Categories for Customer

Customer Satisfaction Essay

Customer Satisfaction Essay

INDRODUCTION

Customer satisfaction can help your business to achieve a sustainable competitive advantages, It’s about understanding the way a customer feels after purchasing a product or service and in particular, whether or not that product or service meet the customer’s expectation. Bias tyre construction utilizes body ply cords that extend diagonally from bead to bead, usually at angles in the range of 30 to 40 degree, with successive plies laid at opposing angles forming a crisscross pattern to which the tread is applied.

The design allows the entire tyre body to flex easily. There are 9 varieties of bias tyre manufacturing by the MRF tyre company.

Radial tyre construction utilizes body ply cords extending from the beads and across the tread so that the cords are laid at approximately right angles to the centerline of the tread, and parallel to each other as well as stabilizer belts directly beneath the tread. The belts may be cord or steel. 15 varieties of radial tyre manufacturing are done by the MRF tyre company.

PRODUCT PROFILE

In the year of 1946 a young entrepreneur K.M.MAMMEN MAPPILLAI, opened a small toy balloon manufacturing unit in a shed at Chennai (Tiruvottiyur). During the period 1949 the factory was just a small shed without any machines. A variety of products, ranking from balloons and squeaking toys to industrial gloves and were produced. In the period of 1952 MRF ventured into the manufacture of tread rubber. And with that, the first machine a rubber mill was installed at the factory. This step into tread rubber manufacture was later to catapult MRF into a league that few had imagined possible.

The quality of the product manufactured was of such a high standard that by the close of 1956, MRF had become the market leader with a 50% share of the tread-rubber market in India. In the period of 1961 after the success achieved in tread rubber, MRF entered into the manufacture of tyres. MRF established a technical collaboration with the Mansfield tyre and rubber company of USA. Around the same time, it also becomes a public company. During the year 1963 India’s first Prime Minister Jawaharlal Nehru laid the foundation stone for the rubber research center at Chennai. In 1967 MRF became the first Indian company to export tyres to USA the v ery birthplace of tyre technology.

During the year 1970 to 1972 MRF opened its factory in kottayam, Goa and Arakkonam (chennai). In the year 1973 MRF scored a major breakthrough by being among the very first in India to manufacture and market nylon passenger tyres commercially. During the year 1980 MRF entered into a technical collaboration with the B.F.GOODRICH tyre company of USA. In period of 1989 MRF was the clear market leader in every tyre segment. Once again, in recognition of excellence MRF was awarded the visvesvaraya award for the best business house in south India. In the year 1990 MRF collaborated with Hasbro international USA, the world’s largest toy markers and launched funskool India. At the same year MRF World Series cricket tournament for the Jawaharlal Nehru trophy was sponsored by the company. In 1991 MRF also opened the MRF tyredrome, India’s first tyre company owned wheel care complex at Chennai, at the same period MRF brought the 6th world cup boxing championship to Mumbai the first of its kind with 39 countries participating.

In 1992 K.M.MammenMapillai was awarded the Padmashri award of national recognition for his contribution to industry the only industrialist from south Indian to be accorded this honor until that time. In 1993 and 1995, the company was voted by the far eastern economic review, as one of the ten leading corporate groups in India and a leader Asia. During the same time MRF was selected as one of Indian’s most admired marketing companies by the readers of the A&M magazine. During the year 1996 to 2000 MRF is spreading its wings by also involving in the development of cricket by sponsorship of many cricketers and also MRF pace foundation. At one point of time, MRF was the bat sponsor of world-class batsman including sachintendulkar, Brain lara and stere Waugh. At the same time MRF launches first ever F3 car and company’s turnover crossed INR 15 billion. MRF launched ZVIS tyres for passenger cars.

The period between 2001to 2006 the company kept climbing the ladder with efficient and able directors and a change was announced that Mr. Arunmammen would be the managing directors. The MRF NYLOGRIP rapper for two-wheelers was launched and MRF wins the JD power award, at the same time MRF turnover crossed INR 30 billion marks. During the year 20007 to 2010 MRF launches the super LUG 505. A premium mileage, rear fitment truck tyre for national highway operations on rated roads and MRF launches ZSLK tyres, MRF wins the JD power award again for the 6th time. After the bat sponsor of world-class batsman including Stere Waugh’s and Brian Lara’s retirement from international cricket. MRF contract with Sachin Tendulkar also expired on 2009. MRF is currently sponsoring GauthamGambhir and Rohit Sharma, two other members of the Indian cricket team.

INDUSTRY PROFILE

The very first tyres were bands of iron placed on the wooden wheels of carts and wagons, luckily, with the discovery of rubber things changed. It was in the mid 1800’s that the first tyres made using rubber appeared. They were simple tyres the rubber carried the load entirely. It was in 1845 that the pneumatic or air-filled tyre which works by air with in the tyre absorbing the shocks of the road was invented and patented by Robert William Thomson. His design used a number of thin inflated tubes inside a leather cover. This meant that it would take more than one puncture before the tyre deflated. However, despite this new break though in tyres, the old solid rubber variety was still favored by the public, leaving the pneumatic tyre out in the wilderness.

It wasn’t until 1888 that john Boyd Dunlop, unbeknownst to him, reinvented the pneumatic tyre whilst trying to improve his son’s bike. Dunlop’s tyre like Thomson’s, didn’t seem to sell at first-until a bike race in Belfast was won by a rider using his tyres with that victory people began to take notice of the pneumatic tyre. In 1895 the pneumatic tyre was first used on automobiles by Andre and E dotard Michelin. It was also around this time that legislation was put into effect that discouraged the use of solid rubber tyres. All over the world companies sprang up to meet the new demand for the new tyres.

Tyres remained fundamentally unchanged though out the 20’s and 30’s until Michelin introduced steel-belted radial tyres in 1948. This new type of pneumatic tyre meant that they would have a longer life thanks to ply cords that radiate from a 90 degree angle from the wheel rim. It also meant that tyre had less rolling resistance increasing the mileage of a vehicle. This new radial tyre was very successful outside of the US, with companies in Italy, France, Japan and Germany producing them in large numbers.

In the US however, a battle commenced. American car manufactures were afraid that the cost to redesign their cars in order to use these radial tyres was too much and so stuck to the older bias ply tyres. It wasn’t until the 70’s where there was a fuel crisis-that the American public, because of the rising cost of petrol, demanded more economical cars. This led to the introduction of cars that could easily fit the high mileage radial tyres. By 1983 all new American cars came fitted with radial tyres.

Customer Satisfaction, Loyalty, and Empowerment Essay

Customer Satisfaction, Loyalty, and Empowerment Essay

1. Should a company be happy or concerned if most customers are satisfied? Satisfaction of the consumer is one of the main goals for a company to achieve. Customer satisfaction is defined as the feeling that results when an offering meets a consumer’s expectations. Companies around the world are doing many surveys, in order to measure the satisfaction of their consumers because the importance of consumer satisfaction is one of the main factors for a company. According to the question, should a company be happy or concerned if most consumers are satisfied, the answer is concerned.

The reason of this answer is that if all consumers would be satisfied then it is okay, but in this case not all consumers are satisfied, so there are some consumers who are not satisfied. The company should work hard in order to not leave space for concerns for these people who would be unsatisfied. These unsatisfied consumers would have a big influence on the company because these consumers express their concerns to other people and then other people might not want to buy anything from that company.

However, one of the main strategies that companies use to achieve their goals of satisfaction is to influence the consumer’s expectations. Customer’s expectations should be very high because if the product or service doesn’t meet their expectations they would be unsatisfied and have a negative perception. Marketers should make their expectations a bit lower so the service or product would exceed their expectations and then customers would be very satisfied. An example of consumer satisfaction would be like this: I usually order pizza at the restaurant called Extreme Pizza so then they deliver it at my home. They always bring it on time so they never are late, and also the food is warm. I am very satisfied with the product and service they provide to me. However, one day I heard my friend complaining about a restaurant service and then I asked him why so, and I realized that he was talking about the same restaurant that I order pizza. He said many bad things about that restaurant, then he told me that delivery is always late so then the food is cold.

He also complained that he pays much more money because his house is far away from this restaurant. Therefore, I think that the reason of this problem between my friend and that restaurant is that the location of the house, so it is normal if the delivery is late and the food is cold. However, my house is near the restaurant, so I don’t face these problems. In the end, the difference is that I am very satisfied with their products and service but my friend is not satisfied and told everyone about the bad issue he experienced with that restaurant. To sum up in other words, all companies should be concerned with that percentage of people who are not satisfied even if the number of these people is low because negative things are spread much faster to others and positive ones.

2. Create a loyalty program for AUK with the 4 positive effects in mind Loyalty programs are a type of sales promotions defined as the efforts to reward frequent purchases or consumptions of customers. Anyhow, we have to point out the difference between loyalty and loyalty programs. Loyalty is the attitude of customers for a particular brand. It is divided in two dimensions, behavioral and attitudinal loyalty. Behavioral loyalty is a degree where customer buys the product regularly and does not respond to competitors. Attitudinal loyalty is the degree where customer prefers or likes the brand. There are four positive effects of loyalty programs longevity effect, the blocker effect, spreader effect, and the accelerator effect.

Longevity effect is the process of lengthening of the lifetime value of customers by increasing their switching costs. Blocker effect is the process of blocking out marketing communications from competitors. Spreader effect is the willingness of customers to buy related products from a marketer. Accelerator effect is the process where customers speed up to make purchases in order to get to the next level of their loyalty program offers.

