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Article
Publication date: 26 August 2014

Jon Chidley and Neville Pritchard

Using the staff and customers as a starting point, the purpose of this paper is to describe a framework that helps board and senior management identify key drivers that generate…

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Abstract

Purpose

Using the staff and customers as a starting point, the purpose of this paper is to describe a framework that helps board and senior management identify key drivers that generate value for their organisation and for their customers.

Design/methodology/approach

With research into the range of customer experience metrics available the authors identified a lack of consideration within the staff directly involved. The paper explores the considerations that lie behind how staff impact upon customer experience within any process framework.

Findings

The approach to customer service is based around: “Treat customers well and they’ll come back, spend more and recommend your company”. To achieve this following the research the authors now subscribe to a “customer third” edict that recognises that people are at the heart of that experience not processes. If individuals are motivated to serve well, if teams around them work in an encouraging environment then the customer will usually believe they are coming first. The health check now developed recognises the impacting factors on staff and their provision of a great customer experience.

Practical implications

The authors find that a focus on staff will positively impact their levels of productivity, absenteeism, engagement and tenure. In customer experience, tenure with enhanced motivation to serve realises a positive impact to financials.

Social implications

Reducing stress in the workplace should positively impact the whole life balance for individuals.

Originality/value

Appropriate focus on people rather than process within customer service industries will reduce unnecessary investment in process and system change and deliver enhanced results within existing frameworks. Change driven by the people within the process is positive.

Details

Industrial and Commercial Training, vol. 46 no. 6
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 May 1983

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…

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Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Details

Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

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