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OPERATIONS MANAGEMENT 4.709
NICE FRAMING AND SUPER CHEAP AUTO CASE STUDY
INDIVIDUAL ASSIGNMENT NOVEMBER 2014
NAME - JAYASHREE JAYAKUMAR
STUDENT ID -20141489
WORD COUNT – 1870
QUESTION 1 – WHEN NICE ISNT’T GOOD ENOUGH
A)
Describe the balance between customer service and resource utilization at nice framing. What are the operating objectives of the business? What are the key success factors? ANSWER:
Balance between customer service and resource utilization
For any organization, customer is the most important aspect as the customer is the key for any business and a criteria for success of that business. The type of business can either be a B-C or B-B, but it doesn’t matter. The new paradigm of this
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This is not only a waste of time for breweries but also for Nicola it’s a waste of fuel and energy, instead she could use this time to make extra frames with which stock clearance can be done at ease. Its high time that she has to implement major business strategy to get that competitive advantage over her competitors.
Here are a few important points why she should go ahead with the online smart-artgallery.
• Nicola has to start with forecasting, this is where she can get an idea on how the business and market is going to and how she can manage sales and stock, get control over money. Based on the factors learnt she could implement promotional plans for her sales to improve. The best way to do is ask the customers for their opinion as the customer is king.
• When she starts the online version of her business, she is also giving a sense of freedom to her customers with an online manual allowing them to make their decision whenever they are free.
• Definitely this will lead to optimum utilization of resources, because her time is not wasted in commuting and extra work and resources are used to the
While coaching and developing her consultants she is providing alternatives for acquiring clientele, completing a skin care class that will result in thousands of dollars in sales, and team building.
not believe she achieves her goal effectively because although she did suggest different way the company
Andrea Jung was born in 1959 in Toronto, Ontario, Canada and raised in Wellesley, Massachusetts. Jung graduated magna cum laude at Princeton University and planned to continue to law school afterwards. Jung had gotten a job training her to be a manager at Bloomingdale’s, allowing her to step into the field of law. She did so exceedingly well at this job that she continued to a different job and began her debut at I. Magnin & Company as senior vice president, general merchandising manager. Next, she handled issues concerning accessories, cosmetics and apparel as the executive vice president of Neiman Marcus. Law quickly vanished as the fashion world approached Jung. In 1993, Jung joined Avon Products, Inc. as a consultant and she was soon promoted for her hard work in 1994 as the product marketing group president for U.S. operations. Jung worked on introducing more modern lines while continuing the company’s traditional branding efforts. She introduced successes such as the Avon Apparel line and suggested getting rid of a large number of Avon’s old fragrances to make way for new ones. Jung spent time getting to know the company and thrived rapidly at the top. In 1996, she became the global marketing president and in 1997 became the executive vice president and president of global marketing and new business. Jung’s major responsibilities were centered on market research, joint ventures and strategic planning. Soon after, she became president and chief operating officer, with responsibility for all business units of Avon worldwide. Since 1998, Jung has been on Avon’s board of directors and in 1999, when the company wasn’t doing so well, Jung was named CEO of Avon Products Inc. at 43 years old and the first female CEO in the history o...
But then here is the question that we might ask, is profit the only element that should be considered when making business decisions? In my point of view, the answer is no as I will try to demonstrate throughout this paper. One quick alternative to what should be the first top priority of a business is creating a customer, Dr. Peter Drucker said. According to him “The customer is the foundation of a business and keeps it in existence”. He alone gives us employment.
According to Treacy & Wiersema, (1995) in our reading, businesses that use strategies focusing on creating a value to the customers whether it is providing quality products or services, operate effectively (customer service), provide great products at a lower cost, and get feedback from customers about their needs and wants, could in
1.1 Explain the value of customer service as a competitive tool Customer service is valued as a competitive tool by many organisations. It gives you the ability to gain customer loyalty while meeting the customer’s expectations. Staff will have the skills and knowledge that will provide a competitive edge. Most organisations are known for the quality of their customer service. This means that they are known for good customer service or poor customer service.
