nidhi project report

8/9/2019 Nidhi ProjeCt Report

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A Report

On

How to bridge the gap betweenCompanies Offer and Customer Expectation?

Presented for Seminar on Contemporary Issue

Submitted in partial fulfillment for the award of degree of MBA

Management and Commerce Institute of Global Synergy, Ajmer

(Approved by AICTE, affiliated to RTU Kota)

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Submitted by:

Nidhi Gupta

Submitted to:

Maam Savita Panwar

2009-2010


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PREFACE

These projects are necessary part for the fulfillment of

MBA degree course. It helps the Students to gain

knowledge about various practical aspects of the industry

or Organization.

In fact, it is the implementation of theory in practice,

which is life force of Management. I had privilege of

implementing the theory in practice during my Project.

This project exposed me to a number of function and

activities, which helped me in getting a practical touch of

knowledge. I head an insight of daily course that takes to

maintain organization on day to day basis.

The main objective of this project is to learn about the

concept of customer expectation & Companies

offers and to get the knowledge of change management

and this study helped in providing change management

information that can be beneficial both personally and

professionally.

Change refers to any alteration that occurs in total work

environment. Generally people are accustomed to a well

established way of life.

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ACKNOWLEDGEMENT

The beatitude, bliss and euphoria that accompany

successful completion of any task would not be complete

without the expression of appreciation of simple virtues to

the people who made it possible. So, with reverence,

veneration honor I acknowledge all those whose guidance

and encouragement has made successful in winding up

this.

I take this opportunity to thank Maam Savita Panwar

for her support and encouragement which helped me in

the completion of this report.

I extend my gratitude and thankfulness to Management

and Commerce Institute of Global Synergy.

Last but not the least Im also grateful to my parents

and friends for providing me the continuous support to

motivate me to successfully complete my report.

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Date: Submitted

By:

Place: Ajmer NIDHI Gupta

Contents:-

Title Page no.

Executive Summary 6

Overview 7

Interpretation 8

Modification- Hrd 9

Information and

analysis

13

Leadership Strategies 16

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Summary 18

Bibliography 19

Executive Summary:-

Companies Offer and Customer expectations:

If we talk about this era Customers are regarded as thekings of the market whatever they need that is presentedand sold like hot cakes.

There are various reasons for this change

First and the most reason is the intense Competition.

Secondly ever changing customer taste andpreferences. And so on..

The only alternative of bridging this gap is to meet the

customers demand and to have a full proof marketresearch, as market research will help us in various waysand will solve our many problems.

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Businesses--public and private--are doing the best job ofcustomer complaint resolution (request study),understanding the gap between the agencies' ownperformance and taking action to close that performance

gap.

Indeed this will help us in

Improving customer satisfaction and Reducing the costs at the same time.

Overview:

Company outputs Customer

expectations

Inconsistantcommunicationacross multiplechannels

Choice

Inconsistent

communicationacross multiplechannels

Good value

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Fragmentedcustomerexperience across

multiple channels

Feeling ofimportance

Weak community-basedrelationships

Transparency

Too much selling Consistentpresence

Limitedtransparency Two waycommunication

Non-targetedoffers &promotions

Feeling ofimportance

Interpretation:

How can companies bridge up

the gap?

Customer Focus, Expectations and Loyalty

Make it easy for customers to complain. They organize to

respond rapidly when their customers have a problem.

These organizations understand what their customers

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need and expect. The best-in-business organizations

practice the following.

Encourage Customer Complaints

Companies also market their complaint handling systems

during conferences and meetings, in annual reports,

newspapers, association circulars, videos, audio tapes,

letters, press releases, speeches, and training sessions

and via electronic mail.

Seek to Delight Their Customers

The benchmarking partners often use the phrase "delightthe customer" and go out of their way to Resolving

complaints on a regular basis can be extremely stressful.

Successful organizations know that and treat their

customer service representatives with respect and

dignity. They select people carefully for the job, train

them and foster a supportive working environment.

Companies need to modify

there departments also:-

Human Resource Development andManagement:

Recruit and Hire the Best for Customer Service

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Companies look for a variety of character traits, skills,

and experience for customer service jobs:

1. Problem solving ability.2. Skill in handling tense, stressful, and multi-task

situations.3. Strong sense of responsibility.4. Good communication skills and voice clarity.5. Business writing skills.6. Knowledge of relevant processes.7. "People skills" with customers and co-workers.

