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Dissertations / Theses on the topic 'Customer Care'

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Snyder, Hannah. "Health Care Customer Creativity." Doctoral thesis, Linköpings universitet, Logistik- och kvalitetsutveckling, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-125723.

Schmidt, Maxie. "Zufriedenheitsorientierte Steuerung des customer care : Management von Customer-care-Partnern mittels Zufriedenheits-Service Level Standards /." Wiesbaden : Dt. Univ.-Verl, 2007. http://d-nb.info/98546691X/04.

Schmidt, Maxie. "Zufriedenheitsorientierte Steuerung des Customer Care Management von Customer Care Partnern mittels Zufriedenheits-Service Level Standards /." Wiesbaden : Dt. Univ.-Verl, 2008. http://dx.doi.org/10.1007/978-3-8349-9641-1.

Caster, Marcus Ellis. "Strategies to Improve Customer Care Services in Urgent Care Businesses." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6979.

James, Gary L. "CRM and spiritual care." [Denver, Colo.] : Regis University, 2009. http://adr.coalliance.org/codr/fez/view/codr:25.

Abu, Bakar Ainul Zakiah. "Dining at continuing care retirement communities: a social interaction view." Diss., Kansas State University, 2012. http://hdl.handle.net/2097/15168.

Wenzel, Peter [Verfasser]. "Unternehmensseitige Berücksichtigung von Verbraucherinteressen. : Customer Care und das Fallbeispiel Migros. / Peter Wenzel." Berlin : Duncker & Humblot, 2015. http://d-nb.info/1238270484/34.

Mkutukana, Babalwa. "Role of the customer care unit at the Department of Education in the province of the Eastern Cape." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1018896.

Ko, Yuk-ying Susanna. "An analysis of performance pledges and customer service of the Hospital Authority." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14035443.

Ko, Yuk-ying Susanna, and 高玉瑩. "An analysis of performance pledges and customer service of the Hospital Authority." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B3196476X.

Bäckerås, Johannes. "What do skin care consumers think about personalization of content, user interface or a combination of both?" Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18880.

Generali, Heather. "Customer satisfaction in dining experience in Continuing Care Retirement Communities and Retirement Communities." Thesis, Kansas State University, 2010. http://hdl.handle.net/2097/6996.

Krahulík, Jan. "Úroveň péče o zákazníky B2C v oboru FMCG v ČR." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113206.

Long, L. C. B. "Is the service industry internal marketing concept congruent with the management process of delivering primary health care services in the United Kingdom?" Thesis, University of Oxford, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.389787.

Ajilian, Saeed. "Analysis and simulation of a customer care and billing services for IT products & services /." Fribourg/Suisse : iimt-Univ.-Press, 2004. http://www.gbv.de/dms/zbw/39866806X.pdf.

Asiedu, Benjamin. "An evaluation of effective customer care management at Buffalo city municipality: a case study." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/7947.

Wachal, Joan Marie. "A study to develop customer service training for the reception staff at Advanced Healthcare." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005wachalj.pdf.

Lindgärde, Maria, and Andrej Mionic. "Brand Equity within Skin Care : A Qualitative Study of Consumer Attitudes and Preferences towards Green Skin Care Brands." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-415150.

Willems, Sharon A. "Employee satisfaction and its affects (sic) on customer service in a healthcare facility." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005willemss.pdf.

Johnson, Laverne Michelle. "Measurement of service quality and customer satisfaction at a children’s hospital in the Western Cape." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2658.

Dielewicz, Jan. "Sample Solutions as First Step to Knowledge Management." Thesis, Blekinge Tekniska Högskola, Avdelningen för programvarusystem, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-5721.

Clark, Moira. "The relationship between employees' perceptions of organisational climate and customer retention rates in a major UK retail bank." Thesis, Cranfield University, 2000. http://hdl.handle.net/1826/3520.

Beierlein, Andrea [Verfasser], Jens [Akademischer Betreuer] Hogreve, and Thomas [Akademischer Betreuer] Setzer. "Digitalization of customer services in health care [cumulative dissertation] / Andrea Beierlein ; Jens Hogreve, Thomas Setzer." Eichstätt-Ingolstadt : Katholische Universität Eichstätt-Ingolstadt, 2020. http://d-nb.info/1202848583/34.

