Thursday, December 5, 2019

Learning Environment Customer Service Representatives

Question: Discuss about the Learning Environment for Customer Service Representatives. Answer: Introduction: Hobbs and Besner (2016) depicts that customer service representatives directly deals with the customers and responsible for problem solving and taking orders from end-users. They are the internal customers and the engineers should consider their order for a better outcome of the excellent customer service. This understand-ability can be ensured by the positive response from the customers that they are getting what they have asked for and the annual outcome of the organization whether they are making a profit or loss (Grace Lo Iacono, 2015). Zhu et al. (2013) furthermore suggest that this comprehensibility through the process of knowledge sharing by conducting a regular meeting of engineers and customer service reps and discuss aspects of the customer demands and problems like loss an organization incurs due to incorrect shipment. Importance of customer service Yes, it is necessary for all employees within an organisation to consider the basic requirement of the end-clients and customer service. Gilmour et al. (2013) portray that every organization manufactures products for people in the community and their profitability rely on the sales of their ultimate products. In the context of the given case study, the customer service representative directly knows about the actual customers demand and they place orders to engineers. Since, the engineers indirectly taking the customers order thus it is evident that they should understand that they are working for the ultimate customers through the help of the customer service reps (Raza Hanif, 2013). Thus, the organization should take initiatives for providing two-hour training per week regarding the customer's services their organization is providing and the recent demands of the customers. This approach will help them to opt for appropriate methods for accomplishing the engineering procedures for meeting the customers requirement (Tucker, 2013). The obligatory requirement of understanding the customer services results in satisfied customers and fewer user complaints. Key requirements for outstanding internal customer service Setting of clear expectations The goals and objectives regarding what projects need to be accomplished for better productivity and profitability are to be set by the managing authorities of the manufacturing industry. Radnor and Johnston (2013) depicts that poor planning will result in the poor execution of a project that enhances the rate of the client's complaints. Thus, a collaborative goal has to be set among the engineers and the customer service reps that so that the latter one gets aware that the former executives will work according to their requirement (Beringer et al., 2013). In addition to that, this leads to satisfied internal customers. Informing the customer service reps concerning the project progress Beringer et al. (2013) furthermore, stated that in recent times, the technologies and the demands of the users are changing rapidly and in order to attain the maximum profitability, these organizations have to change their procedure to accomplish their orders. Thus, engineers should reveal the status of the work to the customer care representatives. Marr (2013) highlights the advantage of their approach that is; those reps can suggest some improvised methods through which customized products for customer can be formulated. Identification and anticipation of needs Scheduling quick calls for the development and progress of the projects, let the members of the department of an organization know each other. Radnor and Johnston (2013) sated that this not only reduces the conflicts among the internal costumer and the engineers but it will also enhance the manufacturing outcome of the produced goods. Thus, results in outstanding internal customer service. Relationship between internal and external service delivery It is evident from the provided case study that, if engineers deliver the appropriate manufacturing good to their internal customers that are the customer service representatives, the products will then henceforth deliver to the end-customers. Hence, Gilmour et al. (2013) portray that there is a direct relationship between the internal and external service delivery. Grace and Lo Iacono (2015) depicts that the external service delivery relies on factors like quality of the product, the organizational image on accurate delivery of the products, precision of the products manufactured and the reliability of the performance of the good the user get. Raza and Hanif (2013) moreover depict that the engineers took responsibility for the timely delivery by fulfils aspects like responsiveness, which relates to the speed of service, empathy that pertains to the feeling of safety by using the products and reliability of the engineers that describe the accuracy and timeliness of project delivery. Evidence for how external customers can affect from problems between internal customers The poor communication in between the engineers and the customer care representatives results in an adverse outcome for external comprises (Raza Hanif, 2013). From the given case study, it can be seen that the organization is known for its great products but poor customer service. de Waal et al. (2016) defines the reason for such circumstance is the less knowledge of the manufacture goods that the engineer produce and they cannot help the customer with a proper solution if they face any adversity. Moreover, from the case study, it has also been noted that engineers do not respond to the representative's consideration as a result they are unaware of the used approach for the manufacturing of the goods and thus, for the organization the customer service is just a department that cannot clear the queries of clients. Lastly, incorrect shipment due to inappropriate details incurs a loss for the organization. Users will get incorrect products that are not useful for them and hence they ha ve to suffer from problems between internal customers. Building customer satisfaction between internal customers The customer satisfaction can be built by considering them in the manufacturing approaches that the engineers are using for producing goods. In this way, they are not only able to learn about the organizational proceedings but also able to guide their users if they are facing problems in using the goods. Zhu et al. (2013) also depict that maintaining good work culture, showing respect to the internal customers, motivating them and provide them training also drives customer satisfaction among the internal customers. In this way, they will be able to learn about the workplaces culture and serve their best by utilizing the training they have been provided. Reference List Beringer, C., Jonas, D., Kock, A. (2013). Behavior of internal stakeholders in project portfolio management and its impact on success.International Journal of Project Management,31(6), 830-846. de Waal, A., de Waal, A., van der Heijden, B., van der Heijden, B. (2016). Increasing customer loyalty and customer intimacy by improving the behavior of employees.Journal of Strategy and Management,9(4), 492-510. Gilmour, P., Borg, G., Duffy, P. A., Johnston, N. D., Limbek, B. E., Shaw, M. R. (2013). Customer service: differentiating by market segment.International Journal of Physical Distribution Materials Management. Grace, D., Lo Iacono, J. (2015). Value creation: an internal customers perspective.Journal of Services Marketing,29(6/7), 560-570. Hobbs, B., Besner, C. (2016). Projects with internal vs. external customers: An empirical investigation of variation in practice.International Journal of Project Management,34(4), 675-687. Marr, N. E. (2013). Do managers really know what service their customers require?.International Journal of Physical Distribution Logistics Management. Radnor, Z., Johnston, R. (2013). Lean in UK Government: internal efficiency or customer service?.Production Planning Control,24(10-11), 903-915. Raza, S. A., Hanif, N. (2013). Factors affecting internet banking adoption among internal and external customers: a case of Pakistan.International Journal of Electronic Finance,7(1), 82-96. Tucker, F. G. (2013). Creative customer service management.International Journal of Physical Distribution Logistics Management. Zhu, Q., Sarkis, J., Lai, K. H. (2013). Institutional-based antecedents and performance outcomes of internal and external green supply chain management practices.Journal of Purchasing and Supply Management,19(2), 106-117.

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