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TITLE :
A CASE STUDY ON CUSTOMER SERVICE AT ASIA ROOFING INDUSTRIES
SDN. BHD. (AJIYA)
AT
CORPORATE HEAD OFFICE AND FACTORY :
LOT 153, KAWASAN PERINDUSTRIAN,
JALAN GENUANG, 85000, SEGAMAT, JOHOR.
TEL : 07 9434211 FAX : 07 9431054
WEBSITE : www.ajiya.com
E-MAIL : enquiry@ajiya.com
SUMMARY :
CHAPTER 1 : INTRODUCTION
1.1
Company Background
Ajiya products are renowned for their aesthetic design. Our dynamic sales force
is professionally trained to provide quality technical support and services to
customers. Our products also conform to the stringent quality standard set by
SIRIM Berhad and are all manufactured under the implementation of ISO 9001.
ARI is backed by strong Reserch and Development team which constantly
identifies and develops as well as fabricates complete production lines for new
products.
Ajiya Safety Glass Sdn. Bhd. (ASG), was formed in November 1995 and its
principal activities are in the manufacturing of curved and flat tempered safety
glass, insulating glass, laminated glass, decorative glass as well as security glass
inder the brand name of the AJIYA.
The long-term commitment of the company towards its customers is clearly
underlined by the clear progress of the company. In addition to its strong
capability, the company also possesses the capacity. Two new factories in
Segamat, with a combined floor space of over 130,000 sq ft, from brand new
production facilities for quality processed glass. A second jumbo tempering line
was added in 1998, less than 2 years after the first jumbo tempering line was
commissioned. The third tempering line located in the Puchong plant was added
in 2002, while the fourth tempering plant, dedicated to manufacturing safety glass
for industrial application, was added in 2003. Our latest addition is the fifth super
jumbo-sized curved and flat tempering plant which complements the everdemanding modern architecture needs for smart buildings. Together with a wide
range of ancillary machinery, ASG has the largest tempering capacity in South
East Asia.
1.2
means it
has to develop an effective and productive Customer Service Model that will
develop customer loyalty and will not bankrupt the organization. In order to build
up such a model, the present customer service problems and difficulties need to
addressed accordingly and effectivey before carrying out any other new strategy
and planning.
CHAPTER 2 :
Proposed Solutions or Plans, Including the Methods or Procedures
2.1 :
The Challenge
The client has been frustrated by our company inability to make certain customer
deliveries complete and on time on a consistent basis.
This study involved an evaluation of the client's current service levels along with
a review of the various kinds of problems that interfered with achieving the
desired customer service quality. It is found that there was a very loose customer
service policy in place and that freight carriers were generally blamed for any
delays that the client's customers experienced. All in all, frustration appeared to
set the tone for the typical business day.
My approach included an upstream evaluation of the client's order processing
methods. I conducted a process-mapping phase that reviewed the flow of orders
from the sales and sales broker staffs through the credit approval and customer
service phases.I mapped the flow of materials and information through production
planning, manufacturing, and then to the transportation or logistics department.
An interesting observation was the number of days that each order spent either in
transit or lodged in the various preliminary processes prior to transportation. For
example, sales department tended to hold orders until three
days before a
customer's desired delivery date to assure that any changes in order quantities
would be accounted for. I determined that such changes were infrequent (fewer
than 5% of orders were changed), and that this "hold time" was just over an
average of two days. The client's credit department tended to hold orders for two
additional days, even though 95% or more of the client's customers showed no
credit problems whatsoever.
By the time orders were delivered to production planning and then downstream to
transportation , very little time was left to make delivery on the customers'
requested delivery dates. Freight carriers were called each evening and were
then told about the client's trucking needs for the following day. In many cases,
carriers experienced problems getting equipment to the client's place of business
in a timely manner, resulting in delivery delays.
I developed a strategy that enabled the sales staff and the client's sales brokers
to increase the visibility of orders early in the cycle. By doing so, each
participating department in the supply chain was made aware of pending orders.