8. Compassionate, customer-oriented attitude.9. Strong desire to help customers.10. Computer skills or aptitude.11. College degrees are desirable and sometimes

required.12.Typing and other diagnostic tests may also be

required.

Promote and Pay People who Satisfy Customers

Some organizations build the customer service position

into a career ladder for promotional advancement in the

company . Individuals generally leave because they are

excelling in their careers, which is a cause for celebration.

Agencies need to review and revise their policies andprocedures that limit rewarding results, legislative

changes are not needed.

See Training as a Critical Investment, Not an

Expense

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On going training classes for different categories of skills

is crucial. To enhance individual interpersonal

relationships, training offerings cover active listening,

behavioral interviewing, communicating across cultures,

correction (assertive ways to give and accept criticism to

and from peers), and building relationships. To develop

group relationships, courses cover facilitation, negotiation,

leading teams, and coaching. Personal growth skills

benefit from offerings such as effective writing, software

training, personal presentations. Another area covers

measurement skills, such as operation effectiveness,

surveying, and measuring. Lastly, organizations educate

their employees on the mission statement, and how their

jobs relate to it.

Create a Performance Culture

The organizations we visited have a performance-focused

culture. Organizational vision, values, goals and objectives

reach all the way down to the front line. The work

environment may be casual or formal, but customer and

quality concerns are always present. In this atmosphere,

complaints are viewed as an opportunity to improve

rather than an indictment of performance.

Employees feel encouraged to contribute their ideas for

improving processes, regardless of rank or function. A

well-developed feedback loop lets the employee know the

disposition of the recommendation. Employee feedback is

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also valued in focus groups, customer on-line comments,

assessment tools, internal surveys, and management

information sessions.

Use Teams and Teamwork

A team-oriented culture is the norm with world-class

organizations. Teams accept ownership of complaints, and

work together to handle complaints, analyze the

problems, and generate new ideas. All employees are

involved in the vision. Everyone is part of the team.

Give Employees Authority and Responsibility to

Resolve Complaints

Empowerment of customer service representatives is

crucial to providing customers on-the-spot, just-in-time

resolution to their problems. They must have the authorityto do what it takes to make things right in the customer's

eyes. Also crucial is arming those employees with the

resources to properly handle complaints.

Employees with a feeling of ownership in the company

help each other for the good of the organization. They

take responsibility for improving their own skill levels,solving problems, and sharing information. They share

information via newsletters and town meetings so the

same mistakes do not recur. Recognize and Reward

Success

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Involve Front-Line Employees in Solving

Problems

In these companies, managers value feedback from front-

line employees, to the point of using the feedback in

making decisions. Front-line employees are held

accountable, but are given authority to go with

accountability. They are encouraged to tell management

about their customer's concerns. These employees buy

into the system because they can see results based on

their suggestions and input.

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Information and Analysis

Not every organization gets frequent requests for usedmail trucks, but every organization benchmarked supportsits front-line employees with the information and toolsthey need to respond to customer complaints and

inquiries. Every organization sees the informationprovided by customers with problems as valuable andcollects and analyzes information about customercomplaints. One organization described the information asfree market research. The organizations use a variety ofapproaches to capture and analyze the information and touse the information for both routine and strategicmanagement decisions. Best practice organizations usethe following techniques.

Support Front-Line Employees with IntegratedOn-Line Data Bases

Companies use integrated, on-line information systemsdesigned to support the performance of the front-lineemployees who interact with customers and assist themin answering customer inquiries quickly and accurately.

Characteristics of state-of-the-art desktop computerinformation systems include:

1. User-friendly screens equipped with standardizedformats to assist the customer service process;including for example, frequently asked questions

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with appropriate responses, standard response lettersor actual scripts to reinforce training and prompt theemployee.

2. Unique customer identification and access tocustomer information so that the customerrepresentative can give customized service.

3. Simple on-line procedures manuals, often with helpscreens.

4. Avoidance of complex codes and "user hostile"features in information systems.

5. Employee participation in development and testing to

make sure that systems are accurate and easy touse.

