Zeph Yun Chang, Loi Hui Huang and Loi Hui Huang
Customer calls confer accessibility for promoting sales opportunities. It is the key element of a company’s customer service system. Presents a methodology for quality management…
Abstract
Customer calls confer accessibility for promoting sales opportunities. It is the key element of a company’s customer service system. Presents a methodology for quality management of customer communication through telephone, e‐mail and Web support for both internal and external customers. The concept of a customer call centre is introduced and quality dimensions of customer call services are established with call status coded and problem severity issues being addressed.
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Zeph Yun Chang, Joanne Chan and Siew Leng Leck
In general, customers expect banks to provide the basic banking services. They also expect different levels of services to maximize the value they can derive from the banks…
Abstract
In general, customers expect banks to provide the basic banking services. They also expect different levels of services to maximize the value they can derive from the banks. Hence, customers evaluate competing offers in terms of the totality of the product and service as well as the relationship that exists between themselves and the bank. To gain marketing advantage, banks have to exceed customers’ expectations rather than merely meet the bare minimum. To succeed, a bank must distinguish itself from its competitors not just in the quality of the core product but also in how it manages the “service surround”. Every interaction with a customer provides an opportunity to be “unique” and to “go beyond the call of duty”. Presents the design and management of the core correspondent banking products and the “services surround” in terms of market quality.
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Chang Zeph Yun and Tay Boon Hou
Presents a benchmarking model for quality management systems through ISO 9000 auditing. A knowledge base of implementation principles and guidelines is established for the…
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Presents a benchmarking model for quality management systems through ISO 9000 auditing. A knowledge base of implementation principles and guidelines is established for the fulfilment of each of the ISO 9001 clauses followed by a set of inquire‐observe‐assess checklists. A statistical model is attached to generate the average number of non‐conformities or defects D of an industry. The D value thus established is the benchmark D of a particular industry in a particular business environment or country which can be updated every six months in tandem with the surveillance ISO 9000 auditing. The model enables objective decisions on certification to be made, based on whether the D value of a company falls within the D control limits.
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Zeph Yun Chang, Wee Yong Yeong and Lawrence Loh
The Singapore Airport Terminal Services (SATS) Inflight Catering has maintained a 47‐year zero‐food‐poisoning record. SATS Catering has also been the first flight kitchen to be…
Abstract
The Singapore Airport Terminal Services (SATS) Inflight Catering has maintained a 47‐year zero‐food‐poisoning record. SATS Catering has also been the first flight kitchen to be awarded the ISO 9002 Certificate for production of inflight meals. It has contributed significantly to Singapore Airline’s success in providing excellent inflight service. A strong sense of mission coupled with management experience and culinary professionalism have resulted in the establishment of many joint‐venture kitchens all over the world through equity participation. Unveils the critical success factors of SATS Catering as management benchmarks for other companies.