Understanding and Engaging in The Customer Experience with Sainsbury’s (GC0865)
Table of Contents
1.0 Introduction.
2.0 Critically analyze the factors that influence your organization’s ability to maximize customer value
2.1 A successful CRM.
Staff motivation.
2.2 How Sainsbury’s is maintaining CRM in its business.
2.3 CRM Technologies.
2.3 CRM – Corporation Perspectives.
2.4 Impact of existing CRM practices in Sainsbury’s.
2.5 Touchpoints.
2.6 Understanding customers’ wants and needs.
2.7 Core Competency.
2.8 Staff satisfaction.
2.9 Innovation.
3.0 Provide a critical understanding of your organization’s quality processes and their effectiveness in meeting customer requirements.
3.1 Customer perceptions, the expectation of Quality, and Customer Satisfaction.
3.2 How Sainsbury’s meet customer expectations.
3.3 Quality management process.
3.4 Competitive priorities.
- 5 Service quality.
3.6 Quality programs.
3.7 Training and Development programs.
- 8 Supply Chain Labor Standards.
3.9 Benchmarking.
4.0 Conclusion.
References.
1.0 Introduction
This assignment focuses on two major parts. The first part critically analyzes the factors that influence your organization’s ability to maximize customer value. The first part includes successful CRM, recruit the right accurate people, frontline CRM, empower employees to act, staff motivation and staff satisfaction, capturing matrix and feedback channels, etc. In this assignment, how Sainsbury’s is managing its CRM is also described. This part also describes CRM technologies. It also describes Customer perceptions, expectations of Quality, and Customer Satisfaction.
2.0 Critically analyze the factors that influence your organization’s ability to maximize customer value
2.1 A successful CRM
For a successful CRM, the company requires to keep and recruit accurate people and continuously give them proper motivation, training, and tools (Kotler et al.,2014).
Recruit and keep the right people
Frontier employees should be properly trained and given the right equipment, tools, and motivation to give better customer service. They must be capable of responding to a minimum of 90% questions of the customers’ inquiries and questions without interference and other managers’ supports. It involves recruiting accurate and skilled people. A person having a positive attitude should be recruited (Mathew et al, 2014). Such as, the process of the interview must be used to determine the extension in that staff are friendly or not friendly. A staff, such as, who says they do not like managing complicated customers is the person you should not recruit.
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In addition, a person may discover if staff can handle emotional situations in a friendly manner and comfortably through the interview (Mathew et al, 2014). Attitudes of the staff can be developed when employees are coordinated to improper staffing as well as the workload cannot inspire the staff. Part-time employees are retirees, stay-at-home parents, students, etc. Part-time staffs value their income and are skilled, stable, and experienced staff. Frequently are very creative because they need to earn money by part-time working. The role is to know the trends, examine the reasons as well as improve the approaches to reduce them, and give a solution. Many jobs in customer service or quality assurance specialists.
Frontline CRM
CSR of the front line should have a communication channel for their working experiences to make sure methods may be developed; the proper training method can be given. In common, they may communicate in different methods in that process of the service may be developed and there may be creative too (Baran, 2014). CSR’s are not observed as experienced staff that may make strategy, but as the center of cost were no further asset has required and turnover costs should be reasonable. The reason is that organizations are not succeeded to observe departments of customer service as the strategic function such as sales and marketing (Baran, 2014)………………
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