Quocirca Insight Report: Operations Management in UK Financial Services

As we are in the hospitality and leisure industry guest/customer satisfaction is key. We have set organisational targets where our aim to achieve 100%.

Target Corporation allocated large budget to upgrade information system as part of a roadmap to transform business (Target Roadmap, 2015). Once the upgrade is completed, it will provide a large amount of intelligent data for internal resources to support customers faster. It further tracks performance and controls accurately the timely information about daily operations in real time. The automated online and on-demand ad-hoc reports generate reports for each store any time as well retains records of products and services.

Collecting data and analyzing employee activity to identify key performance indicators (KPIs) is used to forecast an expected array for all monitored work assignments. Organizational development requires improving what the organization knows about employee performance. The statistics helps to determine whether efficiency processes that are impacting to the workload are effective. Monitoring call average handling times (AHT) per call and customer ratings can increase both productivity and quality (Levenson, 2014, p. 23). When analyzing KPIs, organizations can use the process statistics to determine or observe processes that helps to drive exceptional customer experiences by providing guidance and feedback regarding all elements of the customer

Performance targets to staff: customer service skills need to be 20 %, customer complaint rates should be no more than 2%, and product knowledge test needs to be 50%.

Customer complaints have over doubled in the last few years. This shows some big issues in the customer service management. Research which areas customers are most dissatisfied with and support the staff in gaining new skills to meet the customers ever changing needs.

In the case of real-time analysis dashboards have become very popular over the past five years they provide a view of key metrics to allow management by exception. Where post transaction data is being analyzed, data warehousing provides the ideal methodology for enhanced forecasting from the data. This also allows the ability to look for improvements in the supply chain, operations, and marketing to adjust processes and refine a message for marketing as part of a continuous improvement program.

An organization whose sales and marketing has access to all data about leads, prospects and customers in real-time is able to not only both respond quickly and accurately to opportunities, but also to efficiently evaluate markets and proactively generate opportunities from inception to close. An integrated system is the only means by which to accomplish this, as most solely sales force automation software or marketing tracking software does not address this issue.

In coming up with a plan to evaluate the value of the firm's investment in the IT project and increasing usage of its information warehouse, I believe design metrics would be the best option. The former could be used to assess the value of a health IT project as it relates to the set objectives. Consequently, it is essential to realize that for a firm to value any

We are heavily invested, both financially and from a human capital perspective, in creating a customer experience that matches our industry-leading products. In recent years, we have implemented new systems to empower our customer account executives to satisfy customer needs. New options allow customers to contact us via web, smart phone, and through their set-top cable boxes to get answers to questions, troubleshoot problems, and pay their

Janis consistently defines and confirms the reason for her customers call by restating the reason for the call and asking additional probing questions. By doing so she is able to ensure she is working on the correct underlying issue. Janis demonstrates her knowledge by using proper processes in work order entry. Janis has been taught “Arm and Own” this year. She has attended weekly huddles with her supervisor to learn how to fully own and manage each customer’s account. By implementing what she has learned, such as, how to navigate the customer’s account to uncover any prior unresolved issues or to proactively address any concerns of the future Janis can exceed her FCR goals.

The purpose of this report is to analyse the customer service system employed at West Dealership of Melbourne Car World. It should be noted that performance management has not been carried out so far this financial year which has no doubt prompted, at least in part, this investigation and the following report. The first quarter data of the 2012 financial and all data available pertaining to customer service operations will be considered.

In this section, there are two different case studies which is Lloyds Bank Group and the Deloitte. These two cases indicated that how the companies have been confronting the gender issues, while carrying the employee selection function and to what extent the female has been successful in ensuring the desired objectivity.

The merging of the customer data from sales and the call center interactions has created the more informed interactions with the customer (Petersen, 2004). The concept rang with the user organizations and mergers and acquisitions created a host of software that the vendors claimed to have an integrated set of capabilities that became known as customer relationship management (Petersen, 2004). Companies wanted to learn more about each and every individual customer and use the information to effectively take care of and manage their relationships, and yet increased customer satisfaction and profit.

According to the customer contact approach proposed by Chase and Tansik [1,6,7], customer contact activities should be decoupled from non-contact activities to do justice to their different design requirements and maximize the efficiency of the service delivery system. Consequently, service organizations consist of a front stage and a back stage. In the back office customer contact is passive or nonexistent, service processes may be designed with manufacturing-like principles in mind [6]. The process may take advantage of standardization and automation to enhance the efficiency and effectiveness of operations. While in the front stage customer contact is high and active, it brings about unavoidable inefficiencies, and the human relation skills become a dominant factor in designing the process [6]. Study [8] adds that moving some of the back-stage functions from developed areas (or even countries) to underdeveloped regions may increase greatly efficiency because of the reduction in labor costs and taxation. 2.2.2 Decoupling for Speed, Quality and Sales Opportunities However, back-stage tasks need not only be viewed as tasks where

A customer driven organization with detailed customer relations can result in optimal effectiveness and efficiency in the workplace.