Customer Service for Dummies‰
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Price Comparison, Price Competition, and the Effects of Shopbots Kirsten A
Journal of Business & Economics Research – September 2013 Volume 11, Number 9 Price Comparison, Price Competition, And The Effects Of ShopBots Kirsten A. Passyn, Salisbury University, USA Memo Diriker, Salisbury University, USA Robert B. Settle, Salisbury University, USA ABSTRACT Two ShopBots were used to determine high-to-low price dispersion for identical models of 25 consumer durables, in 2007 and again in 2011, revealing substantial but declining price dispersion ratios. A survey of 1,135 American online shoppers revealed their dependence on ShopBots and frequency of other online shopping actions. Typical respondent reported they "very often" used search sites to locate what they wanted. Nearly 30 percent used the most often named price comparison site, Yahoo! Shopping, in the past year, suggesting substantial potential for future price rationalization. Several customer relationship management tools online merchants might use to avoid the resulting direct price competition are discussed. Finally, the impact of m- commerce, tablets, and apps on online price comparison behavior is explored. Keywords: Consumer Behavior; Database Marketing; Direct Marketing; Electronic Commerce; Online Shopping; Price Dispersion INTRODUCTION s annual online shopping in North America reaches the $200 Billion mark (Lumry, 2011), the emergence of ShopBots such as Yahoo! Shopping and Google Product Search has facilitated consumers’ ability to gather price and product information, virtually mitigating search costs. It was Atherefore initially assumed that as ShopBots became increasingly prevalent on-line merchants would come under increased price competition, eventually leading to price convergence. With ShopBots now the third most popular online shopping option after eBay and Amazon, we reassess the impact of ShopBots on price as they reach their tipping point. -
COPYRIGHTED MATERIAL C01 09/26/2014 19:24:59 Page 2 C01 09/26/2014 19:24:59 Page 3
c01 09/26/2014 19:24:59 Page 1 What You Have Always Done Isn’t Working I Anymore COPYRIGHTED MATERIAL c01 09/26/2014 19:24:59 Page 2 c01 09/26/2014 19:24:59 Page 3 Don’t Get Netflixed: Your Current Business 1 Model Isn’t Going to Last Much Longer he nuclear industry measures how long a radioactive material T will retain its potency by its half-life, which is the time it takes for the material to lose half of its radioactivity. For instance, the half- life of Uranium-235 is 700 million years. No wonder nuclear prolifer- ation is so feared! During the industrial era the half-life of a business model has been measured in generations. Business models have al- ways lasted a long time. Business models rarely changed and were handed down from generation to generation. Most business leaders have never had to change their business model. Most CEOs have led a single business model throughout their entire career. They never learned how to change a business model in business school or from their peers, who also have never had to change their business models. During the industrial era once the basic rules for how a company creates, delivers, and captures value were established they became etched in stone, fortified by functional silos, and sustained by reinforcing company cultures. All of a company’s DNA, energy, and resources were focused on scaling the business model and beating back competition attempting to do a better job executing the same business model. Companies with nearly identical business models slugged it out for market share within well-defined industry sectors. -
Online Shopping Customer Experience Study Commissioned by UPS May 2012
Online Shopping Customer Experience Study Commissioned by UPS May 2012 FOR FURTHER INFORMATION, PLEASE CONTACT: Susan Kleinman comScore, Inc. 212-497-1783 [email protected] © 2012 comScore, Inc. Contents Introducing the Online Shopping Customer Experience Study..................................................................... 3 Key Findings .............................................................................................................................................. 3 Online Shopping Industry Snapshot ............................................................................................................. 4 Online Shopping Experience and Satisfaction .............................................................................................. 5 Discounts and Specials ............................................................................................................................. 7 Comparison Shopping ............................................................................................................................... 8 Retailer Recommendation ......................................................................................................................... 9 Check-Out Process ....................................................................................................................................... 9 Delivery Timing ........................................................................................................................................ 11 Shipping and Delivery -
The Digital Transformation of Customer Services Our Point of View