AUK Loyalty Program

The loyalty program tends to encourage customers to buy a product and make customers come again to buy the product. In AUK, students not only can pay for their tuition but also for extra lectures such as cisco, summer program etc. Moreover, AUK could have a loyalty program in a way from those students who come from the same family and town. When a student attends AUK, then he or she will have a 50% discount from the actual price for cisco. Also, summer program is one of them that make a discount for AUK students each summer. Furthermore, AUK provides a 15 % discount of price for a second person from the same family and 30% for the third. Even though, all students of AUK would have the opportunity of 20% reduction in price for work and travel during the summer in the Unites States, with the company called “Zip Travel”. Therefore, this loyalty program would have 4 positive effects. One of the longevity effects is that AUK attracts students from the same family to join AUK with a discount in price.

For example, I have a friend who joined AUK last year, which he has a brother here at AUK who is going to graduate next quarter. He told me that, he did not even think to come at AUK but his brother convinced him to make such a decision and attend AUK. Also, he mentioned that AUK offers a 15% discount in price for the second person of the same family. Maybe the discount and quality that AUK provides encouraged my friend to register in. The blocker effect is also included to the loyalty program of AUK because it provides for its customers extra courses such as Cisco located in the Blue Building at AUK. All students of AUK would have 50% discount in price if they want to take those IT classes. Therefore, when students hear about this offer, they do not bother to go somewhere else and take these classes because this offer with a cheaper price is all right.

Therefore, this is how AUK loyalty program blocks out marketing communication from competitors. The spreader effect would be also included to the loyalty program of AUK. For example, I know a friend who participates in every summer program that AUK offers. He told me that, he is very satisfied with the lectures and professors of AUK and that AUK offers a discount for its students who want to participate in the summer program. These are the reasons why he enjoys taking every year classes at AUK during the summer season. Therefore, he is loyal to AUK and does not want to take summer courses in other countries as some students do. The accelerator effect is also one of the loyalty programs included at AUK.

An example that AUK offers would be that if in AUK are three students that come from the same family, the second would have 15% discount and the third would have 30% discount. By this offer AUK attracts its students to invite its family member attend at AUK because of the price discount they offer to them. If my brother would come next year at AUK, he would get 15% discount in price, but also if in the following year would come my sister then she would have 30% discount which is a very good offer in attracting more people. In other words, the more people of your family, much cheaper it would cost to you.

Gold’s Gym Essay

Gold’s Gym Essay

Gold’s gym has been the authority in fitness since 1965 dating back to the original Gold’s Gym in Venice, California. It was the place for serious fitness. Thereafter, Gold’s Gym quickly became known as “The Mecca of bodybuilding”. In 1977, Gold’s Gym received international attention when it was featured in the movie ‘Pumping Iron’ that starred Arnold Schwarzenegger and Lou Ferrigno.

Today, Gold’s Gym has expanded its fitness profile to offer all of the latest equipment and services, including group exercise, personal training, cardiovascular equipment, spinning and yoga, while maintaining its core weight training tradition.

With 3.5 million members worldwide, Gold’s Gym continues to change lives by helping people achieve their individual potential.

Mission Statement: “To enhance the quality of life in the communities we serve, through our fitness philosophy, facilities, programs, and products; and to instill in the lives of people everywhere the value of health and
fitness.”

We are committed to exceeding our members’ fitness goals by utilizing our rich history established over the last 42 years of superior training, information, support and guidance provided by the largest and the best fitness organization in the world.

“Service excellence is our golden rule.”

Vision: To inspire, support, and lead every member in their effort toward a healthy, productive, and fun life, and to provide a safe, fun, energetic, rewarding, and fair working environment.

We are the inspiration and the leadership that will guide the Wenatchee Valley to be the fittest community in America. We are the Customer Care benchmark.
We are passionate about helping others.
We are a great company for which to work.

 Core Values:

Respect – Have regard for others’ beliefs and viewpoints. Candor – Speak openly and honestly.
Integrity – Don’t “act” as though you have values – Be your values. If you really don’t care about other people, PLEASE don’t work here. Learning and Knowledge Sharing – Intellectual capital is our most valuable treasure. Share what you learn and be open to learn from others. Teamwork – This isn’t about you or me. It is about us. Make everyone around you look good. Humility – We are all equally important….and equally unimportant. Accountability – True accountability is the process of constantly asking yourself; “what else can I do to make things better?”

While it may have started out as a humble hard core training gym, Gold’s Gym has grown into a fitness empire. So does big mean bad? Or can corporate gyms still be a good place for independently minded personal trainers?

With hundreds of locations across the world, the mega fitness employers of hour fitness, Bally Total Fitness and Gold’s gym are going to be tempting places where personal trainers can get almost guaranteed employment. The Personal Training Job Board is packed with entry level jobs.

Gold’s Gym International, Inc. is an international chain of co-ed fitness centers commonly referred to as “gyms”. Each gym features a wide array of exercise equipment, group exercise classes and personal trainers to assist clients. Its headquarters are in Irving, Texas

Today, Gold’s Gym claims to be the largest chain of co-ed gyms in the world, with more than 750 locations in 42 states and 30 countries. Gold’s Gym has a membership of more than three and a half million, split almost equally between male and female patrons. Gold’s Gym locations are equipped with cardiovascular and strength training equipment and offer group exercise classes such as group cycling, Pilates, Latin dance yoga and stretching through the company GGX (Gold’s Group Exercise) program. Many gyms also offer basketball, swimming pools and boxing studios.

Gold’s Gym is privately owned. It was acquired from its previous owner, private equity firm Brockway Moran & Partners, by Robert Rowling’s TRT Holdings in 2004 for approximately $158 million. Brockway Moran had acquired the company in 1999. The current chief corporate officers include President and CEO Jim Snow, David Fowler as senior divisional vice president, and Aaron Watkins as senior vice president of finance and accounting.

Average Gold’s Gym Salaries: As of May 30, 2012, the average salary for gold’s gym jobs is $41,000 USD. Average gold’s gym salaries can vary greatly due to company, location, industry, experience and benefits. This salary was calculated using the average salary for all jobs with the term “gold’s gym” anywhere in the job listing.

Jobs: Employees must be at least 18 years of age. Gold’s Gym is an equal opportunity employer who recognizes the value of having a diverse workforce. It seeks and encourages qualified applicants regardless of gender, ethnicity, or other cultural or physical characteristics.

Fitness Sales Manager
Our Sales Managers are responsible for consistent improvement of club sales and operations through effective planning, implementation, use and exercise of independent judgment and discretion in determining how to best maximize profits, contain costs, and hold club employees accountable.

Personal Training Sales Manager
Personal Training Sales Managers are responsible for selling training packages for our certified personal training staff and holding Personal Training Sales Counselors and Personal Trainers accountable. Fitness Sales Counselor

A Membership Sales Counselor will actively pursue enrollment of new members through self-generated and Company-sponsored programs, promotions and referrals. This includes establishing and maintaining lead boxes; calling on new businesses for corporate accounts, obtain leads from existing members, give club tours and membership presentations, utilize computer programs to track appointments and sales.

Personal Training Sales Counselor
A Personal Training Sales Counselor will actively pursue enrollment of new members into Gold’s Gym Pro Results Personal Training packages by providing introductory training assessments, and utilizing computer programs to track appointments and sales.

Operations Manager
The job of our Operations Managers is to ensure that our members receive exceptional service from a happy, friendly staff in a clean and well-maintained facility. Operations Managers hire, train, and supervise all fitness, babysitting and janitorial staff, resolve all membership issues, update past due accounts, manage payroll and supplies budget, and uphold company standards

Club Staff
The job of our club staff is to meet, greet and check-in members and guests of Gold’s Gym, provide excellent customer service and update member’s account information using various computer applications and be assertive, enthusiastic and punctual.

Group Fitness (Aerobics)
Group Fitness Trainers are enthusiastic, professional, motivated, experienced individuals who enjoy teaching group fitness. They have experience in teaching one or several of the following formats: Cycling, Step, Latin, Hip Hop, light weight dumbbells, Kick box Cardio, Aqua, Mat Pilates and yoga.

Personal Trainer
The main responsibility of our Personal Trainers is to design and implement programs for our personal training clients. They are expected to treat all clients in a professional and compassionate manner and be prepared to advise clients of what to do during their “off day” when they are exercising on their own. In general, the trainer position requires you to be a positive fitness role model for all our clients and club members

Building Maintenance
The Building Maintenance personnel must have experience in at least one of the following specialties: wood floor refinishing, tile work, HVAC, painting, CPO, plumbing, electrical.

Janitor
The Janitor maintains the cleanliness and beauty of the club by cleaning the locker rooms, mopping floors, emptying trash containers, wiping off counters, cleaning equipment, cleaning mirrors and windows, etc.

Equipment Technician
The Equipment Technician must have a solid experience troubleshooting electrical, electromechanical and mechanical systems.

Job Descriptions

Tasks:
Operate office machines, such as photocopiers and scanners, voice mail systems, and personal computers. Answer telephones, direct calls, and take messages.
Maintain and update filing, inventory, mailing, and database systems, either manually or using a computer. Communicate with customers, employees, and other individuals to answer questions, disseminate or explain information, take orders, and address complaints. Open, sort, and route incoming mail, answer correspondence, and prepare outgoing mail.