While this advance information enabled these departments to improve planning,
contingency plans were established to handle exception orders that needed to be
changed or held for credit reasons.
Another benefit was in creating the ability for the transportation and logistics
departments to notify freight carriers of pending shipments well in advance of
actual ship dates. Carriers were then able to participate in the planning process in
order to make the needed equipment readily available for each day's shipment
needs. Feedback received from the client's customers showed a substantial
increase in their satisfaction with the service quality provided by this client.
2.2
The Challenge :
10
Communicating with and satisfying the customer can be difficult even when all
parties are speaking a common language. It can be very difficult when the
language and culture are different. This is especially so in our plural society
whereby different languages and dialects are spoken in our every day life in all
aspects. Through my observation and listening to customer service
representatives, difficulties in communication often arise especially so in dealing
with older generation whereby English and local dialects are often used. Present
customer official are mostly fluent in Bahasa Malaysia only. I may suggest that
If you do not have the requisite skills, try to find someone within the organization
who does. Other options may include sharing the language skills you do have,
drawing pictures, using sign language or showing products that may fit the need.
My solution to this problem are as follow :
Listening
Provide feedback
11
Provide closure. After asking if you can provide additional service and if
the customer is satisfied, close the sale, thank them and say goodbye to
provide a clear sense of closure.
12
2.4
The Challenge
13
2.5
The Challenge
Customer service departments need to have standards and procedures for their
operations. And for the most part, customer service reps can help customers
working within the recommended methods. However, once in a while there is a
customer situation that requires some degree of flexibility. This situation seen
missing at present. The customer service representatives treat the company
procedures as though they are set in stone. They force the customer to make a
difficult choice -- abide by the procedure or go elsewhere. Both outcomes are apt
to lead to an unhappy customer, like the one in this situation:
Customer service rep: Can I help you?
Customer: Yes. I want to return this item. It's just the wrong colour for my
kitchen.
Customer service rep: I see. May I see your sales receipt.
Customer: Of course.
14
Customer service rep: I'm sorry I can't help you. You purchased this item on
May 22. That was 45 days ago. Our return policy is that items can only be
returned within 30 days of purchase, so I'm afraid you can't return the item.
Customer: Isn't there something you can do? If you can't return my money, can't
I exchange it for something else .
Customer service rep: I'm sorry. Our policy is 30-day returns only. I'm afraid I
can't help you with this one. Is there something else I can help you with?
The customer service rep's decision here is to stick with the policy, rather than to
flex to the customer's needs. The result is probably a disgruntled customer.
Rather than setting up this type of situation, there was probably something the
customer service rep could have done to "adjust" the policy ever so much. A
better approach is:
1. Determine what customers are asking for.
2. Find something you can do to help the customers even if you can't give
them what they ask for.
3. Make sure they walk away with something that they value, no matter how
small.
So, by using our customer service instant replay, the same situation might look
like this:
Customer service rep: Can I help you?
Customer: Yes. I want to return this item. It's just the wrong color for my kitchen.
15
16
2.6
The Challenge
Poor in ending the customer service conversation.
The last impression customers may have of the company may very well be the
end of the conversation with them. So we want to make sure it's something
meaningful that makes customers feel they personally are valued. Many times I
found the customer service reps, however, end their conversations like this.
Customer service rep: Can you please sign here for your refund.
Customer: OK. Do you have a pen?
Customer service rep: Here. (Pause.) Thanks for shopping here at Ajiya
Customer Service Centre.