The digital transformation of customer services Our point of view The digital age is disrupting traditional customer service models – new customer touchpoints are appearing the world over at breakneck speed and against a backdrop of rising expectations. In this paper, we outline our perspective on the implications of digital technology for customer service. A customer service reformation is taking place. It’s radical, For some of you, this call to action will not be new. Even it’s far-reaching and it’s being driven by customers. The so, identifying the depth and breadth of this reformation digital age has transformed the way customers shop and and deciding how to tackle it is a huge challenge. And share their experiences. Today, customers are driving the that’s why we’ve written this paper. We want to share our buying process using websites, blogs, vlogs and social view on the major implications of the digital movement platforms. By the time they enter a store or become visible and on the best way to respond. in the sales funnel, they know what they want to buy and how much they want to pay. It doesn’t stop there. Once In writing this paper, we have drawn upon interviews and the sale is closed, customers use those same channels to discussions with service teams from several organizations. join forces and name and shame those that dissapoint. Specifically we’d like to acknowledge the contributions of the following teams (in no particular order): Canon, UPC, On the face of it, it seems a concerning development for Liberty Global, Philips, LG Electronics, Heineken, Merck, businesses. -
WIOA Annual Report, PY 2019
Workforce Innovation and Opportunity Act Annual Performance Narrative Report State of Oklahoma Program Year 2019 July 1, 2019 – June 30, 2020 Contents Executive Summary 4 Research and Evaluation 4 Completed or Planned Evaluation and Related Research Projects 4 Evaluation of Participant Wage Outcomes 4 Justice-Involved in Northeast Oklahoma 4 Pay for Performance Feasibility Study 5 Economic Data Trend Analysis 5 2017-2019 OKDRS Statewide Assessment 5 Efforts to Coordinate with WIOA Core Partners, State Agencies and Local Boards 5 Evaluation Peer Learning Cohort 5 State Efforts to Provide Data and Survey Responses 6 OKJobMatch Survey 6 State and Local Area Briefings 6 My Reemployment Plan Pilot Project 6 Provision of Data for Federal Evaluations 6 Continuous Improvement Strategies 7 OESC Strategic Planning Survey 7 Oklahoma’s Approach to Customer Satisfaction 7 Customer Satisfaction 7 Statewide Customer Satisfaction Survey Efforts 7 Local Area Customer Satisfaction 7 Oklahoma’s Strategic Vision and Goals Progress 8 Effectiveness in Serving Employers 8 Sector Strategies and Career Pathways 9 Career Pathways 9 Work-Ready Schools Program of Excellence 9 Energy Career Cluster 9 Statewide Career Exposure Week 9 NEWDB Career Pathways for ABE Students 9 Sector Strategies Partnership Grants 10 Business Engagement Strategies 10 Skillful State Network 10 Business Services Revamp 10 Work-Based Learning 11 1 Northeast Workforce Development Board (NEWDB) OJT Expansion and Collaboration 11 Incumbent Worker Training Strategies 11 Work Experience for Youth -
Consulting Services for Independent Review of Water
EXHIBIT A PROPOSAL SUBMISSION AND REQUIREMENTS A. PROPOSAL SUBMISSION 1. Timely Proposal Submittal. Proposals must be submitted as described herein to the Purchasing & Contracting Department (P&C). 1.1 Reserved. 1.2 Paper Proposals. The City will accept paper proposals in lieu of eProposals. Paper proposals must be submitted in a sealed envelope to the Purchasing & Contracting Department (P&C) located at 1200 Third Avenue, Suite 200, San Diego, CA 92101. The Solicitation Number and Closing Date must be referenced in the lower left-hand corner of the outside of the envelope. Faxed proposals will not be accepted. 1.3 Proposal Due Date. Proposals must be submitted prior to the Closing Date indicated on the eBidding System. E-mailed and/or faxed proposals will not be accepted. 1.4 Pre-Proposal Conference. No pre-proposal conference will be held for RFP. 1.4.1 Reserved. 1.5 Questions and Comments. Written questions and comments must be submitted electronically via the eBidding System no later than the date specified on the eBidding System. Only written communications relative to the procurement shall be considered. The City’s eBidding System is the only acceptable method for submission of questions. All questions will be answered in writing. The City will distribute questions and answers without identification of the inquirer(s) to all proposers who are on record as having received this RFP, via its eBidding System. No oral communications can be relied upon for this RFP. Addenda will be issued addressing questions or comments that are determined by the City to cause a change to any part of this RFP. -
In Search of Excellence in E-Customer Logistics Service
