven employee must obtain in order to meet organizational goals and customer expectations. They are: accountability, customer service, decisiveness, entrepreneurship, problem solving and technical credibility. Accountability is one’s ability to hold her and other accountable for noticeable supremacy, profitable results in a timely matter. To be successful at accountability one must set priorities, establish objectives, delegate work, admit when one makes an oversight, obeys with company guidelines. Customer service is a requirement for internal and external customers; one must anticipate and meet both their needs while delivering high-quality merchandise and assistances. A continuous improvement is a requirement for customer service. Decisiveness will help one make an effective and educated, but timely decision regardless of the amount of data available or if one’s decision has unfavorable consequences. Distinguishes the possible impact and implications of one’s choices. Entrepreneurship will assist with a successful future with the organization by pinpointing new opportunities. Assistances with building the organization by developing or improving existing merchandise or services. Entrepreneurship will take computed possibilities to achieve organizational objectives. Problem solving will assist in identifying and analyzing possible problems, calculate and produce alternative results, consider the significance and

Customer experience is defined by interactions between a customer and an organization throughout their business relationship. An interaction can include awareness, discovery, cultivation, advocacy, purchases and service. 50% of customers use a company more frequently after a positive customer experience (Brookes,

One of the business problems that has been identified by Comcast is providing a great customer experience. In the past Comcast struggled with customer experience due to the lack of customer satisfaction. Over the years the customer experience did improve but there were some road blocks still preventing Comcast from moving forward. In order to provide a great customer experience Comcast had to modify their strategic plan to improve customer satisfaction. In order to provide a great customer experience Comcast had to find the root cause of why customer satisfaction was still not at its targeted goal. After making many observations at their call-center locations it was discovered that job satisfaction was impacting customer satisfaction.

Best Buy, a familiar retailer in the technology world, is struggling to stay on top. Online and mass stores have cornered the market in terms of convenience, customer service and price matching. The recent closing of over two hundred stores alongside falling sales has experts predicting that the giant won’t be in business long. Using a results-only work environment (ROWE), Best Buy has removed the customer from the equation and forced many employees out. A marketing disaster, Best Buy must change its marketing strategy from sales-based to a customer-based to stay afloat.

Home and corporate users dominate the five categories of buyers on PC consumption. There are large amounts of these buyers in the market that are price sensitive and have low switching costs on their products which raises overall buyers’ power. However, in the case of Dell, many customers became frustrated with Dell. For example, Dell’s call centers received manyf discouraged clients’ comments. One reason: many service representatives were trained to solve only one category of a problem, so almost 45% of calls had to be transferred from the agent who answered the call to someone with the knowledge needed to help the customer. Richard L. Hunter, who was brought in to improve Dell’s customer service, called the situation “terrible”, explaining that it was comparable to “delivering materials to the wrong factory 45 percent of the time.” Worse, to slow the tide of calls from customers, Dell tried removing its toll-free service number from its website. Customers’ reactions showed up in Dell’s declining market share and slumping customer satisfaction ratings (Certo, 2013). Moreover, when Dell went on to expand its tech support outsourcing with other call centres in India, customers began complaining. Consequently, Dell stopped being perceived as an American role

The purpose of this report is to analyze whether and how Motorola Mobility’s current structure, culture, and core competencies could be improved, with focus on the organization 's current competitive advantage and the sustainability of that advantage. The strategic mission of Motorola Mobility (referenced hereby as Motorola) is to add value to the organization. One of Motorola 's main issues as a company is customer satisfaction. A proposed strategy includes improving employee satisfaction. Employees are currently unsatisfied with their work environment and don’t quite understand the company culture, this reflects greatly on customer satisfaction. By improving both employee satisfaction and customer satisfaction Motorola is more likely to have a good competitive advantage and will likely succeed as an organization. The benefits greatly outweigh the costs of focusing on customer satisfaction, as customers are more likely to stay with Motorola and recommend Motorola to other people in their lives. Also if the employees are happy and proud to be working for a company they will more likely

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.

“Becoming customer-centric means looking at an enterprise from the outside-in rather than the inside-out—that is, through the lens of the customer rather than the producer”(Gutali, 2010). By putting the company in the shoes of the customer it helps the company provide personalized experiences that help build customer relationships. Best Buy’s demographic segmentation allowed the company to create multi-dimensional customer profiles that allowed for more precision marketing messages to angel customers, and also help the company deliver context-sensitive customer experiences.

Robbins, S. (2005) describes six variables that are routinely evident in customer-responsive cultures like GE.

As the Chief Executive Officer of Sierra Lighthouse Hotel Freetown, I’ve been provided with an Organisational Performance and Customer Satisfaction equation:

“A customer-centric approach can add value to a company by enabling it to differentiate itself from competitors who do not offer the same experience”

Businesses all over the world want to make a profit, increase sales, improve customer satisfaction, and employee loyalty, but the difficult task in achieving these goals is knowing the exact balance in order to reach their true potential. Generally speaking, a business will either succeed or fail based on these three internal variables: their products, their set prices, and the atmosphere or tone which is set once the customer enters the store. It is understood that if a business owner sets their prices too high, their customers will think they are over-priced and will not consider their products; however, if they undervalue their products, the customers will be under the impression that the product is cheap and will also avoid the item under accusation.

“The purpose of a business is to create a customer.” These famous words written by Peter Drucker have been around for more than 60 years. Astonishingly, businesses began to realize the validity of this statement only a couple of decades ago (Morris, 1994). With the rapid technological advances we are experiencing on a daily basis, companies are being forced to shift from a product-centered focus to a customer-centered focus. Instead of targeting customers, technology has flipped the role and allowed customers to target companies. This alteration has required IT professionals to “think customer” and tear down the wall between IT and the employees that interact with customers (McDonnell, 2001). In this customer-centric

Customer satisfaction is one of the many objectives that could be measured by using quantitative methods. One of the indicators of customer satisfaction is the number of feedbacks received from customers. Despite that the number of feedbacks best reflects an organization’s performance; it possesses a difficulty particularly in the design stage of a survey. The survey may be administrated to a specific group of customers regularly which may lead to a bias result. Thus, the satisfaction index could be manipulated to generate a favourable outcome instead of representing the data truthfully. By measuring the number of loyal customers, an organization is able to foresee if their customers are satisfied. Customer loyalty reflects the likelihood