Customer service and support teams analysis

Company EE is a service network provider and deals with services that include 4G network. In order to maintain its high-quality performance and retain its title in the industry, it must have good customer services. Customer service refers to a collective set of rules and policies that govern every way an entrepreneur and their employees interact with their customers. It comprises everything from how much parking you have access to how you greet customers, handle service complaints, and also back up of services. At its hub, quality customer service is about making sure customers feel they are valued, treated fairly, and appreciated by the business.

It is therefore important that delivering a high standard of customer service can help increase customer numbers through repeat business and recommendations. On the other hand, poor customer experience can impact on the business reputation and potential future business. These have been clearly shown in the sub titles below:

DISCUSSION

1.1 SERVICE DESIGN AND STRATEGY

Over the years, there have been significant changes in business and the economy which have impacted on the way organizations and their customers relate to the services. Company EE has designed its products and services in a strategic way so that it conquers the market and acquire more customers using their products. One of these main design changes is the move from a transactional economy to one which is relationship oriented. It is true that today’s customers are savvy, discerning and demanding. They expect organizations to relate to them as individuals and not just as transactions and therefore affecting the whole value chain.

The customer support systems have consumer contacts that help them in answering questions related to and troubleshooting products. That depending on the industry, support teams provide guidance with electronic equipment, software and appeared. The customer support system agents solve problems related to products consumers have purchased or are using.

Customer service and support teams incorporate various elements that enable them to operate efficiently. They include the following:

  1. The call management system that is used to log incoming phone calls and route them through a network to the proper person or department within the organization.
  2. The contact center that describes the central point from which all customers are managed. The contact centers offer Omni channel support, including email, voice, chat, and websites.

iii. The field service and dispatch system that is an essential part of customer service and support, enabling technicians to be contacted and sent out to service a product when the need arises.

1.2 COMPETITIVE ENVIRONMENT OF SERVICES

The competition in the market is quit high and hence the company EE have invested on crucial areas which are the easy weapons of outwitting the business rivals. The importance of customers has been painted out by many researchers and academicians. 4 G network for instance is very advanced and have already covered a wider area in the market coverage and have adversely improve the image of company EE and its products and services. The customers are the purpose of what businesses do and rather than them depending on the businesses, businesses very much depend on customers. (Zairi 2000). That the customer is not the source of a problem. This is the main reason why organizations today are focusing on customer satisfaction, loyalty, and retention. Satisfaction of the customers is the key item in market penetration whereby company EE has majored in owing the quality of its services and is an overall customer feeling towards a service provider, or an emotional reaction to the difference between what customers look forward to and services they receive, regarding the fulfillment of some needs, goals or desires of company EE. (Hansemark and Albinsson 2004). Customer loyalty according to Anderson and Jacobsen (2000) can be defined as the result of an organization creating a benefit for a customer so that they will maintain their purchases from the company EE. Oliver (1997) argues that customer loyalty refers to a deeply held commitment to re-buy or re-patronize a preferred product or service like the 4G network from EE hence time and again in the future regardless of situational influences and marketing efforts. The true customer loyalty can be created when the customer becomes an advocate for the organization, without motivation., customer retention is described as the practice of working to satisfy customers with the purpose of developing long-term relationships with them. (Hoyer and MacInnis 2001).

1.3 SERVICE QUALITY GABS AND DIMENSIONS

1.3.1 Bargaining power of suppliers

There is much importance to customer satisfaction according to different scholars. For instance, company EE has really faced a lot of competition in the race in order to maintain the 4G network and dorminate the market. Therefore, they have chosen the Chinese vendor which is the Huawei company to be their long term supplier of the Long Term Evolutions(LTE). Hoyer and MacInnis (2001) say that satisfaction can be linked with feelings of reception, happiness, excitement, and delight. There are many factors that affect customer satisfaction. The following are dimensions in quality gabs.

Assurance: Ability to convey trust and confidence. Give a feeling that customers’ best interest is in your heart. Example: being polite and showing respect for customer.

Empathy: Ability to be approachable, caring, understanding and relating with customer needs.

Example: being a good listener.

Tangibles: Physical facilities and facilitating goods.

