The labor force in emergent economies is extremely capable and has learned how to perform numerous tasks and adapt to new requirements. The local employees on the other hand are often used to what they do and find it extremely difficult to change their approach to professional tasks (McDonnel, 2008)
.] contracts with another company to provide services that might otherwise be performed by in-house employees" (Thompson, 2008)
Aside from this, other improvements that could be integrated in the British retailer's campaign include the creation of more powerful values to sit at the basis of the campaign, and the communication of these values. All in all, what they should remember is that companies become successful because of what they do, not what they say (Vaccaro, 2010)
Retailers need to remember consumers have choices. As one retailer notes, "And that's important because no retailer sells anything that customers can't get from another retailer" (Ratner, 2002)
Pricing is seen to be acceptable by the majority of the customers, which can be interpreted in a variety of ways: as a discretionary product, Starbucks Coffee is not positioned as a low priced alternative to other offerings, nor is it priced for the mass market as a more utilitarian item. Therefore, the pricing should be somewhat competitive with the other companies offering the same or similar products, but price is not the main factor which drives loyalty to Starbucks, according to other sources (Brown, 2004)
Because it is accurate and fair to assess Starbucks as a service-based firm, the element of customer service must be the focus of the strategies enacted by Starbucks. While some industries or businesses have the luxury of providing sub-par customer service and still be able to retain or even grow market share, the business world in which Starbucks exists is vastly different in that improvements to customer service are the norm, and declining customer service as is seen in this analysis is unacceptable (John, 2003)
Starbucks: Delivering Customer Service Starbucks, the American giant of coffee shops, is one of the classic success stories in an economy where service-based organizations like Starbucks hold the best potential for the establishment of highly lucrative market niches (Kline, 2005)
In no particular order, the Service Recovery strategies that need to take place are as such: FASTER CUSTOMER SERVICE- Research has indicated that Starbucks customers are looking to be served faster when they visit the stores; because of this, the need for recovery in the area of speed of service is confirmed. FRENDLIER CUSTOMER SERVICE- Along with speed, the customers would like to have service which is more friendly; the customer service element adds to the customer experience (Roney, 2004), and the treatment by servers is as important an ingredient as anything that they drink from their coffee cups
347). This new low-cost business model is characterized by some common features among the new airline start-ups during this period, including the following: New discount upstarts have homogeneous fleets; Fill a high percentage of their seats; Have a quick on-the-ground turnaround; Avoid formal ticketing procedures; Have been aggressive in marketing over the Internet; and, Usually only offer one class of service (Couldry & Mccarthy, 2004)
S. Airways (De Neufville, 2006), and it continues to grow its business by following the golden rules established by Neeleman early on
e. that the customer should be able to reach the company how and when he wants" (De Pelsmacker & Kitchen, 2004, p
When JetBlue was launched, "Traffic growth and revenues were sharply up as passengers, including business passengers, switched from the majors who were pushing up fares sharply to compensate for falling yields and rising fuel prices. In brief, the low-cost, no-frills model has clearly become a permanent feature of North American aviation" (Doganis, 2001, p
Rewarding employees for outstanding performance can boost up their intrinsic enthusiasm. (Eisenberger & others, 1999) 5
Training means a methodical intentional process of changing behavior of organizational members in a direction which contributes to organizational effectiveness. (Hinrichs, 1976)
"Needs are basically the gaps between the present attainments and the desired future accomplishments." (Watkins, Meiers & Visser, 2012) According to Miller & Osinski (1996) these gaps can include discrepancies or differences between the following: What the company's objectives are and what is actually happening
The greater the distance between customers' expectations and experience by channel, the greater the need for closing this gap through effective adjustment, refund and return strategies. Companies have experimented with full-refund and no-refund strategies as a means to segment their markets and generate higher levels of profitability as a result (Chen, Bell, 2012)
Companies including Amazon.com, Zappos and others have successfully used adjustments, refunds and returns as a means to increase service recovery strategies online, earning a reputation for being very customer-centric and trustworthy as a result (Forbes, 2008)
Customer Service CASE Returns Refunds and Adjustments The advantage of one retail format or channel relative to another with regard to adjustments, refunds and returns is predicated on the supporting supply chain's agility, efficiency and capacity to respond to rapid changes in demand. It is also predicated on the relative financial contributions of the products sold through one channel over another (Stock, Speh, Shear, 2006)
These are managed to a Total House of Quality (TQM) approach with a strong focus on how to trim back any extraneous factor that does not contribute to overall profitability. The path to continuous marketing performance improvement is often predicated on intensive levels of TQM and Six Sigma analysis and reduction in any extraneous factors in marketing execution (Renart, Cabre, 2008)
The Return on Investment (ROI) of the spending on marketing programs by division can then be assessed. As economic uncertainty has made companies less reluctant to invest heavily in marketing programs, many are relying on ROI measures of performance to gain greater insights into company-wide performance (Schneider, 2004)