Gill, Kaine C. "Lean concepts in customer care : adding value and reducing waste with proactive order status messaging." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/43826.

Au, Lai Piu. "A simulation study of dynamic customer flow control in multi-site service system /." View Abstract or Full-Text, 2002. http://library.ust.hk/cgi/db/thesis.pl?IEEM%202002%20AU.

Kutlu, Deniz. "Reliability And Validity Of Turkish Version Of Customer Satisfaction Scale For Health Care And Fitness Clubs." Master's thesis, METU, 2006. http://etd.lib.metu.edu.tr/upload/12607825/index.pdf.

Leardini, Andrea. "Sistemi hands-free basati su smart-glass a supporto di attivita di customer care di un'impresa." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2015. http://amslaurea.unibo.it/9240/.

Hanyabui, Akpabli, and Uche Ossai. "The Impact of Customer Care on Experiences in Service Quality Delivery(a case study of Labadi Beach Hotel-Ghana)." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-735.

Bachelor Thesis in Business Administration 15 ECTS

AUTHORS: Ossai Uche, (21st March 1980), Västerås.

Prosper Akpabli Hanyabui, (17th March 1980), Västerås.

PROBLEM STATEMENT

How can Labadi Beach Hotel improve on customer care activities in order to create a positive customer experiences in the hotel?

The purpose of this study is to describe what Labadi Beach Hotel is doing and what they could do to improve customer care. Furthermore we shall also find out the problems or complaints encountered by customers in the course of service delivery and make necessary recommendations.

METHODOLOGY:

This thesis shall be based on a qualitative method of study with information gotten from Labadi Beach Hotel. This is due to the fact that in order to fulfil the purpose, it would require an in-depth research in the form of a qualitative study. The main sources of data comprises of primary and secondary data. Primary sources of data were gotten through telephone interview with employees of the hotel as well as designed questionnaire from the hotel guest. Secondary data were gotten from articles, journals, books, websites etc.

CONCLUSION:

We observed that customer care is being implemented at Labadi Beach Hotel in order to create a positive customer experiences. This is done through the recruitment of qualified employees and conduction of training programs. In addition, Labadi Beach Hotel has developed a service oriented internal process through the use of procedures. Moreover new recruits are retained upon successfully passing an appraisal report. This has actually resulted in friendly and courteous attitudes of its employees towards hotel guest. Furthermore, Labadi Beach Hotel has internal complaint system to check service failures.

Lastly, customer complaints received were embodied around Availability, Tangibles, Reliability, Responsiveness, and Empathy. It must however be noted that despite the guest complaints received, the aspect of positive customer experience in each of the dimensions above outnumbers the complaints. In spite of what Labadi Beach Hotel is doing to improve customer care, suggested measures were recommended to help them further improve upon customer care.

Medabesh, Ali Mohemmed M. "Customer comfort as a marketing construct in healthcare." University of Western Australia. Dept. of Information Management and Marketing, 2009. http://theses.library.uwa.edu.au/adt-WU2009.0068.

Übelhör, Ilona. "Customer Self Care eine innovative Form der Kundenbetreuung im Internet mit Chancen und Risiken für ein Unternehmen /." [S.l. : s.n.], 2005. http://www.bsz-bw.de/cgi-bin/xvms.cgi?SWB12168187.

Nompozolo, Nikiwe Nomapelo. "The value of shared corporate services in improving patient care." Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003844.

Idenfors, Evelinn, and Jennie Kjellin. "Customer value in a B2B setting : An analysis of potential target markets for the rehabilitation company Svenska-Re." Thesis, Umeå universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-58118.

Křišťál, Jaroslav. "Mystery shopping: Využití a optimalizace metody u konkrétní organizace v ČR." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-113814.

Bohlin, Elin, and Linn Müller. "Designing Virtual Reality Experiences for Elderly : A qualitative study focusing on VR suppliers operating within the elder care sector." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96639.

O'Connor, Matthew S. "Assessment of the Measurement Properties of the NHCAHPS Family Survey: A Rasch Scaling Approach." University of Toledo / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=toledo1364386948.

Mchunu, Simphiwe Emmanuel. "Msunduzi municipality customer care : an investigation into customer care offered to industrial and commercial customers by Pietermaritzburg electricity within the context of Batho Pele principles." Thesis, 2006. http://hdl.handle.net/10413/1078.