Compile, copy, sort, and file records of office activities, business transactions, and other activities. Compute, record, and proofread data and other information, such as records or reports. Type, format, proofread, and edit correspondence and other documents, from notes or dictating machines, using computers or typewriters. Complete work schedules, manage calendars, and arrange appointments. Review files, records, and other documents to obtain information to respond to requests

. Greets each member and guests promptly, enthusiastically and with a smile to create a friendly positive entrance into the gym. Says “Hello” to all incoming guests and says “Good-bye” to all outgoing guests. Provides security and control to the front door area of the facility. Checks each member into the gym using the proper check-in procedures. Monitor check-ins to identify delinquent accounts and notifies Gym Operations Supervisor. Register all guests into the gym using proper registration procedures. Ensures that guests and appointments are directed to the appropriate fitness consultant in a prompt, professional manner. Answers phone by the third ring in a professional and courteous manner and uses proper phone greeting techniques.

Addresses callers’ requests and/or takes appropriate messages. Registers all telephone inquiries in the TI register in the Master Production Binder and transfers the call to the appropriate Fitness Consultants. Responsible for following up on telephone inquiries to ensure that the appointment was booked properly. Responds immediately to member requests, inquiries and concerns. Maintain neat appearance and wear proper uniform attire with nametag while on duty. Distributes keys, towels and other materials as needed.

Reserves time/makes appointments for tanning, special classes or other activities sponsored by the gym.

Tools:
Franking or postage machines — Postage machines
Photocopiers — Photocopying equipment
Scanners — Data input scanners
Computers — Laptop and Desktop computer
Technology:
Accounting software — Billing software; Bookkeeping software; Intuit QuickBooks software Data base user interface and query software — Alpha Software Alpha Five; IBM Check Processing Control System CPSC; Microsoft Access; St. Paul Travelers e-CARMA Document management software — Filing system software; Records management software; Transcription system software Spreadsheet software — Microsoft Excel

Word processing software — Microsoft Word
Knowledge:
Clerical —Word processing, managing files and records, stenography and transcription, designing forms, and other office procedures and terminology. Customer and Personal Service — Providing customer and personal services; including customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar.

Accounting Principles — Understanding of basic accounting principles and cash processing procedures. Skills:
Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Reading Comprehension — Understanding written sentences and paragraphs in work related documents. Speaking — Talking to others to convey information effectively.

Social Perceptiveness — Being aware of others’ reactions and understanding why they react as they do. Time Management — Managing one’s own time and the time of others. Writing — Communicating effectively in writing as appropriate for the needs of the audience. Service Orientation — Actively looking for ways to help people. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Abilities:

Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences. Oral Expression — The ability to communicate information and ideas in speaking so others will understand. Written Comprehension — The ability to read and understand information and ideas presented in writing. Speech Recognition — The ability to identify and understand the speech of another person. Written Expression — The ability to communicate information and ideas in writing so others will understand.

Information Ordering — The ability to arrange things or actions in a certain order or pattern, according to a specific rule or set of rules (e.g., patterns of numbers, letters, words, pictures, mathematical operations). Work Activities:

Interacting With Computers — Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information. Communicating with Supervisors, Peers, or Subordinates — Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. Documenting/Recording Information — Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form.

Getting Information — Observing, receiving, and otherwise obtaining information from all relevant sources. Communicating with Persons Outside Organization — Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail. Processing Information — Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data. Organizing, Planning, and Prioritizing Work — Developing specific goals and plans to prioritize, organize, and accomplish your work. Establishing and Maintaining Interpersonal Relationships — Developing constructive and cooperative working relationships with others, and maintaining them over time. Requirements:

Education
This occupation requires a high school diploma.
Related Experience
Some previous work-related skill, knowledge, or experience is usually needed. For example, a teller would benefit from experience working directly with the public. Job Training
Employees in these occupations need anywhere from a few months to one year of working with experienced employees. A recognized apprenticeship program may be associated with these occupations. Job Zone

Examples
These occupations often involve using your knowledge and skills to help others. Examples include sheet metal workers, forest fire fighters, customer service representatives, physical therapist aides, salespersons (retail), and tellers.

Tasks:
Observe participants and inform them of corrective measures necessary for skill improvement. Instruct participants in maintaining exertion levels to maximize benefits from exercise routines. Offer alternatives during classes to accommodate different levels of fitness. Plan routines, choose appropriate music, and choose different movements for each set of muscles, depending on participants’ capabilities and limitations.

Teach proper breathing techniques used during physical exertion. Evaluate individuals’ abilities, needs, and physical conditions, and develop suitable training programs to meet any special requirements. Monitor participants’ progress and adapt programs as needed. Explain and enforce safety rules and regulations governing sports, recreational activities, and the use of exercise equipment. Provide students with information and resources regarding nutrition, weight control, and lifestyle issues. Administer emergency first aid, wrap injuries, treat minor chronic disabilities, or refer injured persons to physicians.

Tools:
Balance beams — Balance boards; Balance disks
Exercise balls — Medicine balls; Weighted exercise balls
Fitness weights — Fitness jog belts; Free weights; Water ankle weights; Weighted swim vests Microphones

Technology:

Calendar and scheduling software — Appointment scheduling software; Contemporary Web Plus Appointment-Plus Data base user interface and query software — BioEx Systems Exercise Expert; DietMaster Systems DietMaster Medical software — BioEx Systems Nutrition Maker Plus

Project management software — BioEx Systems Fitness Maker; Get Physical! Software Personal Trainer Pro; Natural Fitness Concepts The Trainers Edge; Vesteon Software Personal Trainer-PDA Knowledge:

Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. Education and Training — Knowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects. English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar. Psychology — Knowledge of human behavior and performance; individual differences in ability, personality, and interests; learning and motivation; psychological research methods; and the assessment and treatment of behavioral and affective disorders. Skills:

Instructing — Teaching others how to do something. Service Orientation — Actively looking for ways to help people. Speaking — Talking to others to convey information effectively. Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Learning Strategies — Selecting and using training/instructional methods. Monitoring — Monitoring individuals, or organizations to make improvements or take corrective action.

Coordination — Adjusting actions in relation to others’ actions. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one.

Abilities:
Gross Body Coordination — The ability to coordinate the movement of your arms, legs, and torso together when the whole body is in motion. Stamina — The ability to exert yourself physically over long periods of time without getting winded or out of breath. Trunk Strength — The ability to use your abdominal and lower back muscles to support part of the body repeatedly or continuously over time without ‘giving out’ or fatiguing. Oral Expression — The ability to communicate information and ideas in speaking so others will understand.

Extent Flexibility — The ability to bend, stretches, twist, or reach with your body, arms, and/or legs. Dynamic Strength — The ability to exert muscle force repeatedly or continuously over time. This involves muscular endurance and resistance to muscle fatigue. Speech Clarity — The ability to speak clearly so others can understand you. Static Strength — The ability to exert maximum muscle force to lift, push, pull, or carry objects. Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences.

Work Activities:
Performing General Physical Activities — Performing physical activities that require considerable use of your arms and legs and moving your whole body, such as climbing, lifting, balancing, walking, stooping, and handling of materials. Establishing and Maintaining Interpersonal Relationships — Developing constructive and cooperative working relationships with others, and maintaining them over time. Getting Information — Observing, receiving, and otherwise obtaining information from all relevant sources.

Thinking Creatively — Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions. Coaching and Developing Others — Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills. Assisting and Caring for Others — Providing personal assistance, medical attention, emotional support, or other personal care to others such as coworkers, customers, or patients.

Communicating with Supervisors, Peers, or Subordinates — Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. Training and Teaching Others — Identifying the educational needs of others, developing formal educational or training programs or classes, and teaching or instructing others. Requirements:

Education
Most occupations in this zone require training in vocational schools, related on-the-job experience, or an associate’s degree. Related Experience
Previous work-related skill, knowledge, or experience is required for these occupations. For example, an electrician must have completed three or four years of apprenticeship or several years of vocational training, and often must have passed a licensing exam, in order to perform the job. Job Training

Employees in these occupations usually need one or two years of training involving both on-the-job experience and informal training with experienced workers. A recognized apprenticeship program may be associated with these occupations. Job Zone

Examples
These occupations usually involve using communication and organizational skills to coordinate, supervise, manage, or train others to accomplish goals. Examples include food service managers, electricians, agricultural technicians, legal secretaries, interviewers, and insurance sales agents. Sales Manager

Tasks:
Manage, hire, train and develop sales staff. Generates sales leads through company’s sponsored events while coordinating with the regional marketing function locally. Oversees lead generation for sales team through Company’s sponsored (walk-ins) and employee sponsored (outreach and promotions). Motivate sales staff and monitor their production levels by using the established protocols and sales system programs. Hold daily production meeting with sales team.

Establish and maintain the standard company protocol for sales tours and
price presentation. Maintain and direct training & development of the gym sales staff. Establish and maintain an active referral system with the sales team. Establish and maintain a lead box/lead bowl system and monitor on a monthly basis. Develop and retain corporate client relationships through the sales team on a monthly basis. Audit sales team on a monthly basis.

Maintain acceptable level of personal sales production. Submit monthly game plan for training, promotions and department meetings to General Manager and Area Manager. Create, implement and promote special events for the gym with regional marketing to generate new member sales. Answers phone by the third ring in a professional and courteous manner and uses proper phone greeting techniques.

Addresses callers’ requests and/or takes appropriate messages. Registers all telephone inquiries in the TI register in the Master Production Binder and transfers the call to the appropriate Fitness Consultants. Responsible for following up on telephone inquiries to ensure that the appointment was booked properly. Responds immediately to member requests, inquiries and concerns. Maintain neat appearance and wear proper uniform attire with nametag while on duty. Distributes keys, towels and other materials as needed.

