Exceptional Customer Service - The NCB Way Welcome to the NCB Family VISION To make NCB‚ financially and operationally‚ the strongest and most dominant financial institution in the Caribbean and one that follows international best in class governance practices. CORE VALUES • We hold a deep and abiding respect for each customer‚ every colleague in our companies‚ and all our shareholders. • We commit to find new‚ practical‚ and innovative ways to make the term “excellent service” more relevant
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our customers and‚ in doing so‚ exceed their expectations for service‚ quality and value.” (Enterprise Rent-a-Car‚ 2007) Enterprise strategy to achieve and fulfill its mission started by Jack Taylor’s simple philosophy: “Take care of your customers and employees first‚ and profits will follow.” The key elements of Enterprise Strategy are: Strive to earn customers’ long-term loyalty by working to deliver more than promised‚ being honest and fair to provide exceptional personalized service that
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Customers are attracted to a business by many factors but the most important ones are product value‚ product suitability‚ and product function. The factors here that apply to McDonalds are mostly product value and maybe product suitability. Customers are bothered about how much McDonalds charge them for the burgers‚ because if McDonalds charge too high then people would not be attracted to McDonalds. E.g. a burger for $4. However‚ on contrast if you charge too low then people would think your product
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03 Customer expectations of service L EARNING O BJECTIVES This chapter’s objectives are to: 1 Recognize that customers hold different types of expectations for service performance. 2 Discuss the sources of customer expectations of service‚ including those that are controllable and uncontrollable by marketers. 3 Acknowledge that the types and sources of expectations are similar for end consumers and business customers‚ for pure service and product-related service‚ for experienced customers and
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- 9 2.2 What is Customer Service 9 - 10 2.3 What does customer care really mean 10 - 15 2.4 Why Service excellence is important 15 - 17 2.5 Who really deliverers Customer Service 17 2.6 Why trust is important 17 - 18 2.7 Why do we measure customer satisfaction 18 2.8 Supermarkets and the customer service within the supermarkets 18 - 21 2.9 Tesco’s strategy to motivate their employees to offer excellent Customer service to their customers 22 2.10 Tips for
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Understand the factors that affect an organisation and the customer service role 1. Complete the table below with a description of the products and services for at least two commercial organisations‚ public organisations and third sector organisations. Please ensure you provide a description for each organisation‚ rather than a list. |Organisation type |Name of organisation |Description of products and services | |Commercial
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Cited: Jan 30‚ 2013 - Case Analysis ... Transcript of Starbucks: Delivering Customer Service. Statement of the Problem This study aims to identify possible solutions ... Dec 6‚ 2012 - Depending on your opinion‚ Starbucks is either the height of capitalism at work‚ or the ... Do your best to address every support case early.
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Customer Service at Datatronics Sandeep Goud Puli IT Policy & Strategy‚ IST-7100 Wilmington University Table of contents 1. Introduction………………………………………………………………………….3 2. Role of customers in business……………………………………………………….3 3. Main concerns………………………………………………………………………..4 4. Opportunity areas for customer satisfaction…………………………………………5 5. Conclusion……………………………………………………………………………7 6. References…………………………………………………………………………….8 CASE
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McBride Marketing Paper 1 McBride Marketing Paper University of Phoenix John I Henderson November 15‚ 2010 McBride Marketing Paper 2 McBride Financial
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Plot No. 7‚ Phase – II‚ Institutional Area‚ Vasant Kunj‚ New Delhi – 110 070 Phone: 26124090 / 26124091: Fax No. 26124092 E-mail: administration@srisim.org; Website: www.srisim.org. PROJECT ON CUSTOMER SERVICES PROVIDED BY BIG BAZAAR SUBMITTED TO SUBMITTED BY Prof. (Dr.) Deepak Dogra Satendra Kumar Roll No.:- 20080174 Section:- B
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