Since they are out in the field interacting with customers and the competition, salespeople gather a lot of important information. Their organization can only make use of this information if it gets to the right people promptly, and this is done by salespeople communicating the information back. Companies often use customer relationship management software to facilitate the gathering and dissemination of information regarding customers and their preferences (Tanner and Raymond, 2010). The information that salespeople gather can help with future marketing efforts, custom marketing and product offerings, and product development. How does each type of salespeople create value?
Recognition: It is important for Tesco to recognize their problem. Although, from Tesco’s perspective, there may not be a flaw with the product or service, it is important to know that their customer is unsatisfied and stakeholders. In order to retain customers every issue must be taken seriously. Their customer must never feel that they are being blamed for the problem. 2.
It also exhibits commitment to improving communication throughout the organization 5. It demonstrates willingness to listen and to respond to employees views – which is most important in building positive relationship, creating trustworthiness and nurturing mutual belief 6. An audit will find out what major fragment of employees/stake holders think about the org’s communication and initiatives 7. An audit can save the money and effort as it will help to minimize or eliminate the programs that do no return benefits and strengthen those that do 8. Valuable data can be revealed about barriers, bottlenecks or misunderstandings.
1.1 Explain the concept of the “customer experience” The concept of the customer experience is based on the idea of meeting the needs and expectations of the customer. It is also based on what the customer had got from purchasing the products and services, how good that service was/is and would they come back. The concept of the customer experience refers to the all the experiences the customer has with Salons Direct and is based on all dealings and opinions about us. Customer experience is a fundamental part of customer relationship management and it is important to our business because customers who have a positive experience are more likely to become repeat customers and loyal customers of Salons Direct. 1.2 Explain different methods of segmenting and characterising customers The key to a successful business is to find out who our customer base is, what the customer wants, the age, gender, spending patterns etc.
However, Janine giving each employee incentives that would benefit them individually will help the company become even stronger and motivate employees even more. Boost Juice just needs to focus on communicating more between upper level management and their employees on the shop floor. They are the ones who are the face of the business to customers and they are the ones who see first-hand any issues to do with the stores. Communicating with them is key in order to have a full understanding of what they are doing well and where they need to improve. At the end of the day "The art of communication is the language of leadership" (James Humes,
It involves clear direction and vision for an organization. A weak leader generally will be unsuccessful to gain victory over staff and will have difficulty in corresponding and organizing workers effectively this is why transactional leadership style is weak because it motivates at a foundation level only or in other words the basic need like food and shelter. Transactional leadership support compliance of followers through both penalties and rewards which do not motivate at the higher level of human development. Transactional leadership works better with employees who know their jobs, it is where the status qou of an organization is maintained which is not good for utilizing the skill for higher level. Hence, creativity is limited as the goals and objective are already set and does not reward personal initiative.
Without trust, building a stable work environment between differing parties is difficult if not impossible. However, it could be said that it does not address other glaring issues with Carr’s position that personal morality does not apply to business. First, that cultural acceptance for such behaviour, the implication that business operates in a morality-free zone, is a glaring fallacy. Secondly, Carr’s position relies on the fact that when one enters a business they put on their ‘poker face’ and leaves behind their human identity. Not only is such a thing impossible, it attributes to business autonomy that it is lacking.
Ethics hotlines give employees access to an impartial third-party professional organization whose representatives are trained to handle complaints expediently, thoroughly and with sensitivity. Through the use of a Case Management System, employers have the ability to effectively manage hotline complaints and enhance internal controls. Companies who are currently satisfied with their level of ethical behavior may be experiencing a false sense of security. As economic conditions improve over time, attention to ethics in the workplace tends to diminish, which can open the door for unethical practices to commence unless a proactive approach is taken. In summary, companies that are truly committed to best practices, or “management practices and work processes that lead to world-class, superior performance,” must not underestimate the importance of ethics in the workplace.
When some, but not all, of the necessary conditions for market formation exist. This means that markets form, but will fail to develop and supply sufficient quantities of a good or service. In the case of merit goods, such as education, markets are inefficient because they under-supply these goods, and fail to meet society’s demand. When free markets over-supply a good or service, either because producers fail to take into account the full costs of
Another concern is certain aspects of the job not directly related to the compensation may be ignored and not taken as seriously (Billik, 2006). If performance compensative is based solely on sales for example, than customer service may be left on the wayside. This will damage the brand, where customer service is a core competency. Kohn suggests that incentives simply do not work. He explains that “incentives, a version of what psychologists call extrinsic motivators, do not alter the attitudes that underlie our behaviors.
Many customers are concerned about buying products from new vendors, moreover, they do not know the brand of the products and if they would hold up to expectations (Lurie, 2004). Customers worry that the products would not perform like they want the products to (Lurie, 2004). The customer may have confidence with trying new products with a money back guarantee. If Ron could provide a guarantee the customer would be more prompt to try Mid-Town products. The customer may be overwhelmed by all the products Mid-Town can supply (Chang & Chen, 2009).
AC1.1 Assess the suitability of a range of monitoring techniques for customers’ complaints. There are a large variety of techniques used to monitor complaints such as: Feedback/evaluations Monitoring sales Monitoring returns Monitoring complaints and problems Social Media feedback Surveys Mystery shoppers Gathering customer feedback/evaluation is a well-established way of generating meaningful information about service and any complaints or issues customers may have experienced. It will also help to identify potential problems that cause the negative feedback and complaint. On way to monitor is by looking at the sales numbers – you can look into first purchases, subsequent visits or cross sales .It is important to keep in mind that while the sales numbers provide valuable information about your customer service and upsells, they do not offer you the ‘full picture’ of the quality of your service