Technology:
Calendar and scheduling software — Contact management software; Scheduling software Customer relationship management CRM software — Eden Sales Manager; FrontRange Solutions Goldmine software; Salesforce.com Salesforce CRM; Vanguard Software Vanguard Sales Manager Data base user interface and query software — Data entry software; Microsoft Access Electronic mail software — Email software; IBM Lotus Notes; Microsoft Outlook Spreadsheet software —
Microsoft Excel

Knowledge:
Sales and Marketing — Knowledge of principles and methods for showing, promoting, and selling products or services. Customer and Personal Service — Knowledge of principles and processes for providing customer and personal services. Administration and Management — Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.

English Language — Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar. Personnel and Human Resources — Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems. Economics and Accounting — Knowledge of economic and accounting principles and practices, the financial markets, banking and the analysis and reporting of financial data.

Psychology — Knowledge of human behavior and performance; individual differences in ability, personality, and interests; learning and motivation; psychological research methods; and the assessment and treatment of behavioral and affective disorders. Education and Training — Knowledge of principles and methods for curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects. Mathematics — Knowledge of arithmetic, algebra, geometry, calculus, statistics, and their applications. Skills:

Speaking — Talking to others to convey information effectively. Active Listening — Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Coordination — Adjusting actions in relation to others’ actions. Critical Thinking — Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. Monitoring — Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action. Service Orientation — Actively
looking for ways to help people. Judgment and Decision Making — Considering the relative costs and benefits of potential actions to choose the most appropriate one. Management of Personnel Resources — Motivating, developing, and directing people as they work, identifying the best people for the job.

Abilities:
Oral Comprehension — The ability to listen to and understand information and ideas presented through spoken words and sentences. Oral Expression — The ability to communicate information and ideas in speaking so others will understand. Written Expression — The ability to communicate information and ideas in writing so others will understand. Problem Sensitivity — The ability to tell when something is wrong or is likely to go wrong. It does not involve solving the problem, only recognizing there is a problem.

Speech Recognition — The ability to identify and understand the speech of another person. Deductive Reasoning — The ability to apply general rules to specific problems to produce answers that make sense. Fluency of Ideas — The ability to come up with a number of ideas about a topic (the number of ideas is important, not their quality, correctness, or creativity). Written Comprehension — The ability to read and understand information and ideas presented in writing. Work Activities:

Selling or Influencing Others — Convincing others to buy merchandise/goods or to otherwise change their minds or actions. Establishing and Maintaining Interpersonal Relationships — Developing constructive and cooperative working relationships with others, and maintaining them over time. Communicating with Supervisors, Peers, or Subordinates — Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person. Getting Information — Observing, receiving, and otherwise obtaining information from all relevant sources.

Communicating with Persons Outside Organization — Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources; in writing, or by telephone or e-mail. Guiding, Directing, and Motivating Subordinates — Providing guidance and direction to subordinates, including setting performance standards and monitoring performance.

Developing and Building Teams — Encouraging and building mutual trust, respect, and cooperation among team members. Making Decisions and Solving Problems — Analyzing information and evaluating results to choose the best solution and solve problems. Developing Objectives and Strategies — Establishing long-range objectives and specifying the strategies and actions to achieve them. Coaching and Developing Others — Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills. Requirements:

Education
Most of these occupations require a four-year bachelor’s degree, but some do not. College degree preferred. High school diploma and some college courses completed is required Fitness certifications. Related Experience

A considerable amount of work-related skill, knowledge, or experience is needed for these occupations. For example, an accountant must complete four years of college and work for several years in accounting to be considered qualified. Previous experience in the fitness area as manager or sales head. Job Training

Employees in these occupations usually need several years of work-related experience, on-the-job training, and/or vocational training. Internal sales training at the fitness center. Job Zone
Examples
Many of these occupations involve coordinating, supervising, managing, or training others. Examples include accountants, sales managers, database administrators, teachers, chemists, environmental engineers, criminal investigators, and special agents.

Job Evaluation – Point Method Analysis

Defining Compensable Factors

1. Effort: earnest and conscientious activity intended to do or accomplish something through the exertion of physical or mental power. 2. Skill: ability and capacity acquired through deliberate, systematic, and sustained effort to smoothly and adaptively carryout complex activities or job functions involving ideas (cognitive skills), things (technical skills), and/or people (interpersonal skills) 3. Contact with Others: reaching out to or being in touch with another person, business or entity. For example, a salesperson may contact another person or business for a potential sale. 4. Complexity of Duties: Condition of having many diverse and autonomous but interrelated and interdependent components or parts linked through many dense interconnections. 5. Decision Making: Degree to which judgment is required to address typical problems associated with the position, and the impact that these decisions will have on the business

Effort
This factor evaluates physical and mental requirements of the job. It considers the amount of detail work, diversity of tasks, deadline pressures, and emergency situations. Degree
Description of Characteristics
1
Minimal effort required (e.g., tasks are simple and routine, and use well-defined procedures) 2
Limited effort required (e.g., tasks are simple but varied, with some limitations set by standard practices and procedures) 3
Moderate effort required (e.g., tasks have some variation and complexity,with work governed only by broad instructions and objectives) 4
Substantial effort required (e.g., tasks are highly varied and complex, involving analysis and evaluation of many complex and important factors) 5
Extreme effort required (e.g., tasks are highly varied and extremely complex, involving analysis and evaluation of many complex and important factors)

Skills
This factor evaluates the ability to exercise cognitive skills, technical skills, and/or interpersonal skills. Degree
Description of Characteristics
1
Little skill required (e.g. use of reading and writing, adding and
subtracting; following of instructions, computer literacy and proper speech, with basic health and fitness skills) 2
Limited skill required (e.g. use of simple use of formulas and formulation of schedules; operation of equipment and machines; checking of reports, forms, records, and comparable data, with fitness training skills) 3

Moderate skill required (e.g. use of different methods of analysis; interpretation of data, equivalent to 1 to 3 years’ applied training in a particular or specialized occupation with fitness training skills) 4

Substantial skill required (e.g. use of advance methods of analysis and interpretation, all varieties of measuring instruments, equivalent to complete accredited apprenticeship in a recognized occupation; or equivalent to a 2-year health, nutrition or fitness college education and skills) 5

Extreme skill required (e.g. use of higher application of principles and the performance of related practical operations, together with a comprehensive knowledge of the theories and practices, health, fitness, management and other related fields. Equivalent to completing 4 years of health, nutrition or fitness college or university education and skills)

Contact with Others
This factor evaluates personal interaction with others outside direct reporting relationships (e.g. employees from other departments, customers, vendors/suppliers, the general public, etc.) and the degree to which the employee works with or through other people to achieve organization goals. It includes internal and external contacts and evaluates the frequency of the contact, the nature of the contact (informational vs. influencing), and the degree of impact the contact has on the organization.

Degree
Description of Characteristics

Has little or no interaction with others (less than 20% of work time) and contact is internal, limited to co-workers and the direct supervisor for the
purpose of supplying or obtaining information on routine matters. (Seeking and exchanging information, engaging others in conversation, and responding to questions) 2

Has moderate interaction with others (21% to 50% of work time) and contact is internal with other departments and superiors in other areas, for the purpose of supplying or obtaining information, but may require some influencing skills, tact and discretion. (Interpreting and explaining information, outlining alternative actions, and or gaining information from others) 3

Has frequent interaction with others (more than 51% or work time) and contact is both internal and external to the organization, for the purpose of supplying or obtaining information, and may require minimal influencing skills, tact and discretion. (Interpreting and explaining information, outlining alternative actions, and gaining information from others) 4

Contact is both internal and external to the organization, for the purposes of influencing and persuading in order to carry out company policy or goals. Requires communication skills, tact, discretion, persuasion, and an awareness of dynamics and organization goals with respect to external contacts (customers, suppliers, government entities, the community, or others) to gain cooperation. (Convincing other people, resolving disagreements, leading group activities, making presentations, or counselling) 5

Contact is both internal and external to the organization, primarily with top management levels, for the purposes of influencing and persuading in order to carry out company goals. Requires an awareness of strategy and timing. May involve difficult or sensitive negotiations requiring considerable tact, discretion, communication skills, and persuasiveness. (Formal or informal negotiations, resolution of complex situations, formalized debates or presentations)

Complexity of Duties
This factor evaluates the complexity of duties with regards to the degree of independent action, standardized job duties, exercise of judgement, job decisions, exercise of discretion, resourcefulness, or creativity in devising methods, procedures, services or products. Degree

Description of Characteristics

Little Judgement: Understands and follows simple instructions. 2
Some Judgement: Follows detailed instructions and standard procedures to perform repetitive or routine duties. 3
Simple Analytical Judgement: Plans and performs varied duties requiring an extensive knowledge of a particular field. Uses a wide range of procedures. 4
Complex Analytical Judgement: Plans and performs a wide variety of duties requiring a broad knowledge of company policies and procedures in addition to extensive knowledge of a particular field. 5

Advanced Analytical Judgement: Plans and performs difficult work without set precedent or procedures. Involves highly technical or involved projects that have new or constantly changing problems.

Decision Making
This factor evaluates the thought process of selecting a logical choice from the available options. When trying to make a good decision, a person must weigh the positives and negatives of each option, and consider all the alternatives. For effective decision-making, a person must be able to forecast the outcome of each option as well, and based on all these items, determine which option is the best for that particular situation. Degree

Description of Characteristics
Requires few decisions and duties are usually very standardized. 2
Exercises judgement to analyze facts or conditions to determine what action should be taken using standard practices. 3
Requires minor decision making.

Requires outstanding judgement and initiative to deal with complex factors not easily evaluated. Makes decisions based on precedent and company policies. 5
Ingenuity and exceptional judgement necessary to deal with not easily evaluated factors and to interpret results. Makes decisions that involve a great deal of responsibility.

Job Description for Customer Service Representative/Front Desk

Processes orders, prepares correspondence, and fulfills customer needs to ensure customer satisfaction. Requires a high school diploma or equivalent and 0-3 years of experience in the field or in a related area. Has knowledge of commonly-used concepts, practices, and procedures within a particular field. Relies on instructions and pre-established guidelines to perform the functions of the job. Works under immediate supervision. Primary job functions do not typically require exercising independent judgment. Typically reports to a supervisor or manager. Customer Service Representative I – U.S. National Averages

The median expected salary for a typical Customer Service Representative I in the United States is $30,380. This basic market pricing report was prepared using our Certified Compensation Professionals’ analysis of survey data collected from thousands of HR departments at employers of all sizes, industries and geographies.

Additional Information:
O’net Source:
Median wages (2011)
$13.07 hourly, $27,190 annual

Job Description for Fitness Instructor

Coordinates all fitness programs for a facility. Organizes and instructs exercise classes for all fitness levels. Ensures that all participants are properly trained on the use of the facility’s exercise equipment. Responsible for making sure that the exercise area and equipment are safe and clean. May require a bachelor’s degree in area of specialty and 2-4 years of experience in the field or in a related area. Familiar with standard concepts, practices, and procedures within a particular field. Relies on experience and judgment to plan and accomplish goals. Performs a variety of tasks. Works under general supervision. A certain degree of creativity and latitude is required. Typically reports to a supervisor.

Source: HR Reported data as of June 2012

The median expected salary for a typical Fitness Instructor in the United States is $47,240. This basic market pricing report was prepared using our Certified Compensation Professionals’ analysis of survey data collected from thousands of HR departments at employers of all sizes,
industries and geographies.

Job Description for Sales

Ensures the maximum effectiveness of the sales force by developing and implementing training programs. Designs and delivers training sessions on company products, business practices, and other topics as needed. Monitors and reports on the effectiveness of training programs and may conduct initial needs analysis. Requires a bachelor’s degree in a related area and 0-2 years of experience in the field or in a related area.

Has knowledge of commonly-used concepts, practices, and procedures within a particular field. Relies on instructions and pre-established guidelines to perform the functions of the job. Works under immediate supervision. Primary job functions do not typically require exercising independent judgment. Typically reports to a supervisor or manager. Directs and oversees an organization’s sales policies, objectives, and initiatives. Sets short- and long-term sales strategies and evaluates effectiveness of current sales programs. Relies on extensive experience and judgment to plan and accomplish goals.

Conclusion

Recent industry compensation surveys state that employees remain in their jobs for 1 year or more. Though employee motivation is strongly derived from an individual’s passion for his or her work, compensation plays a major role in satisfaction and retention. According to the U.S. Department of Labor, fitness instructor’s average salary is $20.25 per hour, while rates for specialty instructors, yoga/Pilates instructors, group fitness instructors and personal trainers range from $23.75 to $30.50 per hour, on average. Knowing how fitness jobs are positioned within the wider employment market can help keep the industry competitive. However, with increasing numbers of career fitness professionals, progressive salary changes within the industry are perhaps equally important. Gold’s Gym follows a lag policy and although it has remained in the industry for the past decades, it is still one of the most criticized gyms in America unfavorable reviews.

Reference:
http://www.glassdoor.com/Salaries/personal-trainer-salary-SRCH_KO0,16.htm http://www.bls.gov/ooh/personal-care-and-service/fitness-trainers-and-instructors.htm http://www.careerbliss.com/salary/golds-gym-salaries-284979/ http://www.bls.gov/ooh/personal-care-and-service/fitness-trainers-and-instructors.htm http://www.onetonline.org/link/summary/43-9061.00#AdditionalInformation http://swb.salary.com/salarywizard

http://www.simplyhired.com/a/salary/search/q-gold’s+gym
http://www.lafitness.com/pages/employment.aspx
http://www1.salary.com/Personal-Trainer-salary.html
http://www.glassdoor.com/Salary/LA-Fitness-Salaries-E12445.htm

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Riordan Manufacturing: Supply Chain Design Paper Essay

Riordan Manufacturing: Supply Chain Design Paper Essay

Riordan Manufacturing, a leading global manufacturer of plastic containers, parts, and fan parts, is wholly owned by Riordan Industries, Inc. Riordan’s fan manufacturing plant was purchased in 1992 when it was located in Michigan. In 2000, the company moved its fan manufacturing operation to China where it now resides.

Riordan schedules manufacturing of fan parts based on forecasted production needs using an averaged three year sales history. Riordan’s make-to-stock system benefits customers who need products quickly with orders filled from inventory when received.

Riordan employs a robust shipping department including a variety of reliable shipping solutions from the plant in China to worldwide customers. Riordan Manufacturing’s electric fan production plant is continually analyzing its strategies. Process flows, performance metrics, supplier relationships and supply chain efficiencies, lean production principles, and sales forecasting are essential to the success of Riordan. The company uses reports and plans for material acquisition, production, and scheduling in its manufacturing facilities.

Riordan’s Manufacturing Strategy

Riordan’s manufacturing strategy is a stable workforce for two reasons; first, “it schedules production of fans to meet the forecasted sales” and the forecast is calculated by “taking the average of sales for the last three years and extrapolating it into the next year” (Riordan Mgf.

Operations – Supply Chain (Hangzhou, China), 2014). Second, according to the Riordan’s Employee Turnover Report 2009-2012, the actual percentage of involuntary separations has decreased from 3.4% in 2009 to 2.0% in 2012. This marginal decrease in involuntary turnovers indicates Riordan is maintaining a stable workforce. Riordan benefits from this strategy because “this strategy provides workforce continuity and avoids many of the emotional and tangible costs of hiring and firing associated with the chase strategy” (Chase & Jacobs, 2011).

Process Flow Diagrams

Diagram 1. Electric Fan Supply Chain Flow

Diagram 2. Process Flow Diagram for the Electric Fan Supply Chain: United States R & D Facility to Chinese Plant

Performance Metrics

Two metrics utilized to evaluate the performance of the supply chain are the cash conversion cycle (CCC) and direct material received on time. The cash conversion cycle attempts to measure the amount of time each net input dollar is tied up in the production and sales process before it is converted to cash through customer sales (Cash Conversion Cycle (CCC) Definition | Investopedia, 2014). The direct materials received on time for the delivery of the plants plastic polymers was selected because of its impact to Riordan’s product delivery to customers. Diagram 1 indicates Riordan’s efficient supply chain operation which identifies logistical steps and potential bottlenecks in the process. Riordan also uses Post Project Review to identify positive and negative trends in their processes. Riordan uses data from manufacturing operations to identify system inefficiencies to implement change and increase effectiveness.

Supplier Relationship and the Effects on the Supply Chain

The two major inputs needed to manufacture the Riordan electric fan are electric fan motors and high-density polyethylene plastic pellets (HDPE). The electric motors are completely assembled units purchased by buyers in the China Plant’s purchasing department from a local Chinese company, Yin Motor Company located in Zhejiang, China. The buyers also purchase the Plant’s requirements for plastic polymers locally (Riordan Mgf. Operations – Supply Chain (Hangzhou, China), 2014). No other information regarding the suppliers of the HDPE pellet could be found on the Riordan Manufacturing website. Riordan has identified three potential supplier concerns that could hinder the supply chain. First, a fax sent from Robert Lord to Mark Neitzel indicated that they have “been trying to get alternative sources since the beginning, but our partners here have some business or family relationship with Yin and while they say they are looking for another supplier, nothing is really happening” (Fax Sent From Robert Lord To Mark Neitzel, 2014).

Second, an article that accompanying the fax indicated 400 laborers at the Yin Motor Company are on strike. This strike could possibly affect the financial stability of the Yin Motor Company. Third, “while this company attempts to maintain adequate quantities of electric motors in stock to meet all its order requirements, its on-time deliveries over the past year have averaged only 93%” (Riordan Mgf. Operations – Supply Chain (Hangzhou, China), 2014). To address these concerns, Riordan should negotiate with its Chinese partners to obtain rights to directly work with suppliers. It can do this by insuring its Chinese partners they will maintain the relationship between the Chinese plant and the Yin Motor Company. Riordan then can work directly with the Yin Motor Company to improve their labor situation and increase their on-time deliveries. This strategy will increase Riordan’s supply chain strength.

Lean Production Principles

To maximize the efficiency and effectiveness at Riordan, a make-to-stock process is used. Filling customer orders as received from finished goods inventory and maintaining a small inventory on hand reduces gaps in seasonal fluctuations at Riordan. Forging a strong alliance with Chinese supply chain partners will increase quality and volume of the products.

Riordan’s Forecasting Technique

Considering the global demand for Riordan’s electric fans, a strategic medium-term sales forecast for the next four quarters (12 months) is used. This facilitates aggregate planning and production scheduling in anticipation of customer demand and product positioning at decoupling points along its global supply chain. Although Riordan uses 3-year average sales data to forecast, only 2005 (one-year) sales invoices were available. A linear regression with trend decomposition technique was used. This is based on the intended time horizon (12 months) and 12 months of sales data. Figure 1 plots the average electric fan sales by quarter for 2005. The figure revealed both linear and seasonal trends and justifies the decision to provide a medium-term forecast, as this allows capturing seasonal effects which are useful in identifying major turning points. The seasonal factor for each quarter was calculated using 2005 sales data.

Figure 1. Average Units of Electric Fans Sold by Quarter of 2005

Sales Forecast
Electric fan sales are driven by dependent demand of the products, and sale of appliances are influenced by housing market strength. According To Riordan’s economic forecast, the data and forecasts related to mortgage rates and housing starts is positive in the near term, suggesting that the demand for electric fans will continue to be strong (Riordan’s Economy Outlook, 2006). Therefore, a 10% increase in sales forecast for 2006 is reasonable. However, our forecast indicates a decrease in sales for 2006.

Table 1. 2006 Sales Forecast for Electric Fans
2005

Average Units Sold Based on Actual Data
Deseasonalized Linear Regression Average Sales Figures
Seasonal Factor Based on Actual Data
Modified Seasonal Factor
Seasonalized Forecasted Average Sales Figures
Q1, 2005
69360
68669
1.015281925
1.010065707

Q2, 2005
67488
68434
0.987879852
0.986182226

Q3, 2005
68016
68198
0.995608642
0.99732545

Q4, 2005
68400
67963
1.00122958
1.006427008

Forecasted for 2006
Q1, 2006

67728

1.010065707
68410
Q2, 2006

67493

0.986182226
66560
Q3, 2006

67258

0.99732545
67078
Q4, 2006

67022

1.006427008
67453
Total

269501

269501
(Except for the Seasonal Factor, all data represents units of product sold)

Figure 2. Sales Forecast for Electric Fans for 2006

(Data for 2005 is based on Average Units Sold Based on Actual Data and data for 2006 is based on Seasonalized Forecasted Average Sales Figures)

Aggregate Production Plan, Master Schedule, and Materials Requirement plans Riordan’s Aggregate Production Plan is based on the company’s sales forecast, its production levels, workforce, and inventory. Because Riordan employs at stable workforce strategy, the company will enjoy a continual workforce compatible with its production plan. The quarter-end 9/30/2005 inventory level is used to forecast the additional production necessary to meet 2006 sales goals. According to Riordan, a ten percent increase in forecasted sales of electric fans is not overwhelming and will not affect its existing production strategies. The inventory on hand at 9/30/2005 is 86,400 fans, or 126% of the projected first quarter 2006 production levels. Because Riordan has employed this cushion, it will easily maintain a viable aggregate production plan with minor adjustments to its 2005 plan.

The master production schedule (MPS) at Riordan determines what parts will be needed on a weekly basis to meet the quarterly projected needs. Because Riordan uses a make-to-stock system, they are easily able to satisfy customer demand without production delays. A fixed-order quantity inventory method is used with an automated system to order parts when inventory levels drop to a determined level. A flexible time fence is utilized, as capacity remains unremarkable, and the majority of Riordan’s suppliers are reliable and do not cause significant delivery delays. The materials requirement plan (MRP) is based on the MPS for fan production at Riordan’s Chinese facility. The MPS is for the finished product, the fans, and predicates the MRP. A well-reviewed production schedule based on input from all departments will balance conflicting objectives, efficiently use resources, and maintain inventory levels low (Soares & Vieira, 2009).

Conclusion

Riordan’s fan manufacturing organization has a supply chain process which could be enhanced with strengthened supplier relationships and improved supply chain management. Assessing their lean production and performance metrics could benefit Riordan. Attributes that benefit the company and its customers include a strict quality control system, solutions that are innovative, and a business attitude that is responsive to dynamic customer needs. Competitive pricing and reliable product delivery times are qualities that Riordan’s customers expect and why Riordan retains loyal customers.

References:

Cash Conversion Cycle (CCC) Definition | Investopedia. (2014, January 9). Retrieved from Investopedia – Educating the world about finance: http://www.investopedia.com/terms/c/cashconversioncycle.asp Chase, R. B., & Jacobs, F. R. (2011). Operations and Supply Chain Management, 13e. Boston: McGraw-Hill Irwin. Fax Sent From Robert Lord To Mark Neitzel. (2014, January 10). Retrieved from Riordan Mfg.: Home: https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/docs/Operations/RioChinaFax001a.pdf https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/docs/HR/RiordanEmpTurnoverSur2012.pdf. (2014, January 9). Retrieved from Riordan Mfg.: Home: https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/docs/HR/RiordanEmpTurnoverSur2012.pdf Riordan Mgf. Operations – Supply Chain (Hangzhou, China). (2014, January 9). Retrieved from Riordan Mfg.: Home: https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/Ops/SupplyChain.asp?hangzhou Soares, M & Vieira, G. A new multi-objective optimization method for master production scheduling based on genetic algorithm. (June 2009). International Journal of Advanced Manufacturing Technology, 41(5/6). Retrieved January 4, 2014 from EBSCOhost database.

Chick-fil-A Customer Service Essay

Chick-fil-A Customer Service Essay

Chick-fil-A president Dan Cathy greeted employees at the newest Charleston area restaurant with a Bible verse, a prayer and a message about doing business the “Chick-fil-A Way. ” Most people recognize the famous Chick-fil-A cows and their misspelled pleas to “Eat Mor Chikin. ” But not everyone may be aware of Chick-fil-A’s unique way of doing business. With a focus on quality food, superior customer service and dedicated employees, Chick-fil-A has built a restaurant empire. Another freestanding restaurant opened Sept. 29 on Dorchester Road near the Ashley Phosphate Road intersection in North Charleston.

Two days before the opening, new employees—called “team members” in the Chick-fil-A world—served dinner to their family members and listened as Cathy explained the importance of smiling and treating customers with honor, dignity and respect. Chick-fil-A’s mission, he said, is “to glorify God by being a faithful steward of what is entrusted to us. ” Sandwich history Cathy is the son of Chick-fil-A founder S. Truett Cathy, who entered the restaurant business in 1946 when he opened Dwarf Grill in an Atlanta suburb.

It would be another 20 years before the world was introduced to Chick-fil-A.

In 1961, Truett Cathy accepted leftover pieces of chicken breast from Goode Brothers Poultry. The poultry company provided airlines with boneless, skinless chicken breasts that would fit in the plastic trays used to serve food on airplanes but had plenty of leftover pieces to sell. Truett Cathy had considered adding chicken to his menu and decided to take the poultry company up on its offer to take the leftover pieces too big for the airline trays. Truett Cathy spent months perfecting the recipe and figuring out the best way to cook the chicken quickly.

After four years, he had a boneless chicken sandwich. According to Chick-fil-A history, Truett Cathy originally called it a chicken steak sandwich but began thinking of something that could carry a trademark. The best cut of a steak is the fillet, so why not call the sandwich a chicken fillet, he thought. The name morphed into chick fillet and eventually became Chick-fil-A (with a capital “A” to emphasize quality). The first Chick-fil-A opened in Atlanta’s Greenbrier Mall in 1967. The first freestanding restaurant opened in Atlanta about 20 years later.

The restaurant has continued its incredible growth, expanding heavily into the western United States, introducing a breakfast menu and healthier menu options. The Chick-fil-A Way Certainly Chick-fil-A isn’t the only quick service restaurant to make billions, but what sets Chick-fil-A apart is the company’s corporate philosophy, its emphasis on values, customer service and treating employees like family members. Dan Cathy attributes the company’s success to his 84-year-old father, whom he describes as a tremendous influence, a “patriarch” and “Moses figure” in the family and in the company.

Thanks to his father’s influence, Chick-fil-A has “stayed the course,” Dan Cathy said. Despite the many potential distractions, the company stays focused on its recipes, hot food, clean restrooms—the things that are important to customers. Interestingly, Dan Cathy refers to his company as being in the hospitality business—not usually the first description that comes to mind when thinking about fast food. But Cathy said the idea of being in the hospitality business began when his family opened its first diner. “That’s our heritage, our roots,” he said.

When the focus is on the customers and employees, success will follow, according to Chick-fil-A’s philosophy. “It’s all about the people,” Dan Cathy said. “You can’t have great tasting food until you have a good relationship with your employees. ” Chick-fil-A offers $1,000 college scholarships to its employees, having awarded about $20 million during the past 30 years. The company also has a unique agreement with its operators, providing franchisees with the chance to sublease a restaurant for $5,000. Each month operators pay the corporate office 15% of gross sales and 50% of net profits as a franchise fee.

Operators are assured a minimum annual income of $30,000. The company continues its long-standing tradition of being closed on Sundays, so employees can spend time with their families and attend a worship service. Despite opportunities to go public, Chick-fil-A remains a private company so it can retain control over its key values. Chick-fil-A has proven a business with values and principles can do well. And not just survive but thrive, Dan Cathy pointed out. In 2004, Chick-fil-A achieved sales of $1. 74 billion—an increase of 13. 8% over 2003.

The company is opening 61 new restaurants this year, and customer satisfaction scores are the highest they have ever been, Cathy said. The company will introduce milkshakes to its menu next summer. And a spicy chicken sandwich is being tested in the Tampa, Fla. , area. Family ties have local roots Operating the new Dorchester Road location is Daniel Dickerson, whose family has been operating Chick-fil-A for years. His father was one of the first Chick-fil-A operators, and his brother, Patrick Dickerson, is the operator of the Mount Pleasant Chick-fil-A.

Raised in Charleston, Daniel Dickerson previously ran a store in Ocala, Fla. Dickerson said he looks up to the Cathy family and also tries to live up to the legacy his own father left behind. Dickerson oversees 72 part- and full-time employees at his North Charleston store. Many of the employees are teenagers, and Dickerson—following a company tradition—employs students who are involved in their schools and extracurricular activities. Chick-fil-A promotes involvement and works around students’ schedules.

Dickerson said he would rather have 20 students with less availability than students who aren’t involved in their schools. At the family night celebration, Dan Cathy assured the parents of the many teenage employees their children would be working in a supportive environment. If grades aren’t maintained, students’ work schedules could be cut back. From providing scholarships to closing on Sundays, Chick-fil-A continues to do business its own way, based on principles Truett Cathy instilled in the company more than 50 years ago.

In 2002, Truett Cathy published Eat Mor Chikin: Inspire More People, a book that explains “Doing Business the Chick-fil-A Way. ” Truett Cathy opens a chapter on priorities and commitment by recalling when a reporter asked him how he would like to be remembered. Cathy responded, “I think I’d like to be remembered as one who kept my priorities in the right order. We live in a changing world, but we need to be reminded that the important things have not changed, and the important things will not change if we keep our priorities in proper order. ” Holly Fisher is the supplements editor for the Business Journal.

CanGo Analysis Essay

CanGo Analysis Essay

1. CanGo has too many activities without having specific goals or setting priorities. As they find something that needs to be accomplished, it is always as soon as possible without setting definite time deadlines. Setting priorities is one way to insure that the tasks which need immediate attention are worked on first, while other task can be delayed because they are not as important. Being able to schedule people to complete specific task requires careful planning while know what resources are available.

According to the Business Dictionary, a resource is “an economic or productive factor required to accomplish an activity” (Resource, 2013). CanGo needs to make a chart showing what its resources are which includes how much time each employee is able to work, how much money they can spend or invest, and what needs to be done by when. This can be accomplished in a number of different methods depending on the personnel who will be responsible for compiling the data. As shown on the Adaptive Path website, one method would be to use a spreadsheet which shows three major criteria and then apply a scale to them graphing the results.

Equally important, once the priorities are determined, is setting specific deadlines for completion of task so that the employees know exactly when a report is needed, or when another department needs a specific resource if a resources needs to be shared or allocated, such as an employee working on multiple tasks. When setting the times, it is also important to know if one task needs to be completed before another on starts or if tasks can be worked on by different employees concurrently. Setting up a written schedule or calendar, for example in Microsoft Outlook which everyone can view would be a good tool so each employee knows who is working on what and when it needs to be done.

2. CanGo needs to find out their customer base so that they can market to current customers and bring in new customers. There are a few ways to find their customer base. This first step to help find a customer base is to make the company a brand name. They need to make the company known to everyone for the great services and products offered.

This will make the company more noticeable on any search engine or social media. Another step to finding the base would be to use onsite analytics. Google is the best known option for this. This will analyze the sites traffic patterns. It shows what websites they come from, how long they stay on your site and each individual page. This can even determine what page the customers get to and then leave (Staff Editor). If there is a certain page that customers’ get to and then leave the site, than this is the page that needs to be looked over and re-done. CanGo should also take advantage of social media.

If CanGo used a social media outlet such as Facebook, their fans could leave comments and say what they like and dislike about the company. This can help fix any problems within the company. The final step in reaching a good customer base is to make sure their website is user friendly. Make sure the homepage has the most important content on it and that it has easy to understand menus for the customers to navigate. The company should also make sure to look at the reviews both good and bad and leave all of them on there.

By showing that you are not trying to hide anything the customers will have more respect for the company. . CanGo wants to implement a new technology that involves a new layout that incorporates barcoding and automated storage and retrieval systems (ASRS). Jack is proposing this new implementation by contrasting the new technology versus CanGo’s current technology. Jack assures Juan that every cost has been included in the detailed analysis, but when Juan asks about how they are going to deal with the IT department, Jack replies that they need to make sure that the entire department is focus about 70 % of their time to this project in multiple locations.

He also remarks that the department has to be pulled off from their current projects, so this implementation can be a priority. Prior to make the final decision of purchasing ASRS technology, there needs to be some deeper discussion as to what would happen to the security of the company’s network if the IT department had to spend more time on data integration.

According to Ehow website, “the information technology department in an organization is responsible for the architecture, hardware, software and networking of computers” meaning that putting the IT department full time on the implementation of ASRS technology, can cause improper function of the mainly IT department functions, for instance, server maintenance (Kelchner, n. d. ). Agreeing to Wisegeek website statement, “if maintenance is not conducted on a computer network, regardless of whether the network is small or large, pplication software usually will not run as well as expected. In some cases, a network may even experience total or partial network failure if proper maintenance is not conducted. ” Jack’s proposal can cause CanGo extra costs that have not been accountable for and put the entire company’s network at risk (server maintenance, n. d. ). In other to make this analysis effective, Jack should meet up with the IT department first and discuss how the implementation of this new technology will impact IT’s current work schedule.

Jack and the IT department need to come with a plan that includes a work schedule for the new implementation without interrupting current projects. Therefore, if extra hours are demanded to complete the implementation whether CanGo will pay overtime to the IT department employees or temporary IT employees will be hired, this cost has to be added to the analysis. When choosing a strategy, every single department that is involved in the implementation should be contacted and informed about the project prior to present the final analysis. It seems that Jack didn’t contact or discuss the implementation of ASRS technology with the IT department.

4. CanGo consumer buying process is in question when one of CanGo’s employee shares an elevated statistic that reveals over 75% of online shoppers don’t end up buying the products that they have selected in the website; as a result, Andrew replies that CanGo’s website mirrors the consumers choice by applying product recognition, informative search, alternating evaluation, etc. It seems that CanGo does not have an ongoing method for tracking hits vs. purchases on their website.

The problem is that CanGo is not evaluating their consumer buying process properly. Andrew clearly wonders if that high statistic applies to CanGo clients. According to Aspire website, “using website metrics and tracking your leads and conversions should play a vital role in measuring what’s working and what’s not on your company’s website. Building up a history of metrics will enable you to identify trends and opportunities, analyze your traffic data to consistently improve your site’s effectiveness, and monitor your lead generation process, conversion rates, and your return on investment. CanGo should invest in website metrics because this will allow CanGo to conduct proper follow up that will confirm if the implemented consumer buying process is satisfactory (Website metrics, n. d. ).

5. CanGo needs to monitor the changes in purchases so that they can modify their marketing strategy. There are a few ways that CanGo can monitor changes. The company should start using web bugs on their site. A web bug is a graphic in a website or a graphic-enabled e-mail message.

The Web bug can confirm when the message or page is viewed and record the IP address of the viewer (Privacy Rights Clearinghouse). This can help determine how many people are viewing their homepage and any other page on their site. CanGo can also apply direct marketing to their site. Direct marketing is a sales pitch targeted to a person based on prior consumer choices (Privacy Rights Clearinghouse). An example would be if the customer buys a romantic novel, then there will be suggestions for other romantic novels in a similar nature. Another method CanGo can use is behavioral marketing.

Behavioral Marketing is the practice of collecting and compiling a record of individuals’ online activities, interests, preferences, and/or communications over time. Companies engaged in behavioral targeting routinely monitor individuals, the searches they make, the pages they visit, the content they view, their interactions on social networking sites, and the products and services they purchase (Privacy Rights Clearinghouse). After they have done the tracking they are able to show advertisements to the customers based on their behavior.

This type of marketing is used through cookies, flash cookies, device fingerprinting and many other technologies. Whenever the customer goes to websites or social media that have advertisements on the side, the company’s ad would be there if the services were something that interested the customer.

6. CanGo seems to lack knowledge of unfamiliar territory. Since the online entertainment market is becoming saturated with entrepreneurs entering the industry, CanGo can definitely benefit from researching this particular market before they enter it.

There are many reasons for any company that’s entering a new market to research it first. One reason is because it’s a way of keeping up with market trends, and in today’s fast paced world it’s paramount to stay on top of the industry and business trends. Lacking knowledge of unfamiliar territory can be extremely costly to an organization. Expanding into a new market involves a great deal of market research in addition to target customers. CanGo needs to develop an in-depth understanding of market growth rates, forecasted demand, competitors, and potential barriers to entry.

CanGo isn’t entering a relatively undefined market, however, its new territory for the company. Needless to say maintaining a competitive edge is an important aspect of management today because organizations exist in a more global environment than in the past. Within most industries organizations compete with other companies that are able to provide the same goods and services. According to Steve Jobs, “Some people say, ‘give the customers what they want. ’ But that’s not my approach. Our job is to figure out what they’re going to want before they do.

I think Henry Ford once said, ‘if I’d asked customers what they wanted, they would have told me, ‘A faster horse! ’’ People don’t know what they want until you show it to them. That’s why I never rely on market research. Our task is to read things that are not yet on the page. ” This was a pretty controversial quote but it was how he actually felt. Unfortunately, although he was extremely successful and considered a genius by many there we’re times in his career where understanding customers’ wants could have led to even more success, such as with his computing company NeXT.

There are both and cons to researching a market before entering but the pros definitely outweigh the cons. researching your market is also very vital to understanding your target market and increasing sales. There are many reasons for CanGo to conduct research on a market they’re entering, for instance, identifying potential customers. It’s important who will be using your product or service. Are they male or female? How old they are? and so on.

It’s also important to understand CanGo’s existing customers such as; why would customers choose their product over their competition. A market should be prioritized based on the strategic fit and the ability for CanGo to serve them. CanGo should be able to answer questions like: Are there gaps in this marketplace that can be filled? If so can they do better than their competitors? What value can they deliver to this market and how much are they willing to pay for it? (Isaacson, 2011).

Pick n Pay’s Essay

Pick n Pay’s Essay

What is your strategy to reverse Pick n Pay’s loss of market share? Pick n Pay lost market share in part because it opened materially less space than some of its major competitors. A significant proportion of its capex was invested in supply chain technology infrastructure in recent years, which by its nature doesn’t drive sales compared to stores. Our capital focus is now on new stores and refurbishment, which will drive sales and, in time, profitability. Over the past year we have refreshed, without substantively altering our strategy.

Our overarching ambition is for the Group to become the “Retailer of choice for all South Africans”. This builds on Pick n Pay and Boxer’s brand strength and strong store portfolio. Importantly this refreshed strategy does not represent a major departure from the strategy that has been followed for the past five years.

We have seven themes geared to ensure that the business can grow sustainably and profitably. There is a balance of growth-driven priorities, focusing on space, customer, franchise and product, and those largely focused on improving efficiency such as replenishment and store operations.

The “One Pick n Pay” initiative ties these together to ensure that the business works well as a unified whole.

Strategic priority: Grow selling space ahead of the market
There is substantial competition for retail space both within South Africa and in other African markets. Ensuring that Pick n Pay increases its overall share of trading space over the long term is an important strategic priority. Over the past three years our space growth has lagged that of our competition particularly into the faster growing lower income areas and small stores. This not only directly reduces our market share but also puts pressure on like-for-like sales growth. We will continue to develop store formats and channels that meet customers’ changing needs both in Pick n Pay and Boxer, in South Africa and beyond. Additionally we continue to build a pipeline of new sites, whether greenfield or through acquisition that will ensure we meet our aspirations.

Strategic priority: Build deep customer relationships
The launch of our customer rewards programme Smartshopper gives us a significant opportunity to get to know our customers’ shopping habits and preferences substantially better than we do today. Since its launch in March 2011 the programme has been a great success. After just one year we now have over five million active cardholders, exceeding our initial target by two million. This enables us not only to know and understand each customer a great deal better, but to communicate with our customers in a different and more engaging manner.

We have direct access to the vast majority of Smartshopper customers by either sms or email, which means that we can send targeted marketing communications directly to them. We can also ask for feedback directly from them. All of this translates into a very valuable two-way dialogue with our customers. As a result we are designing and executing marketing campaigns which are more relevant to our customers. We are extracting insights from their shopping habits data in order to tailor our product ranges and more accurately serve them. All of this will assist us in growing our sales volumes significantly.

Strategic priority: Revolutionise Pick n Pay’s product offer During the past 12 months we have invested considerable time and resources in building a single specialised category buying division. Prior to the establishment of this division, Pick n Pay’s sourcing activities were distributed across the operating regions. This led to fragmentation of the Group’s buying scale, with each buyer having a wide range of products to source. Our new specialised category buying division is made up of category teams each of which is responsible for the end-to-end profitability of a specific product category. They are tasked with developing a product range that meets all customer needs, sourcing those products at the lowest possible cost, constructing shelf layouts that help customers find what they are looking for easily, building a promotional plan that generates customer excitement, increased volumes and higher margins, and ensuring that Pick n Pay’s prices remain highly competitive. Included in their responsibilities is the task of improving our Pick n Pay branded offer.

Goals and Objectives Tied to Mission and Value Statements Essay

Goals and Objectives Tied to Mission and Value Statements Essay

Apollonia have their goals and objectives tied to their mission and value statements. They ensure goals and objectives are specific, measurable, achievable, realistic and timely. This is crucial in their business because it is a high demand, and with a plan to follow and the ability to recognize the point that they achieve success. They update their goals and objectives when necessary, as business plans always have an ending date. The goals they set for the first year of business varies from the goals and objectives for year three or year 10.

The planning stage is important in their business to make a good events location and a good restaurant for people to come to. Although planning is crucial in developing a good service, marketing is probably the most important aspect of their business. Their aims say that it is important to retain their existing customers base while growing the restaurant by attracting new customers.

An example of a marketing goal might be to attract new customers from a particular area.

Near or far. They include using social media to engage potential customers in conversations about food. They offer deals to come try out their food, sometimes free, sometimes deals that could benefit the potential customer. Aims and Objectives Apollonia have their goals and objectives tied to their mission and value statements. They ensure goals and objectives are specific, measurable, achievable, realistic and timely. This is crucial in their business because it is a high demand, and with a plan to follow and the ability to recognize the point that they achieve success. They update their goals and objectives when necessary, as business plans always have an ending date. The goals they set for the first year of business varies from the goals and objectives for year three or year 10. The planning stage is important in their business to make a good events location and a good restaurant for people to come to.

Although planning is crucial in developing a good service, marketing is probably the most important aspect of their business. Their aims say that it is important to retain their existing customers base while growing the restaurant by attracting new customers. An example of a marketing goal might be to attract new customers from a particular area. Near or far. They include using social media to engage potential customers in conversations about food. They offer deals to come try out their food, sometimes free, sometimes deals that could benefit the potential customer. Aims and Objectives Apollonia have their goals and objectives tied to their mission and value statements. They ensure goals and objectives are specific, measurable, achievable, realistic and timely. This is crucial in their business because it is a high demand, and with a plan to follow and the ability to recognize the point that they achieve success.

They update their goals and objectives when necessary, as business plans always have an ending date. The goals they set for the first year of business varies from the goals and objectives for year three or year 10. The planning stage is important in their business to make a good events location and a good restaurant for people to come to. Although planning is crucial in developing a good service, marketing is probably the most important aspect of their business. Their aims say that it is important to retain their existing customers base while growing the restaurant by attracting new customers. An example of a marketing goal might be to attract new customers from a particular area. Near or far. They include using social media to engage potential customers in conversations about food. They offer deals to come try out their food, sometimes free, sometimes deals that could benefit the potential customer.

The Customer’s Revenge Essay

The Customer’s Revenge Essay

There is no better way to solve this kind of problems, than to look from the consumers’ perspective. Almost everybody has been in such a position once in their life, waiting and long talks on the phone with the service center with at the end zero result. A lot of people say: the customer is always right; you should treat each with care. This sounds very reasonable, but is it too hard to manage? It is a fact that how bigger the institution gets, the greater diverse costs will be and therefore the greater the risk to fail.

A big company can lose more compared to a small company. That’s why a big institution should handle careful. The problem in this case is that there are dissatisfied customers. How can we make sure that these customers won’t take away your (future) customers? And which customers are just naggers or really worth listening to?

Advertising is a well-known way to communicate with the (potential) customers.

Another way to get more publicity as a company is Word of Mouth. This type of marketing is the most fast and cheapest way to attract more customers (unless it is not negative Word of Mouth). Happy customer results in positive Word of Mouth. This makes a good Customer Relationship Management system important in an institution. In every company there are customers who are dissatisfied. This is off course possible, because you as a company can’t fulfill everybody’s wishes and desires. It is important how you treat this dissatisfaction. If you as a company give bad customer service, it can lead to angry customers. Negative Word of Mouth is the least thing you want. Word of Mouth can especially be spread fast by customers who has a big influence in the society (for example celebrities, reviewers etc). Atida can maybe order its type of customers to know which customers can either break them or make them real quick.

It cost a lot of time to assemble information of the customers, but this information is helpful for the duration of the individual consumer cycle. It also shows that Atida cares about its customers. The same can be done with the type of complaints. The call-center workers can order the type of dissatisfaction, so the company has a clear picture what they could do better. The CEO could then focus on the main problems and try to improve the business. A reason for outsourcing the call-center department to another company in Bangalore is to reduce costs and call-waiting times. Also they wanted to standardize and streamline the customer service. When you outsource a part of your company, you must be sure that they are doing a good job. When they are not, the name of the company itself will be dragged down.

Therefore, it is very important that everybody who owns a position in Atida, should also be representative. A good way to do this is to give training to the workers in Bangalore. Those training can teach them how to deal properly with customers who are dissatisfied. Another option is to get the call center department back to Atida’s headquarter. The costs for the training should be compared to the difference of labor costs. Concluded, it is important that Atida provide good customer service. The customers are the ones you want to please and therefore are important to listen to.

Resistance to Change Essay

Resistance to Change Essay

Introduction – Change Concept

Resistance to change is a response given by individuals or groups when they perceive that a change occurring is a threat to them, (“Resistance to Change”, 2002). Resistance to change from employees can cause the change initiative to fail as a result of not properly implementing the change strategy.

Approach – Change Agent

In order to implement change effectively in an organization, it is very important for a change agent to know the signs of resistance before developing a plan.

Having the knowledge of how employees may respond to change will aid a change agent in developing a strategy to prevent or even reduce the effects of resistance. Resistance to change can best be handled by proposing a meeting with lower-level employees and gaining some insight in regards to their feelings towards the change. In other words, a change agent can direct upper-management to meet with employees to discuss the changes that must be implemented in the organization and why the changes are important.

Employees should also know how these changes will affect their day-to-day operations, such as, changes in specific duties/tasks or even schedules.

Research Plan

The direction in research will be to gain a better understanding as to why an effective strategy to preventing resistance to change can be incorporated in a change agent’s approach. In concluding the document, the reader should be able to notice the signs of resistance, develop a better strategy to prevent or reduce resistance, and implement the change agent’s plan effectively.

References
1. Palmer, Ian et al. (2008). Managing Organizational Change, 2nd Edition. New York: McGraw-Hill Learning Solutions. The course text is the basis for this research paper. It provides all the necessary information to formulate what resistance to change entails. 2. N/A – due to being unsure as to what other references will provide the best or most important information on the topic.

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