Capture Information About Customer Problemsand Questions

Front-line employees generally enter data to avoid

duplication of effort, improve accuracy and avoid backupsin obtaining information about customer problems. Dataanalysis is generally centralized with a dedicated team ordepartment responsible for analyzing data as theirprimary duty. Analysis groups often identify the mostcommon concerns, analyze hot topics and facilitateproblem solving. For example, determining how toprevent customers from being dissatisfied or fromneeding to call for information--this leads to a preventivestrategy known as "call avoidance."

Effective analysis groups use integrated and non-duplicative databases. These data bases includecomplaints from all sources, e.g., telephone calls, surveys,

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focus groups, correspondence, complaint/concern cardsavailable on site and/or personal visits. Database recordsinclude names, addresses, telephone numbers, individualemployee assigned, actions taken, due dates, progress,

disposition, and other descriptive information used toenhance all customer contacts.

Use Information to Fix Problems Fast

The first priority of the front-line employee is to satisfy thecustomer. At the same time, the employee enters the

customer's concern into a database along with the actiontaken to satisfy the customer. In some organizations, thefront-line employee also enters a description or codes theroot cause of the customer's concern.

Information about customer interactions is then referredto analysis teams and to appropriate processimprovement teams that are charged with solving

problems. Simple changes are made quickly, often within24 hours of a problem being identified. The automatedtracking system follows the problem to resolution. Thefeatures of these systems include precise categories andtypes of concerns, automated hot topics, automated adhoc reporting, and competitive information gathering.Front-line employees can propose changes also via thesame electronic system.

Address Underlying Causes of Problems

More complex problems or ones with policy implicationsare prioritized by the analysis group based on customerimpact and referred to the area of the organization thatcan fix the problems or to a team of employees that is

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charged with solving it. Some companies prioritizecustomers and attack the core complaints of the mostfrequent or highest volume customers. Where there is afully integrated automated complaint system, core

problems are automatically routed to action agents.

Track Contractor and Supplier Performance

Organizations that rely on contractors for customerinteractions measure how well they perform. They trackthe performance of contractors and suppliers productsand services against customer satisfaction factors. An

analysis is made to determine if corrective action isneeded by these outside sources in order to preventfuture complaints. Some companies are using shortercontracts and expecting greater accountability forperformance. Some are moving to performance contractsthat specify expected performance levels with the parentorganization conducting surveys of customer satisfactionand monitoring other measures of contractor

performance.

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18

Leadership Strategies for Satisfying

Customers

There is little question that the leaders in the best-in-business companies see customers as their top priority.

The leaders of these organizations practice the followinginitiatives.

Listen to the Voice of the Customer

In all of the best-in-business organizations, customercomplaints are seen as opportunities to improve. Howcomplaints are handled reflects the organizations' overall

commitment to customer service. Indeed, customerservice is a core value in these organizations, reflected inmission statements, plans, performance measures,budget and personnel decisions and decisions aboutcontractor selection and retention. Leadershipcommunicates their commitment to customers soeffectively throughout the organization that the value ispervasive. Customer service does not depend on a singleleader; it has been built into the way these organizationsdo business.

Know That Front-Line Complaint Resolution Saves Timeand Money and Improves Customer and WorkerSatisfaction

It's not rocket science to realize that solving problemswhen and where they occur is not only better and faster,

it's cheaper. If a teleservice representative or a front deskclerk can solve the problem, it saves time and money.Written complaints are similar. If the person who firstreads the letter can solve the problem, it costs less andresults in a faster response and fewer follow-up lettersand phone calls trying to find out what happened. Auditsby Technical Assistance Research Programs, Inc. (TARP) atover a dozen financial service companies shows that poor

service and poor customer communication increase thetotal workload by up to one-third!


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Summary:-By following the above mentioned strategies

companies can easily try to bridge up the gap

between their polices and customer expectation.

Todays era is customer oriented era. And

company is taking all possible efforts to bridge the

gap between there offers and customersexpectation.

Reasons are:-

Increase competition.

Increase standard of living

Increasing varieties.

Literacy level

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Awareness

Bibliography:-

google.com

Marketing research By Kotler

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Thanking You..

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nidhi project report

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