Chern's Case Study: Staffing, Performance, Management And Training

The employee especially concerns management because in customer service, the success of the products depends on the delivery. Thus, service organizations rely on their employees to create memorable experiences that develop a loyal customer base and ultimately carry out the organization’s strategic initiatives (Longstreet, Sturman, & Walsh, p.4, 2010). The group that will be receiving training for the training needs analysis will be the front of house staff. This staff includes: hosts, servers, bartenders and takeaway. This staff is considered the “front lines” and is directly in contact with customers on a daily basis.

The customer service personnel should be in a position to acknowledge their clients and pay attention well to whatever they say and put into practice active listening. They should also give a chance to the customers to respond to the services the company offers perhaps through the enterprise’s website. For any company to prosper, good customer relation is paramount in building a loyal

Our organization is profitable because of our customers and our employees. In order to keep our business operating successfully, we need to make sure our customers are getting the highest level of service at all times. We rely on our employees to provide this stellar customer service experience, so they need to understand how to maintain that. The goal of this new employee training is to teach new associates our expectations on how they can create that experience for customers. The training will teach them how to build loyalty with customers; how to create good first impressions; and how to manage the expectations of customers. Our customers expect great service every time they interact with one of our employees, so it is our job to make sure that happens, regardless of who they are working with.

Contrary to the situation at E-Z RP, there is no linkage of customer service representatives to development teams. For instance, CRSs are often the last to gain access about new information or new products. In terms of the organization of customer service, E-Z RP uses a specialized call center where customer service representatives deal with a single product. At Datatronics, the call center is centralized and CRSs deal with all products. E-Z RP uses the second tier support while Datatronics uses a minimal second-tier support. In terms of the training of CSRs, Datatronics only provides minimal on-the-job training while E-Z RP provides extensive training. Datatronics hires employees with basic customer service ability while E-Z RP recruits employees based on customer service skills, business knowledge, and communication ability. The performance metric at E-Z RP is the level of customer satisfaction, while the metric at Datatronics is the time on call or between calls. Although Matt does not intend to reproduce E-Z RP’s customer service system at Datatronics, these are the key issues that he ought to consider in making recommendations for changes at Datatronics.

1.3 Discuss with colleagues steps that team members can take to deal with different customers and different customer service situations

From what I have learned in life and in this course so far, customer service is one of the number one resources a company has at its disposal. With this position Maersk Customer Service may be the first contact customers have with the company or future customers. The ways I would develop learning activities is by recording calls to evaluate and use for training on what to and not to do. I would have a training program set for this position where they can take live calls under supervision or alongside of current customer service

Chern should take an approach train and develop needed skills. In today’s selection of employment seekers it is difficult to find people who have the right level of qualifications. Training will allow Chern to ensure that the employees are at the best skill level for their business. They will be able to mold employees into what they want them

Initially, Mr. Freeman walked us through and thoroughly described the customer service philosophy in his organization; he was very proud to share this information with our team. He said jovially, “At Winn-Dixie we’re committed to getting better all the time. When it comes to our customers, we strive for better smiles, better aisles, better products, better variety, better value & better neighborhood involvement.” As we can see here, Winn Dixie is devoted to customer satisfaction. This is one characteristic that a successful organization possesses. With this fundamental philosophy, Winn Dixie will be a major competitor in our community. I remember shopping at the Winn Dixie that resides at Lauderhill Mall in the past. I inform Mr. Freeman that his organization philosophy is being felt by his external customers; I can recall shopping at Winn Dixie, and their aisles are really diverse with a lot

The same customer service skills that are needed when dealing with customers face to face are needed when dealing with customers on the telephone (Lucas, 2015). Arthur W. Page, the first vice

With the addition of added services to DCI’s portfolio, it is imperative to add a sales department to assist the service and support department to maximize profits. Training and development implementation for the new sales division for every employee, regardless of the employees department must take place (Mayhew, 2012). This will ensure that every employee can assist customers who wish to purchase DCI’s products. Furthermore, it is necessary for current employees to complete monthly online scenario training and comprehensive training classes. Additionally, each of the new sales department teams will have a sales mentor available to provide guidance and feedback on an ongoing basis.

Call centre workers must be able to listen well and communicate verbally. Speaking to customers on a daily basis we must make sure that we are able to problem solve and resolve and give any solutions to customers. On a daily basis we have to read scripts and make sure that we are offering a service that is compliant. We deal with so many different people from so many different backgrounds and we must be aware of this when speaking to them. It is important to actively listen to the customer, not speak over them and answer the questions using the right tone of voice. If a customer is angry then I will try to calm them down and try to resolve any issues within my remit.

Trained and developed associates on customer experience standards, register procedures, and proper front line procedures and controls.

Chern’s has set the minimum entrance requirements for the management training program at five years of company experience, a college degree from an accredited university, and a minimum job performance rating at 3 or higher. Therefore, the multiple hurdle approach should be used for the selection of the training program candidates for the minimum entrance requirements, company experience, college degree and performance evaluation rating for the Grand Junction store. The candidates would have met all the minimum entrance requirements before being allowed to continue to the next phase of the selection process. Any candidates that did not meet the minimum requirements would be eliminated from the remainder of the selection process, provided feedback

At CHERN’s our greatest strength lies on the talent, set of skills and empowerment of our people. We are committed on attracting, growing and retaining the most talented people in the retail industry by creating a fair and positive environment where they can feel cared and comfortable,

We will focus on our frontline staff. Putting a strong focus on the development of our frontline staff will allow us to ensure we offer exceptional customer service which will help with keeping our current customers and attracting new ones. The frontline staff is the key to making our business successful – this is who our customers get to meet and deal with firsthand.