Chiang, Yi-hui, and 江雅惠. "The impact of customer experience on customer relationship quality and customer loyalty in the postpartum care center." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/e7358a.

Eren, Eser. "Galp Energia´s customer care program : improving the existing customer care program in order to increase customer satisfaction and loyalty in transitory stage of market liberalization." Master's thesis, 2013. http://hdl.handle.net/10400.14/15822.

Costa, Duarte Planas Raposo de Almeida. "Galp Energia’s customer care program : opportunities for improvement." Master's thesis, 2013. http://hdl.handle.net/10400.14/16556.

TAI, HSIN-YEN, and 戴心妍. "The Relationship between Customer Involvement and Customer Citizenship Behavior in Long-term Care Industry：the Mediating Effect of Customer Self-efficacy." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/uvrst2.

Munyai, Thinavhuyo Esther. "Examining the implementation of customer care as a strategy of enhancing service : a case study of Thulamela Local Municipality, Limpopo, South Africa." Thesis, 2017. http://hdl.handle.net/10386/2218.

CHIA-CHI, CHEN, and 陳佳琪. "The determinants of customer satisfaction and customer rephurchase intention－an example of body skin care industry." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/32587025705632985905.

Lee, Hung-Lin, and 李宏麟. "Customer Value Analysis for Feminine Care and Baby Diaper Manufacturers." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/78429437682247812463.

Mei-Chen, Lin, and 林玫辰. "Study on innovative home tele-care products and customer demand." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/33479568645298082911.

Tse, Huang Sung, and 黃松澤. "Pharmacy Customer Relationship Management System with Long-term Care Community." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/56023146244460193240.

Lin, Chia-Hui, and 林佳慧. "An Empirical Study of Customer Value in Health Care Industry." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/57420735682314392899.

Franco, Vera Jorge. "Customer care in social media: The case of Portugal Telecom." Master's thesis, 2012. http://hdl.handle.net/10071/6547.

TSENG, CHIA-YU, and 曾嘉玉. "The Impact of Long-Term Care Service Quality on Customer Satisfaction and Customer Loyalty--A Case Study of An Elderly Care Center in Chiayi County." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/q5beaz.

Bogatsu, Letta Mokate. "A critical evaluation of customer care in the pharmaceutical industry with reference to retail pharmacies / Letta Mokate Bogatsu." Thesis, 2003. http://hdl.handle.net/10394/11279.

Chang, Chin-Wen, and 張瀞文. "A Study of Medical Customer Value and Medical Care Seeking Behavior." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/84826760987936320192.

The role of customer care in a customer experience transformation

Consumer expectations are rising across the board—not due to a specific industry but from all of the excellent interactions that leading companies provide. Executives have recognized that customer satisfaction is the key indicator in gauging success, but too often a focus on specific touchpoints or channels results in incremental progress that only allows a company to keep pace with the changing customer landscape. Leading executives have recognized that really moving the needle on customer satisfaction requires a more ambitious effort—a transformation of the entire customer experience.

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Gaining a comprehensive view of the customer journey is easier said than done, and initiatives that attempt to adopt a customer-centric mind-set can fall short without both a clear top-line strategy and a granular view of customer behavior. Even as technology and data from engagement channels provide companies with increased visibility into customer touchpoints, weaving all of this information together into a clear and coherent picture of the customer can be a formidable challenge. The complexity of customer interactions in multiple channels, for example, means that information resides throughout the enterprise—in not only customer care  but also marketing, sales, product development, and back-office functions.

Designing excellent customer journeys—an orchestrated sequence of touchpoints that customers traverse to address common requests and issues, often in a mix of live and digital channels—is critical to a customer-experience transformation. This process of mapping customer journeys is the only way to truly get a comprehensive view of the entire gamut of touchpoints and how they fit together. Customer care, which typically includes the call center as well as online and self-service channels, has an integral role to play. As the natural owner of a large part of the customer journey, customer care can provide invaluable insight by helping to define journeys, identify pain points, and spur collaboration across functions. Such actions can produce additional benefits: an end-to-end redesign of the customer journey can not only transform the customer experience but also reduce operating costs in customer care.

