The organisation's decision-makers choose the sales staff and revenue measurements of activities that the organisation will use to meet the customers' requirements, and the conclusion is the perception of the customer. The organisation's decision makers also choose performance measurement systems to monitor and assess how well the organisation meets customers' requirements and the organisation's broader objectives that led to choosing the target set of customers.
Customer-validated performance measures reflect customer requirements and help employees manage the value chain's processes and activities by concentrating their attention on improving what matters to the customer (Frazer-Robinson 1997). For the purposes of this study, quality customer service is a multi-stage measurement. This is defined by the customer's expected service level on dimensions of reliability, timeliness, responsiveness and competence from the company's perspective at the time of encounter, before the staff performed the required service for the customer (Stoneman 2001). In short, this is expediting service for the customer. Furthermore, the employee understanding of customer expectations about the sales person's experience, media skills and creative skills as well as how the sales person acknowledges the service quality (Stoneman 2001). The relationship quality is the perceived service level on the above dimensions of the customer and sales person relationship (Stoneman 2001). Therefore, customer satisfaction is a focal point in this research as a cumulative, abstract affective construct that describes the total client's experience with the staff and is measured by the satisfaction with service quality expertise, skills performance and overall satisfaction with agency performance (Frazer-Robinson 1997).
This will further assist in developing the ultimate goal to directly influence sales performance of service managers and consequently increase performance, but most importantly because sales are the main focus of the company direction (McCormick 2005). Therefore, it becomes important to describe the constructs between sales staff, service quality and customer service, but also to understand the commitments of the employee's towards customer service (McCormick 2005). This research project aims to improve employee engagement by improving customer satisfaction and retention through the development of a relationship ladder that describes the service manager's environment.
Describing the employee's engagement in customer service through qualitative methods described later will do this. Utilising employee engagement theories to examine employee engagement in customer service and increase customer retention is a profitable and promoted method of development (Deloitte 2005). Employees who deal directly with customers are
The nature of this study is to explore the relationship of service quality, employee engagement and customer loyalty towards improving customer service in order to increase performance. Developing an understanding of the effect of management strategy on sales staff and service quality towards customer service does this…
Incidentally, business has evolved from the era when satisfaction, customer loyalty and quality were the determinant factors. But today value is the core consideration in the process of seeking organizational success. Background Among the many reasons why I agree with the above statement is that value has become a core function in Business Corporation to the extent that it has been relative to the overall organizational endeavour and success in its commercial activities.
The author states that to regulate service delivery, supervisors tend to enforce procedures and rules on the staff to restrict their discretion and autonomy. These similar procedures and rules are envisioned to restrict the magnitude of service delivered for the client and the subsequent absence of customization.
This statement brings to light the irony in the relation between many businesses and their clients. It is very often that clients are regarded as 'out of the organisation people', who have no regards for the way the company functions. Many a times people fail to realise that what they are doing is ultimately for the client and it is because the client pays that the company is running.
Customer loyalty deals with the behavior, attitudes and perceptions of customers. Customers are considered to be an asset for any business as they can provide good ratings, testimonials and evaluations to different products and services, which are available in the market (Reinchheld, 2006, 56).
Customer Brand Acceptance (CBA), Customer Brand Buying (CBB) and Customer Brand Commitment (CBC) have become more of notions than of strengthened research outputs. Two dimensional concept of brand loyalty has been studied2 along with a number of other frameworks and methodologies3,4.
This statement brings to light the irony in the relation between many businesses and their clients. It is very often that clients are regarded as ‘out of the organisation people’, who have no regards for the
This paper purports:
• To recognise the background, strategies and culture of service sector organisations
• To examine the importance of customer satisfaction and customer relationship in the present market scenario
• To determine the importance of service quality in relation to customer satisfaction
• To analyse the significance of branding in relation to customer satisfaction