Company EE therefore have to develop high standards of supplier maintenance in order to emerge and be the sole 4G network giant which ensures customer satisfaction. Therefore, does have a positive effect on an organization’s productivity. Satisfied customers form the basis of any successful business as customer satisfaction leads to a recurring purchase, brand trustworthiness, and positive word of mouth. 4G network has dominated the network and have tapped a lot of customers which has enabled company EE have a constant technological growth over a period of time. (Hoyer and MacInnis 2001), Coldwell 2001, Growth Strategies International (GSI), performs a statistical analysis of Customer Satisfaction data encircling the findings of over 20,000 customer surveys conducted in 40 countries by Info Quest.

1.4 SUPPLY CHAIN MOVEMENT

Supply chain mainly achieved through procurements of multiple commodities which the EE Company utilize. In this context, there have been a series of arguments on how to conduct and enable a good customer support service. In other words, good service works from the top down, and manpower which are explicitly trained in the art of quality customer service are far more likely to represent your company in a way that ensures fulfillment and repeat business. These include:

  1. a) Developing customer service policies: this includes implementing service policies that address every believable aspect of the customer experience. This includes how fast your phone is answered or your website or email questions responded to, how many cashiers you have on busy days of your work, and how you handle irate customers. Brainstorm every potential scenario your specific business could come across and then develop customer-friendly ways to address them. EE Company has involved her staffs in the course.
  2. b) Hire well: When you interview the candidates, ask them what quality customer service means to them. Masquerade sticky customer scenarios and ask them how they would respond to the situation. This gives you an idea of whether the people you employ for your front lines will symbolize your business in a way you find satisfactory.
  3. c) Provide customer service training: Train all your employees on customer service policies. Role-playing works well with one staffer performing as the customer and another as the staffer. Sensitize the session to offer your take on what the role-players did right and where they can get better. Make customer service training a continuing part of your company’s professional development program so that staffers are repeatedly urged to up their games.

However, most agencies face considerable challenges today. A distressed economy is harshly constraining tax revenues, forcing many agencies to operate on tighter budgets with smaller staffs. Also, many agencies are seeing their most conversant and experienced people retire and further undermining their ability to efficiently serve customers. At the same time, agencies are under extreme pressure to advance services and become more transparent to citizens and other stakeholders. Agencies at all levels of government are called upon to provide more-responsive service, increased intelligibility to the general public, better teamwork with customers and more down to business efforts to improve customer satisfaction. These pressures are also as a result of a broader marketplace environment in which customer expectations continue to grow high.

Today’s citizens and stakeholders demand fast and reliable answers from government agencies and they will obviously express their frustration if those expectations are not met. To make matters worse, customers now expect to be able to deal with agencies across a mass of communications channels.

1.5 SUPPORT FACILITY

By adopting the best ongoing vibrant approach to information management, government agencies can guarantee that their knowledge foundation remains accurate, up to date, and closely allied with customers’ needs. In fact, most agencies realize that a rather large percentage of customers’ needs can be met with a moderately small amount of knowledge, given that customers so often ask the same questions. For instance, with a knowledge base that presently contains more than 2,500 questions and answer pairs, and the powerful search capabilities that Oracle Right Now CX Cloud Service provides, the odds are high that visitors to the Pennsylvania Department of Revenue’s Website will find what they’re looking for. In fact, only about 1% of 130,000 Web sessions result in a site visitor’s actually submitting a question via the Ask A Question form for a personal reply.

Secondly, with a rich and constantly self-improving knowledge foundation in place, agencies can take the crucial role of providing customers with highly effective self-service. This can be done via the Web but can also include voice self-service. With the Web self-service, the customers can hastily and simply pinpoint the information they need in the knowledge foundation without aid. Ideally, they should be provided with a range of ways to do this including keyword searches, plain-language queries, and category-based browsing. Most agencies including EE have revealed that it’s in particular helpful to maintain a Top Answers list of the most well-liked current topics. This approach enables the largest-possible number of customers to find the most-accessed up-to-date knowledge they need without really having to search. In fact, when self-service is appropriately implemented in combination with the right kind of self-learning knowledgebase technology, agencies can realize self-service rates of 90% and higher. Effective self-service delivers many major advantages to agencies looking to optimize their customer experience within their existing resource constraints.