Why the customer journey matters in a customer-experience transformation

Traditionally, efforts to enhance customer experience have focused on gathering a tremendous amount of detail about individual touchpoints—identifying the key moments that have an outsize impact on customer satisfaction, determining why care fell short, and developing remedies to improve service. Leaders of different functions such as sales, marketing, and customer care would devote significant time and resources to optimizing interactions within the channels they managed—but a lack of visibility across functions hindered more sweeping, lasting progress.

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Organizations that can break out of this siloed mentality have the potential to gain an unprecedented view of the customer. The digitization of the entire customer journey, including the use of digital channels and self-service tools, is well under way. And leading organizations are using increasing volumes of data to link the customer journey and customer satisfaction to overall strategy and top-line metrics on growth and operational performance (Exhibit 1). By understanding how operational factors such as speed and first-call resolution translate into customer satisfaction, contact centers can ensure they focus their energy and resources on areas that have the greatest impact on the customer experience. When these efforts are aligned with the organization’s overall goals, this enhanced experience contributes to a higher recommendation rate—a core metric for the company.

Customer care’s vital role in the transformation

For more and more organizations, customer care is playing an essential and natural role in mapping the customer journey, but to do so the function must often overcome several barriers. The function began as the call center, which was responsible for just one touchpoint and largely transactional. In an omnichannel world, customer care is increasingly becoming a major contributor to customer satisfaction across a broad range of customer channels, from chat and social media to service apps and self-service channels. In some organizations the function is still perceived as executional rather than strategic, focused primarily on handling low-value requests. In addition, the proliferation of channels and touchpoints over the years has increased the number of entities within the enterprise that engage with customers. So while customer care remained at the center of customer experience, functions such as sales and marketing were viewed as having a better understanding of customers. Last, obstacles to information sharing and collaboration sometimes muted customer care’s influence on shaping customer-experience strategies. In less-advanced organizations, for example, even basic tasks such as making changes to the website hosted in the marketing department can prove a challenge.

The truth is that customer care should be closely involved in designing customer journeys: the function encompasses all touchpoints and organizational units with a clear service component, such as branches, field service, and contact centers that handle calls, emails, chats, and back-office tasks. The organizational setup of customer care reflects this reach. Many organizations have an integrated approach that bundles responsibility for the different channels into one unit, and the rise of omnichannel has accelerated this development. Thanks to customer care’s responsibilities, its frontline agents enable the function to hear the “voice of the customer” on a daily basis, monitor trends and overall sentiment, and identify pain points, improvement levers, and success factors.

One major European telco, for example, recently redesigned its customer service organization, reorienting it from separate functions bound by common technology platforms to an entity focused on segments defined by different customer journeys. In this reorganization, customer care assumed responsibility for not only the contact center but also all service-relevant processes (including field services), enabling it to manage the end-to-end customer experience for the majority of service journeys.

Customer care’s role and responsibilities give it the ability to advance the customer transformation in several ways:

• Own customer journeys. Customer care controls a significant number of touchpoints across primary channels, making it the natural owner of many service-focused customer journeys. With insights from these customer interactions, customer care is also in a unique position to inform the strategy of sales, marketing, and product development, among other functions.
• Implement improvement measures. When issues arise, customer care’s position enables it to take action to improve customer experience—either for one specific journey or across common touchpoints in all journeys. The function is often the first to detect operational and product issues: for example, one retailer’s customer-care function identified a pattern of unreliable parcel delivery first and brought the issue to the logistics department’s attention.
• Catalyze performance improvement. Customer care can assemble a detailed picture of the overall experience through the customer’s eyes (Exhibit 2). With this perspective, it can identify the different touchpoints and channels in a given journey as well as the departments or functions that own the interaction.

Cross-functional collaboration in customer journeys

The complexity of customer journeys, in which a customer can leap from touchpoint to touchpoint across channels, highlights the need for cross-functional collaboration. The following “I join” sample journey, which depicts the path an individual takes from initial interest to conversion, specifies the customer interaction and functional ownership at each step.

