Case study brief overview:
Zie Retails is a retailing company established back in 2000. It main office is based in Melbourne. In recent years due to the strong economic growth and more competitions joining in this industry all the retailing company is facing more operating stresses. In 2012, Zie Retails determined to close some underperforming stores and merge them with the ones in Vic, SA and NSW. The company also decided to reduce the operating hours and cut the number of working staffs at its Melbourne centre. Due to the increased costing issues, product and services prices have to be increased heavily. Therefore customer satisfaction level has been dropped dramatically and customer complaints rate has been hiking. With the increasing number
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The management decided to work on the business operation effectiveness and efficiencies which they believe can lead to the maximum customer satisfaction level. The main success factors to be considered in this case can be the average amount of time spent on the phone/call ratio. According to this formula the management can easily find out the accurate staff requirements and staff levels to maintain customer satisfaction. However it is not easy to maintain the customer satisfaction level because a 10% increase in the service level will result in the 20% increasing in the staffing requirements.
Zie Retails decided to analyse the contact waiting time and service level data through a chart representation. Management has identified the breakeven level of the customer waiting period. They identified that there are two main sensitive points: answering customers calls straight away makes customers satisfied while holding customers call make them unsatisfied. The company needs to improve the differences between these two different time
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(1) Identify and analyze problem in the organization, (2) Develop implementation plan and schedule for new customer service standard, (3) Implement of new customer service standard, (4) Evaluate the effectiveness of new standard, (5) Ensure that this standard to meet with international quality standard and (6) Continue improve customer service
Retrain all customer service employees and create a new handbook. Have a bigger presence in social media to address problems and concerns of the customers and train them to respond in an appropriate manner. These customer service reps should be young, be able to make pop culture references and/or jokes (There has been many articles on a company’s funny (but very helpful) response to a concerned consumer)-free advertising! Create an incentive: if an employee receives a good review, reward them. Also, update the customer service page to be more interactive.
Customers must be able to obtain the service they are requiring in order for the company to be kept on terms with each and every customer. Customers often spend hundreds or even thousands of dollars a year at a company and are absolutely vital for the survival of any business. When these customers have a problem with a product or a question, they expect to have the issue resolved with a customer representative. If the customer service department is not up to par, this can
Customer service is a phrase that is used out of context on a regular basis as it is considered the area where you go to complain and return things. On any given day stories can be heard about an awful service experienced by a neighbor, co-worker, or a total stranger whether it was due to the lack of product or the lack of professionalism of the workers. While there is nothing the listener can do immediately, the information does not go unnoticed as “word of mouth” is a very important tool used in the business industry. ‘A career in retail is a fast pace and ever changing one according to Dunne, Lusch, & Carver, ( 2011, p. 34). With so many competitors in every sector of retail there is no wonder as to why customer service is ecspecially
Introduction Zappos is an online shoe retailer that started its business in the year 1999. The company later expanded and increased the variety of the products of its business by adding clothing, beauty products, and housewares. The Zappos Customer Loyalty Team Case Study emphasizes on the customer service department and the initial focus the drop ship method. The company also created a brick and mortar storefront to expand the business from online only and increase sales. The management of Zappos took an innovative approach to earn their required return on investment.
Introduction As the world we live in today continues to flatten, new channels begin to emerge across the globe. The technological age that we live in today has forever changed they way retailing functions, creating new opportunities for international success. However, the thought of internationalization can be daunting for many retailers, especially due the large history of retailers who have expanded internationally and then failed. Although this type of expansion can be overwhelming, if done properly, the new retail format can generate a great deal of success for the retailer.
The sector is witnessing a radical change as traditional retail markets are replacing with new formats such as discounts stores, departmental stores, hypermarkets, supermarkets etc. In this competitive environment the retailers are more forced to concentrate towards Customer service & their satisfaction. In retail stores, the customer service is includes like counter service, billing the products, offer explanation to customers, providing them coupons, explain the product
CHAPTER 4 ZARA’S MARKETING STRATEGY Analysis of Zara’s Marketing Plan and Strategy 4. Marketing plan Zara is a retailing cycle with various stores set worldwide. Its web marketing strategy is based mostly more on expansion in lieu of advertising and traditional strategies of promotion. This report will offer a shorter outline and a critical appraisal of Zara 's marketing plan particularly with regards to its environment. The report can even identify and additionally evaluate the simplest way technology and also the new mass media could impact on Zara 's future marketing designs.
This paper presents an overview of Kmart retail supply chain in New Zealand. Various IT systems and software used by Kmart are presented in this paper. The new IT systems and business applications are also proposed. In retail sector, IT is involved at every point right from supply chain management to POS terminals for transaction processing. Efficient use of technology and IT systems can bring innovation.
They finishes up is, limit inefficient spending while at the same time contributing towards accomplishing higher purchaser fulfillment. Considering administration levels, normal time-to-reply over all client benefit focuses. However, benefit levels are trying to keep up and exorbitant to enhance as raising fulfillment levels by 10 percent requires more than a 20 percent expansion in staff. The administrator has chosen to study contact hold up attributes and administration level with the graphical portrayal. They found that their clients had two breakpoints at X and Y seconds on a call, noting the telephone quickly, while leaving clients on hold for longer delivered solid disappointment.
Specify organisational standards of customer service So the customer segment of the Ritz-Carlton is a wealthy clientele who has very high expectations since they use to get upscale products because they are ready to pay more to have more. Therefore, the differentiation of the Ritz-Carlton is made on an efficient and effective customer service. As we know the needs are general but the wants are specific, so the companies have to make the difference so as to become the customer’s wants. For example, customers will need to book an hotel room but some customers will want to book an Ritz-Carlton hotel room.
The Value Chain 4 4. Operations Strategy Implications (Store level) 5 5. Inventory Management and Demand Forecasting 9 6. Supply Chain Management 9 7. Quality Management 11 8.
The teams processing the information for the customers for the service provided were contacted by the customers to assist them in making payments. Knowledge The knowledge about the buying criteria of the consumer and that there was greater opportunity for the differentiation strategy implemented based on the quality and the services offered for customers. Mike was also able to establish the fact that his relationship was not too smooth with the managers of the
There are annual meetings with the team members to make sure that everyone is on the same page and that the goals and team members are progressing. There is also a customer feedback/ suggestion box at customer service to give team members an idea of how the customers view their customer service and what they doing really with and what needs progress; constructive criticism is always helpful. Artifacts: (Zahraa) Meijer prides itself for being the first retail company to open a super center where customers can access virtually everything they might need.
The Mazur plan divides into four functional areas of retail activities. These five areas are merchandising, publicity, store management, human resources and control. These areas make up the typical merchandising structure chart underneath the company’s chief executive officer. These different divisions contain a number of different departments and personnel who have specified tasks and jobs to carry out. In order for the store to be successful, there is a great deal of communication and interaction within the departments to remain as a cohesive unit.
• To understand this relationship we have investigate through data collection from youth in a restaurant named FRIED CHICKS. • To access our findings we use different data analysis techniques such as reliability, descriptive and inferential statistics, and correlation and regression analysis. • To evaluate and interpret our finding by accepting or rejecting the hypothesis we have developed on the basis of results we have collected through data analysis techniques. • To conclude that there exist a relationship between customer satisfaction and employees performance, food quality, price, physical environment. 2.3 Introduction: