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A discussion in the context of Richer sounds, how to go aboutachieving high quality customer service through staff

Competition, deregulation rising customer expectation andtechnological change has led companies to be more customerfocused!


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Centred on encouraging employees to enhance their performance

Two ways:

1. Assessing and knowing customer needs* Surveys, customer circles etc* Monitoring existing customer service quality against standardperformance measures and procedures

2. Improving customer service delivery through staff* Educating and importance of the consumer* Information about the current state of business or future plans

* Commitment to organization goals* Initiatives such as team building videos and house journals forstaff info*Convince the staff about the logic of their actions


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However, evidence that such schemes tends to be not so useful

Numbers of writers have argued that exhortation and communicationare weak vehicles of change

BUT:

Hill: Writers understate the difficulties in getting the staff to buy into theideals of quality and to make such ideals and changes stick

Schuler and Harris : Appraisals contribute to customer satisfaction byensuring that employees are aware of the behaviours which contributeto quality + contribute the use of financial incentive as a part of quality

enhancement strategy

Snape : Organizations should avoid attaching a price tag to customerimprovement ; There may be a role in increasing financial incentives inraising awareness and highlighting key areas for improvement

Management need to use the border range of reward to andpunishment policies to implement this


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Established in the year 1978 by self made entrepreneur

Biggest Hi Fi separates retailer in the UK with branches a warehouseand a head office employing over 100 staff

Not listed on the stock exchange

Success comes from a high stock turnover combined with lowoverheads

Its made its name selling discounted often discontinued end of theline products in small in cheap locations

Operates in a niche market focusing on a closely related narrowproduct range


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Has overcome the unwillingness of some major companies to workwith them with its financial performance in the year

1991-92- Profit :1.8 $ Million- Turnover :18 $ Million

In the Guinness book of world record for having the highest sales persquare foot of any retailer in the world also holds the record for theHighest sales per employees!


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Driving philosophy behind any company: Providing second to noneservice and value for money to customers

No confusion between excellent customer service and sell

Help the customers buy rather than go for a hard sell

Basic Principles:

Quality products

Value for money

Customer service


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Fun for customers

Invited to bring in pets to help them choose their purchase

Scratch cards with free gifts

Humour in all forms of communication (eg. ads ,signages, etc.)

24 hr a day customer problem line

Main board director responsible for dealing with customer queries

Were listening suggestions card schemes for feedback

Customer calls each week to ensure satisfaction


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Management styles been described as funbut caring. Influences on the managementinclude management gurus peters andwaterman , and the uk retailer marks andSpencer , the latter influence derives from thechairmans parents .

Staff are known as colleagues and theorganization chart in the inverted form with

the customers at the top followed by salescolleagues and middle management andending with the top management.


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Fun but caring!

Influences on the management: management gurus Peters and Waterman Marks & Spencer Chairmans parents

Staff are known as colleagues;Organization chart in the inverted form


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Paternalistic approach!

20 percent of profits directed either to profit share ( 15%) to charity (4%) or to a staff hardship fund ( 1%)

Life insurance , and subsidized medical scheme

Staff induction pack- advice on health

Attempt to create a family feeling with a bonus of 100 pounds forstaff introducing new employees to the firm

Chairmans home phone number provided Subsidized outing three times a year

Sessions take place twice yearly at the chairmans country home

Holiday homes are made available free


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Maintain a sense of involvement and fun

Customer service index for each member of staff, where individualsare assessed monthly on a range of indicators with results related topayment

Staffs wear individual badges in order to encourage greateraccountability to the customers.

Staff who perform above and beyond the duty ( ABCD) receive goldaeroplanes as a recognition of their high achievement

Wooden spoons are given to staff for amazing acts of stupidity


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Sophisticated range of personnel policies that is reflected in theirinduction booklet

Staff turnover is low

Promoting internally as a way of rewarding loyalty

Pay is above average for industry + Profit share

Communications and feedback from employees is vital (weekly video)

Highly successful suggestion scheme and distinction of having thehighest number of suggestions per staff (1500 from 70 staff in 1991)


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The employees receive monetary and non monetary for theirsuggestions

Many suggestions received are hard to quantify in terms of bottomline impact

Chairman responds to all suggestions


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Daniel Fernandes 135

Tulsi Zaveri 214

Anuth Siddharth 127

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