• I inform myself. The initial contact by a customer to learn more about a company’s products and services is usually the responsibility of marketing and sales.
• I declare my interest and ask for information . This step is often handled by a specific sales channel such as a branch office. However, customer care frequently discovers sales opportunities as part of customer service. 1 1. For more on how service channels can support revenue growth, see “Elevating customer satisfaction and growth through service to solutions”.
• I fill in my contract (and need help). The contact center typically fields these requests, which consist of straightforward administrative issues in the onboarding process. By filling in the gaps of the online journey, customer care can be a partner when questions arise or problems occur.
• I receive my contract information. Customer contact is often triggered by a sales-specific, back-office process such as autopay details. These requests can also be handled by a contact center.
• I log in to the portal. While a separate department (often marketing) may manage online portals, in an omnichannel world responsibility for the online portal can fall under the purview of customer care. Notably, if the online portal isn’t initially presented as part of the product or service, customers could overlook this channel, leading companies to miss out on engagement opportunities.

Six hallmarks of a customer-experience transformation

Although mapping the customer journey is at the heart of a customer-experience transformation, companies should focus on a handful of other areas to ensure that this exercise actually translates into a better customer experience. In our work with clients, companies that have been able to create and maintain an excellent customer experience across channels follow a common approach. Six hallmarks make up a sequential process of continual improvement and refinement (exhibit). Companies that deliver a distinctive customer experience have a clear value proposition and develop an intimate understanding of customer journeys and mind-sets. Organizations then incorporate behavioral psychology to shape interactions with customers. By devising innovative customer journeys, organizations tailor customer care strategies to specific touchpoints and empower agents with digital tools and performance management. Regular governance and assessments with key performance indicators (KPIs) linked to specific business objectives ensure that lessons and insights continually recalibrate the value proposition.

This exercise is essential to ensure that each function has visibility into the handoffs in a customer journey and that their internal processes are aligned with each channel. Every industry stands to benefit from gaining greater insight into common customer journeys. For example, several service industries, such as insurance, banking, utilities, and telcos, have similar “I join” and “I quit” journeys. Almost all industries have an “I complain” journey. Other journeys are industry-specific: for example, utilities might realize that when a customer moves, it represents a moment of truth. Customers do not usually perceive their utility company as very visible; often they do not even know which contract they are subscribed in. Since moving houses is one of the very few moments when customers actively engage with the utility, “I move” is therefore an important journey. Similarly, in insurance, “I have a claim” can represent a moment of truth where effective customer service is critical.

Adapting operations to enhance customer experience

Customer care’s ownership of such a broad range of customer touchpoints makes it a vital part of understanding and mapping customer journeys. However, the function is well positioned to translate the insights from customer journeys into new ways of working that can improve the customer experience.

Overcome organizational barriers. Aggregating the collective knowledge of leaders from different functions is crucial to assemble a detailed and accurate picture of each customer journey. Even in a customer journey with seemingly well-defined responsibility for service and sales, collaboration can uncover touch points that can naturally be handled by customer-care organizations.

Customers’ lives are digital—but is your customer care still analog?

Understand each touchpoint within context. Although every customer journey can consist of multiple touchpoints, determining the next steps requires an awareness of the context—not just the process, but also also the emotions and mindset of customers in which the contact is taking place. Acknowledging a customer’s history, even if customer-care leaders are powerless to change it for the better, can improve the experience along the whole journey. At Disney’s theme parks, for example, optimizing the customer journey might start prior to entering the park, but service agents should also take into account the emotional context. A family may have taken a long and exhausting trip to get there but may also be excited, and this insight can give agents the necessary context to guide interactions and improve the journey experience.

Identify universal pain points and develop solutions. The “I join” approach can identify pain points within a specific journey, but it can also highlight universal pain points within a given channel. For example, if a company fails to provide a certain level of service, this pain point could apply to all contacts independent of the specific journey. Similarly, optimizing workforce management can improve all touch points in the certain channels. For instance, a more effective contact center can have a direct impact on customer satisfaction (due to lower waiting times) and operating costs (due to higher productivity). In these cases, companies can derive greater value by applying improvements across different journeys.

Achieving a customer-experience transformation requires top-line strategy, but its success ultimately hinges on the outcome of millions of individual touchpoints. Stitching these interactions into a cohesive, granular picture of customer segments is no small task: it requires insights from across the organization. As the front line, customer care should not just have a seat at the table; the function and its managers should be prepared to lead the charge.

Stephanie Lotz is a consultant in McKinsey’s Stuttgart office, and Julian Raabe and Stefan Roggenhofer are partners in the Munich office.

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