Running Head: Customer Service

Running Head Customer Service

Customer Service 2 Independent Auto Sales and Service: Customer Service Tyvon Holmes SBE-310 Summer Professor Butler DeVry University July 12, . If you were an owner or leader in this business, what could you do to help employees understand the value of excellent customer service? To help employees to understand the value of excellent customer service, I would create two scenarios for them to notice the difference. In one case, they would approach me, whereby I would be playing the role of an employee. I would then speak rudely to them and record their reaction. In the next scenario, they would approach me, and I would treat them with courtesy and respect. After these sessions, I would ask them to choose which of the two employees they would deal with, as customers. Based on this, they will realize that any interaction with the customer plays a big role in determining whether the customer returns to the company or goes away forever (Goodman 2009). 2. Who are your external customers and what are their specific needs? (Describe at least three .) External partners are individuals who seek a service or product from an organization. There are three external customers of IAS (Tschohl, 2011). These include car buyers, who are looking for used cars to buy that are in good condition. The second customer is the local city government; which depends on IAS for servicing of their cars. Third is the building contractor who also depends on IAS for servicing of their cars. 3. Who are your internal customers and what are their specific needs? (Describe at least three Internal customers are individuals within the organization who depend on their colleagues to fulfill their duties. These include the service manager, salespeople and the qualified mechanics. The service manager depends on his team of qualified mechanics to fulfill his duties. Sales people depend on other staff to fulfill customer needs. Third, the qualified mechanics will rely on the service manager to assign them tasks. 4. What are some starting points for developing the core competencies we discussed in your selected business? Be as specific as possible The starting point for developing the core competencies is teaching the staff the proper approach to dealing with customers. Ray should be able to promise only what he can deliver to the clients and guide his team to effectively handling customer repairs. Secondly, there should be teamwork within the organization so that all employees are aware of the activities taking place within the organization. In this case, the sales team should sell the repair aspect of the business in addition to selling of the main product, which is used cars. 5. How could your business apply the ideas in this chapter to build customer loyalty? Customer loyalty can be established by ensuring that all the needs of the customers are met by the business (Woods, Hebron & Bradley, 2002). All the promises and deadlines that are given to the customers should act as the guiding point for the organization. Once customers are satisfied with the services offered, there is a high probability that they will come back. Additionally, they should be treated with courtesy and professionalism while dealing with the company. References Goodman, J. A. (2009). Strategic customer service: Managing the customer experience to increase positive word of mouth, build loyalty, and maximize profits. New York: AMACOM. Tschohl, J. (2011). Achieving excellence through customer service. Woods, A., Hebron, L., & Bradley, S. (2002). S/NVQ level 2 customer service. Oxford: Heinemann Educational.

Paper For Above instruction

In the contemporary business landscape, exceptional customer service is paramount to establishing a competitive advantage and fostering customer loyalty. As an owner or leader at Independent Auto Sales and Service (IAS), actively demonstrating and promoting the value of excellent customer service among employees can significantly influence customer perceptions and retention. One effective approach involves creating experiential scenarios that vividly illustrate the impact of customer interactions, emphasizing the importance of courtesy and professionalism.

Implementing role-play exercises where employees witness firsthand the stark contrast between respectful and disrespectful communication exemplifies how even subtle differences in attitude can sway customer satisfaction. For example, during training sessions, a manager could simulate an employee-customer interaction, responding either rudely or courteously. Post-interaction discussions can then elucidate which approach garners more positive customer reactions, reinforcing that every customer encounter shapes the likelihood of repeat business. Such experiential learning strategies align with Goodman’s (2009) insights, emphasizing that customers’ perceptions are often rooted in emotional impressions created during every touchpoint with staff.

External customers of IAS encompass a diverse group with specific needs. Car buyers seeking reliable, well-maintained used vehicles form a core customer segment. These clients value transparency, fair pricing, and vehicle quality. The local city government constitutes another external customer, requiring dependable servicing of municipal fleet vehicles to ensure smooth public operations. A third external group includes building contractors who rely on IAS for efficient vehicle maintenance, expecting timely and professional service that minimizes project delays. Each of these external customers necessitates tailored service strategies that prioritize their unique requirements, fostering trust and long-term relationships.

Within the organization, internal customers such as the service manager, sales personnel, and qualified mechanics are integral to smooth operations. The service manager depends on mechanics to perform quality repairs efficiently, ensuring customer satisfaction and operational flow. Salespeople require support from other staff to meet customer expectations, whether through providing accurate information or facilitating prompt service. Mechanics rely on the service manager for clear task assignments and resource support, emphasizing the interconnected nature of internal roles. Recognizing and addressing the needs of these internal customers enhances teamwork, communication, and overall service quality.

Building core competencies in IAS begins with targeted staff training emphasizing customer engagement skills. Teaching employees to promise only what they can deliver fosters credibility and reduces service failures. Equally important is cultivating a culture of teamwork, where knowledge sharing and mutual support are prioritized. For example, cross-training staff enables them to understand different roles, facilitating seamless service delivery. Furthermore, integrating the repair and sales departments through joint initiatives promotes a holistic approach to customer service, maximizing revenue opportunities while maintaining high service standards. These strategic developments align with best practices suggested by Ray (n.d.), emphasizing the importance of internal capacity building for sustained organizational excellence.

To cultivate customer loyalty, IAS must consistently meet or exceed customer expectations. This involves honoring promises and deadlines, demonstrating reliability, and consistently delivering quality services. Woods, Hebron, and Bradley (2002) highlight that meeting customers’ needs fosters positive word-of-mouth and repeat patronage. Moreover, treating customers with genuine courtesy and professionalism especially during interactions builds emotional bonds, reinforcing loyalty. Personalized services such as follow-up calls or satisfaction surveys can also reinforce commitment to customer care. When customers perceive that their individual needs are valued and addressed consistently, they are more likely to become loyal brand advocates, contributing to long-term business sustainability.

References

• Goodman, J. A. (2009). Strategic customer service: Managing the customer experience to increase positive word of mouth, build loyalty, and maximize profits. AMACOM.
• Tschohl, J. (2011). Achieving excellence through customer service.
• Woods, A., Hebron, L., & Bradley, S. (2002). S/NVQ level 2 customer service. Heinemann Educational.
• Ray, T. (n.d.). Developing core competencies for business success. Retrieved from https://www.managementstudyguide.com/core-competencies.htm
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