UPS in 2006 Customer Service and CRM Initiatives Case study Reference no 506-163-1 This case was written by Mridu Verma‚ under the direction of Kaushik Mukerjee‚ ICFAI Business School‚ Pune. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources. © 2006‚ ICFAI Business School‚ Pune. No part of this publication may be copied‚ stored‚ transmitted
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ktPROJECT REPORT ON SERVICE QUALITY & CUSTOMER EXPECTATION IN LIFT PRODUCTS Submitted By‚ RUDRA PRATAP MAHARATHY REGD. NO.- UNDER THE GURDIANCE OF Internal Guide‚ External Guide‚ Prof. Budhaditya Padhi Mr. ACKNOWLEDGEMENT I would like to express my gratitude to the management of JOHNSON LIFTS PRIVATE LIMITED‚ Bhubaneswar for giving me the opportunity to undertake my summer internship program in the company which gave me an insight into the working of the company and the
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Slide 1 Welcome to your second customer service lecture. This week we’ll discuss listening‚ an often simplified concept. Many people think listening is easy—as long as you hear something you’re listening to it‚ but in truth‚ listening effectively is a demanding task. To listen effectively‚ you must apply skill and determination. Luckily‚ as with any skill‚ effective listening can be learned. We’ll begin this lecture by going over the difference between hearing and truly listening. Slide
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Emotional Dissonance and Customer Service: An Exploratory Study Craig C. Julian ABSTRACT. In this paper‚ the broad context for the study of emotional dissonance and its importance to marketing is set out. The relevant literature on emotional dissonance‚ its antecedents and outcomes are introduced together with the knowledge gap in the literature. The conceptual framework of emotional dissonance is expanded via exploratory research using case studies in order to identify the key issues and the
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organisational culture must have customer service at its heart. One point which suggest a strong organisational culture perhaps must have customer service at its heart because‚ customer service can help a business differentiate (porter) from competitors in a very intense (porter) climate. As with Southwest‚ who are known for their culture of ‘goofiness’ and putting their employee and customers first‚ allows their staff to feel empowered so are able to create a customer service experience that is unique
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like to convey to their visitors as it exists in families‚ friends and lovers. Our team has visited many restaurants and saw the potential of food and beverages industry. This has inspired us to come up with a new and fresh idea to segment the customers in our restaurants It will be located in Vivo City. Vivo City attracts many families‚ couple and friends. Hence‚ there is a high human traffic in Vivo City as there are many shoppers. Moreover‚ visitors whom returned from Sentosa will visit Vivo
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Delivering Customer Service Contents • • • • • • • Case Summary Company Background The Starbucks Value Proposition Delivering on Service Caffeinating the World Starbucks’ Market Research: Trouble Brewing? Rediscovering the Starbucks Customer • Suggestion Case Summary • > 5% ann. sales growth during 11years in a row (~2002) • close to a recession-proof product (Howard Schultz) • Lack of strategic marketing group and customer relationship management : Overlooking of market and customer-related
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CUSTOMER SERVICE ANALYSIS VALUE ADDED SERVICES Pantaloon provides a host of value-added services to enhance customer experience and to garner the loyalty of their customers. Through these value-added services‚ the customer experiences a whole new level of standard in price‚ convenience‚ comfort‚ quality and store service levels. Following is the list of value-added services provided by Pantaloons‚ S.B. Road:- 1. Gift vouchers: Pantaloons provides Gift vouchers in convenient denominations
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implicating that Starbuck is not always meeting customer’s expectations in the area of customer satisfaction. The purpose of this memo is to analyze and provide recommendation on whether or not the company should go forth with a $40 million investment in additional labor in the stores. This $40 million investment is necessary in order to bring service time down to a three-minute interval and ultimately increase customer satisfaction. A marketing strategy and corresponding recommendation will be provided
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Under Contract 521-C-00-08-00009-00 Customer Service Training Manual Assurance of Quality Administration in the Hospitality Industry Produced by USAID’s Market Chain Enhancement Project by the International Executive Service Corps‚ July 2009 1 Table of Contents DEFINITIONS.............................................................................................................................................. 3 DEFINITION OF QUALITY SERVICE ......................................
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