“Customer Service” describes the full purchase cycle from the pre-purchase decision-making to the actual purchase experience to the after purchase attitude of a customers. It encompasses every service, which a company offers to its clientele in order to achieve the company’s mission of driving revenue by fostering customer satisfaction, customer retention, and customer referrals. In this increasingly consumer driven economy, Customer Service is a vital strategy utilized by businesses to obtain a multitude of competitive advantages and acquire market share.
Greet and welcome customers while discovering their needs and suggest items that will complete their home.
Provide the customer orientation that is the key function of the master plan. We needed the those steps of our customer to close their need.
It is much difficult when competitors are present in the same area, offering the similar product or service. Then, the only way to keep the current customers is by investing and concentrating on their perspective, working on the customer- approach and extraordinary customer- oriented service, which will ensure distinctness that is sometimes even more important for the customer than the product itself.
The experiment uses a hair salon sample survey to gain a deeper understanding of customer service. A thorough interpretation of the data set separating close and distant relationships provides insight into the problem of customer dissatisfaction in regards to employer/consumer relationships. The data is organized into several columns and separated by response. Respondents who are close are identified as “1”, while respondents who are distant are represented with “-1”. There are ratings from one to seven based on the following factors: “consider new”, “cut again”, “remain loyal”, “recommend”, “straightforward”, “open”, “don't want to know”, “wants feedback”, “honest”, “truthful”, “can’t tell”, “needs repair”, “fix relationship”, “guilty”, “intact”, “bad experience”, “bad job”, “pleasing”, “distressing”, “minor problem”, “major problem”, “concerned”, “satis_stylist”, “happy cut”, “meet need”, “friend”, “know well”, “important”, “intimate”, “close friend”, “regularly”, “general company”, “realistic”, “important cut”, “help person”, and “reflect”. Through a series of thirteen questions, the research firm explores the extent to which a customer’s distant or close relationship plays on how they react after a dissatisfying experience. After refreshing the experiment, the scenario changes but the survey questions remain the same. One scenario illustrates a scenario where you have a close relationship with the stylist, where you would consider this person a close friend, while the alterative situation presents relationship between stylists and client as more detached. Overall, this study is searching for the general outcome that occurs when the perceptions of hair stylists create when combined with a displeased client response. These outc...
Customer service representatives are in charge of collaboration with customers by means of telephone, email, fax, mail, or in individual. They are the first purpose of contact of the customer with the company. It is their obligation to answer inquiries, settle issues, handle complaints and react to requests. Customer service representatives are required in all fields; finance, assembling, medicinal and protection, just to give some examples. Bosses depend on them to secure helpful communication in the middle of company and customers. I have interviewed Mr. Jacob Dawson who is working as operation manager in customer care services department at Universal Techno Outputs (UTO).
customers by promising superior value and keep and grow of current customers by delivering satisfaction (Kotler and Amstrong, 2012: 4).
As the economy grows sustainably, Customer market continues to expand, which causing more and more people will pay close attention to customer needs and consumption. Standing direction of the enterprise and producers, the overriding goal is to pursue the highest profits in consideration of elements such as Capital, technology and customer awareness. Since the the customer is the most important consumer about the product, as well as the resources of customer remain one of the leading factors that are considered when companies make decisions in the market to get high market profits. The most important factor is customer-oriented with respect to this essay. In another word, this essay will talk about two related aspects. One is the customer orientation
Organisation by customer or Market – These are organisations that in this case rely heavily on the small number of important customers who account for most or all of their business. Customer- facing organisations have attracted considerable approval in recent decades, partly spurred by such influential works as in search of excellence (peters and waterman 1982). Being close to the customer and able to respond quickly to their changing demands requires an organisation to uphold the primacy of the customer relationship and give autonomy to local staff to make deals and