Sof Optics

* Where difficult customer behaviour may arise and where it would be considered a risk

| Not being able to respond to consumer wants/demands quickly enough, leading to short-term revenue loss

should be during months one through four and what the direct labor hours budget for those

This is an example of poor management and lack of commitment to properly train their employees or interns. This is a result of an increase in the check in process, which will deter customers from returning.

* Customer Dissatisfaction - Delivery and quality problems invariably result in decreased customer satisfaction, which may be compounded by poor service

Assuming perfection (no busy-signals, no customer-abandons), a Customer-Svc Rep can handle (8 hrs) ÷ (130.65 sec) = 220.4 calls/day, or 206.6 calls/day with a 30-min break. A Data-Entry Operator can handle (8 hrs) ÷ (37.5 sec) = 768 calls/day, or 720 calls/day with a 30-min break.

Consumer Demand Risks | Not being able to respond to consumer wants/demands quickly enough, leading to short-term revenue loss | Marketing Team | Consumer interests change, other companies offer newer/better product | Medium | Medium | Medium |

With respect to staffing, I found that I initially had trouble serving customers quickly enough during peak hours. Customers dissatisfied with their queue times often left the store, resulting in lost sales.

First, we need to calculate employee’s working time per year, employees work for 42-2=40 hours per 5-day week. 40 hours times 52 weeks plus 8 hours for an additional day equals to 2088 hours, minus 14 days off work, the total work time is 1976 hours or 118,560 minutes. This number can be used to calculate the cost per minute of all types of staff except

Assuming 52 weeks in a year, how many hours does a DBA save in a year because of Precise?

Customers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Lapert, 1999; Zeithaml and Bitner, 2002). One of the first strategies adopted is to flex

In an ideal situation, customers would not have to wait for the delivery of products and services. However, in the real world, organizations cannot always match exact capability and demand; therefore, waiting is frequently inevitable while purchasing, especially in service marketing, as service firms can barely inventory their “stock” for sale at a later date (Lovelock, 1992, p.154). In general, waiting in lines – known as “queuing”, happens when the number of customers arrive at a facility exceeds the capability of the system to serve them (Lovelock & Wirtz, 2011, p.260). Basically, this essay will state the relationship between queuing and customer satisfaction, as well as relationship between customer satisfaction and

General knowledge is that customers are more perceptive to losses than gains which means that worse-than-expected service is more damaging than better-than-expected service is beneficial (Rust et al. 1999).