DOI: 10.1515/ijme-2016-0007 International Journal of Management and Economics No. 49, January–March 2016, pp. 135–155; http://www.sgh.waw.pl/ijme/ Barbara Ocicka1 Department of Logistics, University of Lodz, Poland Marta Raźniewska2 Department of Logistics, University of Lodz, Poland In Search of Excellence in E-Customer Logistics Service Abstract The e-commerce market has been developing very rapidly and changing traditional distribution systems. The development of online channels is matched by a similar evolu- tion of companies’ logistics systems. As a consequence, logistics processes management now significantly influences e-customer service quality, which has emerged as a compet- itive advantage. The main goal of this paper is to identify e-commerce business models, modern distribution channels and management tools that would facilitate a continuous improvement in e-customer logistics service. Based on the literature and interviews with e-commerce services providers, we provide a plethora of good and best practices useful for managers in the rapidly developing and highly competitive e-commerce business. Key words: e-customer logistics service, multi- and omnichannel distribution, cooper- ation on the e-market JEL: L21, L81, M15 © 2016 Barbara Ocicka, Marta Raźniewska. This is an open access article distributed under the Creative Commons Attribution-NonCommercial-NoDerivs license (http://creativecommons.org/licenses/by-nc-nd/3.0/). 136 Barbara Ocicka, Marta Raźniewska Introduction In an era of technological revolution customers make purchase decisions in new and different ways than they had used in the past and have new expectations when working with traditional and native digital retailers. The change in consumption patterns is intrinsically linked to the rapid development of information technology and the internet [Xiao Yan, Yong, Qinli, Stokes, 2012]. -
The Omnichannel Customer Service Gap
The omnichannel customer service gap November 2013 The omnichannel customer service gap – November 2013 Executive Summary The rapid growth of digital over the past ten years has created an environment where consumers are more in control and brand savvy than ever. The future is omnichannel, where providing a seamless and consistent brand experience regardless of the technology or method of communication consumers choose to use is critical to customer engagement and competitive success. Many brands are now focusing their attention on developing omnichannel sales strategies, which from a customer perspective only represents part of their brand journey. Customer service is a key part of the brand experience and can ultimately make or break a customer relationship. The number of customer service channels, including virtual agents, screen sharing, SMS, social media, and click- to-chat, has created unprecedented choice from a brand and customer perspective but creates significant challenges in terms of providing a truly integrated brand experience. Zendesk, a leading provider of customer service solutions, commissioned Loudhouse to explore Figure A: Research Sample customer service attitudes and behaviours amongst 7,000 consumers in seven countries (see Figure A), to identify trends and help develop omnichannel strategies moving forward. The research finds that consumers perceive brands to be putting more effort into creating a seamless and consistent customer experience for sales than they do for customer service. Furthermore, as expectations for customer service continue to evolve, brands are found to be struggling to keep up and customers are falling back on using the phone as their primary contact method if response and resolution times prove to be unsatisfactory. -
Customer Service As a Growth Strategy
CUSTOMER SERVICE AS A GROWTH STRATEGY WHAT YOU’LL LEARN We define the key ways that customer service can be utilized as a growth strategy including automation, collaboration, and integrating technology systems. CAPITALIZE ON SERVICE TO INCREASE SALES Whether your company creates and distributes software or delivers a service, maintaining happy customers is paramount to the success of any business. For small and mid-sized businesses (SMBs), it’s especially important. After all, unhappy customers won’t grow your company. Despite understanding the necessity for exceptional customer service, most SMBs are preoccupied by other issues - accounting, sales, marketing - and don’t always give customer support the attention it deserves. Some say it’s an issue of time: There aren’t enough hours in the day or a large enough staff in a small, growing business to meet every need. Others say it’s a matter of money: A stretched budget means fewer funds for increasing staff or purchasing expensive customer support tools. Fortunately, you need not deplete your resources to provide exceptional customer service. Incorporating these 6 simple best practices into your daily operations will improve customer support and dramatically improve your bottom line. Best Practice #1: Know Your Customers (Not Just Their Issues) Delivering excellent service isn’t just about answering the phone, resolving an issue, and moving on. It’s about constantly seeking to understand your customers, anticipating their needs, and addressing them through teamwork. When a customer contacts you, you should know what issues they’ve had recently, who else from their company has contacted you, and what products they currently have. -
Mcdonalds Customer Satisfaction Survey Rewards