Thirdly, with the self-service, customers don’t have to wait for someone to pick up the phone or reply to an e-mail. They will find the answer they need within minutes of arriving at the agency’s Website. It is also important to note that efficient self-service naturally provides customers with an easy means of increasing problems to another channel if necessary which, in turn, prevents them from perceiving self-service as a dead end. For example, in the New York Metropolitan Transportation Authority, the New York Metropolitan Transportation Authority (MTA) began to implement Oracle Right Now CX Cloud Service’s e-mail capabilities in each of its business units. Since each unit had its own objectives and staffing structure, the business rules for steering e-mail were personalized accordingly. Customers quickly embraced the new communication channel, and thousands of messages started bucketing in. These online messages could easily be routed and tracked without the awkwardness of postal mail or the real-time pressures of a phone call. The new channel was also highly expedient for customers because they could dash off a note to any MTA unit upon incoming at their office in the morning. In many of the cases, they would have their answer by the afternoon. This represented an 80 percent to 95 percent development over response times prior to the realization of Oracle Right Now CX Cloud Service.

In recent days, customers expect and demand service through whatever communication channel happens to be the most suitable for them at any given time. They can check an agency’s Website for information, send an e-mail comprising the question about their particular situation, and then follow up by making a phone call or by walking into an office. Agencies that don’t have a good strategy in place for dealing with channel-bouncing customers would not be able to serve them efficiently and will often wind up operating far less cost-effectively than they otherwise could. To productively serve customers across multiple channels, agencies must apply a common knowledge foundation across all channels. If customers get different answers over the phone and the Website, they won’t trust either source and therefore they will definitely won’t perceive the experience as positive.

CONCLUSION

To sum up, EE company is seen to have risen within the shortest grace period and now competing with large telecommunication firms for market share. All agencies need to leverage a single knowledge foundation across all of their communication channels and to manage all channels in a common manner. The frontline employees need to be able to see whether the customer they’re helping has of late interacted with the EE Company about the same issue through another channel. Also, frontline staff will want to avoid sending out an e-mail in response to an issue that’s already been tackled in a previous phone call. These examples highlight the importance of not treating each channel as a disjointed silo of communication but instead managing all channels in a common manner. Some agencies may support e-mail, Web self-service, and chat while others may add forums and others may support phone, walk-ins, and Web self-service first. Many factors go into making these decisions, including the customers’ channel preferences and what staffs are available to support which type of channels.

REFERENCES

  1. Singh, Harkiranpal. “The importance of customer satisfaction in relation to customer loyalty and retention.” Academy of Marketing Science 60.193-225 (2006): 46.
  2. Coldwell, John. “Characteristics of a good customer satisfaction survey.” Customer Relationship Management(2001): 193-199.
  3. Zineldin, Mossad. “The royalty of loyalty: CRM, quality, and retention.” Journal of consumer marketing 23.7 (2006): 430-437.
  4. Dimitriadis, Sergios, and Eric Stevens. “Integrated customer relationship management for service activities: an internal/external gap model.” Managing Service Quality: An International Journal 18.5 (2008): 496-511.
  5. Hokanson, S. “The deeper you analyze, the more you satisfy customers.” Marketing News 29.1 (1995): 16-16.
  6. Anderson, Eugene W., Claes Fornell, and Donald R. Lehmann. “Customer satisfaction, market share, and profitability: Findings from Sweden.” Journal of Marketing 58.3 (1994): 53-66.
  7. Anderson, Eugene W., and Claes Fornell. “The customer satisfaction index as a leading indicator.” Handbook of services marketing and management (2000): 255-270.
  8. Zairi, Mohamed. “Managing customer satisfaction: a best practice perspective.” The TQM magazine 12.6 (2000): 389-394.
  9. Bellou, Victoria, and Andreas Andronikidis. “The impact of internal service quality on customer service behavior: Evidence from the banking sector.” International Journal of Quality & Reliability Management 25.9 (2008): 943-954.
  10. Dewi, I. Gusti Ayu Manual. “Critical Review of Need for Achievement Effect on the Job Performance-Job Attitude Relationship.” Journal Manajemen Maranatha 12.1 (2012).
  11. Futrell, Charles M. “The impact of manager’s job characteristics and performance on satisfaction, involvement, and intrinsic motivation.” Journal of Management 3.1 (1977): 27-33.
  12. Caruana, Albert. “Service loyalty: The effects of service quality and the mediating role of customer satisfaction.” European journal of marketing 36.7/8 (2002): 811-828.

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