The conversation is so impersonal that customers are left to feel as though they
are unnecessary to the success of the business. They may as well get their
service elsewhere where they are more appreciated. Rather than being
impersonal, the customer service rep should have tried to express more interest
in the customer by:
1. Using the customer's name if available.
2. Expressing appreciation.
17
18
CHAPTER 3 :
Deliverables : A Winning Customer Service Strategy
19
20
MARKET
SOLICIT
WINNING
CUSTOMER
SERVICE
STRATEGY
TRAIN
RESOLVE
SURVEY
TRACK
According to the 1966 report, Serving the American People : Best Practices in
Resolving Customer Complaints published by the National Performance Review,
there are five reasongs why successful complaints succeed at resolving customer
complaints and thus increase customer satisfaction and loyalty. A best practice
environment must :
21
Make it easy for customers to complain and customers will make it easy
for you to improve
22
Quality service comes from quality employees. Develop a solid new hire process
that recruits only those employees who have the necessary skills. The new hire
process should have the following four steps as show in Figure 2 below:
RECRUIT - Recruit for technical resolution, listening and communication,
telephone,writing and customer service skills.
HIRE Hire only those employees who possess a complete skill set.
TRAIN Train employees regularly to invest in their success, increase employee
retention and increase customer satisfaction.
PROMOTE Promote and retain only those employees who make the grade in
the support organization
RECRUIT
PROMOTE
WINNING
CUSTOMER
SERVICE
STRATEGY
TRAIN
HIRE
23
In both the customer service strategy and the new hire process, there is an
emphasis on training. A robust training program should address all the critical
skills that are necessary to provide the best service to the customer. In the same
report by the National Performance Review it state .
Best-in-Business leaders consider training an investment, not an expense. The
use complaint trends/data to identify training needs.
Ajiya should spend a sizeable portion of the budgets on training which directly or
indirectly in the long run can see a direct link between training and increase in
customer satisfaction and loyalty.
According to the American Productivity & Quality Centre in their report titled Best
Practices in New Customer Service,
The foundation of any successful customer service organization in the
empowered customer service agent. Management in the best-practice
organizations recognizes that external customer satisfaction requires granting
power to those internal company representatives who serve as the critical link
between the company and the customer.
In order to create a winning customer strategy in this aspect, there are four plans
which I consider important. Customer Communication Plan, Customer
Satisfaction Plan, Customer Marketing Plan and Customer Service Training as
illustrated in Figure 3 below.
24
CUSTOMER
SERVICE
TRAINING
COMMUNICATION
PLAN
WINNING
CUSTOMER
SERVICE
STRATEGY
CUSTOMER
SATISFACTION
PLAN
MARKETING
PLAN
25
26
CHAPTER 4 : CONCLUSION
This case study is conducted in such a way that it summarize the main and most
common customer service problems face by the present situation. The problems
are mainly in the aspect of delivery problems, poor in conversation and
communication difficulties, overloading customer with unnecessary figures and
specifications as well as rigid in following customer service procedures. Further
more poor in ending or closing customer sales or conversation is also pointed out
in this study.
Various winning customer service strategy are suggested and elaborated. The six
steps in developing a customer service strategy are solicit, resolve, track, survey,
train and market are suggested and focus on complaints are highlighted.
The four steps in hiring only the best are to recruit, hire, train and promote in
order to have a quality customer service.
The four plans in investing company employees in order to have a solid and
effective and quality customer service are also discussed.
With all these strategies and approach, it is my sincerely hope that the present
customer service or help desk centre will gradually improved and command a
better respect from all quarters. This indirectly will translate into bringing in more
sales and revenue not just for the company but employees will gain tremendously
in the form of in house training, effective communication and conversation skills
and bright prospect in promotion in all sectors.
27
Reference :
1.
http://readyset.tigris.org/nonav/templates/proposal.html
2.
http://www.wpi.edu/Academics/Projects/Proposal/basicsec.html
3.
http://academic.emporia.edu/smithwil/000sumfall02/mg476sum/eja/sto
ker/customerservice.html
4.
http://www.wsbdc.org/customersvc.htm#q4
5.
http://www.buslog.com/service-improvement/case-study1.html
6.
http://www.fivecentnickel.com/2006/09/19/solving-customer-serviceproblems/
7.
http://www.salesmba.com/articles1/cssp03.htm
8.
http://www.salesmba.com/misc/service.htm
9.
28