Mcdonalds Customer Satisfaction Survey Rewards Beck inveigle diminutively if wintriest Delbert ploddings or illustrating. Calhoun is beetle and disharmonizes gradationally while Quechuan Tom disembark and recycles. Still-life Sherwynd sometimes redresses any swabber sexualizing inarticulately. Fill this customer satisfaction survey rewards by one of this article But also customer satisfaction survey rewards or hints in back to customers to more and survey is not allowed them with. See him below directory for reference. We give you! The reward is clean or. Customer Satisfaction Survey On mcdvoice. Sight will be a reward, rewards by grouping customers to provide your cookies to hear more than once in after language as? Your rewards in english or mobile or canadian resident of order at one. WwwMcDVoicecom McDonald's Survey Online InfoSurvey. Check step very helpful and company for feedback survey is strongly recommended that are not eligible for more! McDVOICE Survey for a customer satisfaction survey that color be conducted on wwwmcdvoicecom Have a report at the steps of conducting this McDonald's. By now, the topic has added to its menu salads, etc. The customer satisfaction survey is. Customer comfort at mcdvoice. McDVOICE The online McDonalds Satisfaction Survey project the McDVOICE customer satisfaction survey in 2 minutes and feel well report a coupon for separate free Quarter Pounder with cheese an Egg McMuffin or bleed Cash Prize Note Customers can just complete walk to 5 surveys per quantity per McDonalds restaurant. This average a important job. McDonald's Survey mcdvoicecom Get a McDonald's Coupons. By sitting out wrong the valuable suggestions and complaints specified in original survey, the need water a computer or smartphone to visit www. -
SEPTEMBER/OCTOBER2016 Volume 12 Number 5
ISBN 1793 -0561 SEPTEMBER/OCTOBER2016 Volume 12 Number 5 Hard Talk with shrimp farmers at TARS 2016 What’s new on AHPND and EHP Poor adoption of extruded feeds by groupers Gut health for better productivity of tilapia Benefits of phytase in fish Innovations for farmed seafood MCI (P) 013/10/2016 PPS1699/08/2013(022974) PPS1699/08/2013(022974) MCI (P) 013/10/2016 www.aquaasiapac.com visit our website www.goldcoin-group.com At GOLD COIN, we are committed to provide superior shrimp feeds to ensure your business success. Using only the highest quality raw materials and manufactured under strict quality controls, we offer a range of feeds* to consistently meet the various levels of production systems. Our strict policy of opposing the use of antibiotics in our feed is congruent with the growing demand by consumers for traceability. • GOLD SUPREME for superior growth and feed efficiency. Health enhancement with proprietary ENCAP® Immune enhancer • GOLD FORTE/GOLD VERTEX are specially formulated for the intensive culture of white shrimp Penaeus vannamei in Asian conditions • GOLD CLASSIC/GOLD ELITE are our flagship products that meet all nutrient requirements ofPenaeus monodon shrimp under normal conditions • GOLD ROYALE is used in highly intensive conditions by the most discerning farmer • ENCAP® Hatchery Feeds have prime quality ingredients micro-encapsulated within a digestible yet water stable membrane *Some products may not be available in your country. For details on Gold Coin range of shrimp feed and other Gold Coin Aquaculture products, please contact our regional offices. HEADQUARTERS - Gold Coin Holding Limited Sdn Bhd. Suite 9-6, Level 9, Wisma UOA Damansara II No.6 Jalan Changkat Semantan Damansara Heights 50490, Kuala Lumpur, Malaysia Tel: +603 2092 1999 Fax: +603 2092 1919 email: [email protected] MALAYSIA (SELANGOR) - Gold Coin Specialities Sdn Bhd/Gold Coin Biotechnologies Sdn Bhd, Tel: +603 3102 3070-2 Fax: +603 3102 3090 email: [email protected] INDONESIA (WEST JAVA) - P.T. -
Families First Customer Satisfaction Survey, 2001 March 2003
Families First Customer Satisfaction Survey, 2001 March 2003 PREPARED FOR THE Tennessee Department of Human Services THE UNIVERSITY OF TENNESSEE COLLEGE OF SOCIAL WORK OFFICE OF RESEARCH AND PUBLIC SERVICE Families First Customer Satisfaction Survey, 2001 March 2003 PREPARED FOR THE Tennessee Department of Human Services BY DAVID HOUSTON, PHD SISSIE HADJIHARALAMBOUS, PHD THE UNIVERSITY OF TENNESSEE COLLEGE OF SOCIAL WORK OFFICE OF RESEARCH AND PUBLIC SERVICE FAMILIES FIRST CUSTOMER SATISFACTION SURVEY, 2001 The University of Tennessee College of Social Work Office of Research and Public Service KAREN SOWERS, DEAN PAUL CAMPBELL, DIRECTOR The University of Tennessee, Knoxville does not discriminate on the basis of race, sex, color, religion, national origin, age, disability or veteran status in provision of educational programs and services or employment opportunities and benefits. This policy extends to both employment by and admission to the University. The University does not discriminate on the basis of race, sex or disability in the education programs and activities pursuant to the requirements of Title VI of the Civil Rights Act of 1964, Title IX of the Education Amendments of 1972, Section 504 of the Rehabilitation Act of 1973, and the Americans with Disabilities Act (ADA) of 1990. Inquiries and charges of violation concerning Title VI, Title IX, Section 504, ADA or the Age Discrimination in Employment Act (ADEA) or any of the other above-referenced policies should be directed to the Office of Equity and Diversity, 1840 Melrose Avenue, Knoxville, TN 37996-3560, telephone (865) 974-2498 (TTY available). Requests for accommodation of a disability should be directed to the ADA Coordinator at the Office of Human Resources Management, 600 Henley Street, Knoxville, TN 37996-4125.