TOPIC OF ASSIGNMENT:

MANAGING CUSTOMER CONTACT PERSONNEL SERVICE LEADERSHIP

GROUP MEMBERS:

MAAZ AHMAD 0025

SAAD UR RAHMAN 0026

SHARJEEL ANJUM 00

NOUMAN 00

ASSIGNMENT NO 3

CLASS:MBA-S4B

SUBMITTEED TO :MADAM IRUM

SUBJECT:SERVICE MARKETING
SAAD

MISSION:
We are committed to growing our business through embracing technology, developing strong
partnerships and by placing the emphasis on providing high levels of customer satisfaction.

Our mission statement is to ensure that we provide the right resources at the right time to maximise our
clients’ business potential. We don’t want to be the biggest but we do want to be the best.

As our business continues to grow we work hard to keep these values at the core of our operation. We
are a company that values individuals and teamwork, where people care about each other and share
their knowledge freely.

We strive for excellence and aim to exceed expectations. We work hard to achieve our goals and we
encourage our staff to be ambitious. We constantly reward and celebrate individual and team success.
Retaining our competitive edge through innovation is central to the way we operate and we are always
looking to improve our business processes and services

VALUES

Our values of honesty, integrity, commitment and delivery are important to us. We are honest and
straightforward in all our dealings with clients, candidates, contractors and our employees.

VISION
Takes a partnership approach to help promote sustainable and economic growth of communities.
In our traning we highlight six key themes we find particularly promising and relate to topic from .
Theme is:

1: FINANCIAL IMPACT OF HR PRACTICES AND STRATEGIES

There is a lot of anecdotal evidence on the market and financial outcomes of strategies following the
service-profit chain. However, the large-scale financial impact of HRM practices and strategies is
underresearched. The ROI on investing in employees and best practice HR is not well-established for
service organizations . For example, future research could contrast the financial and market impact of
alternative HR strategies, such as comparing a strategy based on high employee retention through
investments in best practices, compared to HR strategies that do not make these investments ).
Similarly, though emotional labor is assumed to benefit the bottom line through customer loyalty and
sales, the limited evidence that exists does not support this . More research is needed for how the
emotional culture of an organization or store affects the bottom line.

MAAZ
THEME 2: MOTIVATING SERVICE EMPLOYEES
The service-profit chain puts a lot of emphasis on employee satisfaction but not enough on the situation
on the one hand, and personal service orientation and training on the other hand. As suggested in our
expert interviews, service employees who are service-oriented, well-trained, well-resourced, and
supported will do a good job and be happy because of that Research exploring intrinsic motivation
would be of value.

 Celebrate small sucess and milestone with standing ovation

 Create a well defined growth path
 Pot luck
  Free food for employees working beyond working hours
 Encourage good health
 E TO E Engagement
 Employee of the week, Employee of the month
 Revenue sharing
 On the spot incentive
 Sponser higher education

SHARJEEL

THEME 3: TRAINING
The broader availability of information to customers is changing demands on employees, which then will
likely lead to a stronger focus on employees’ cognitive skills and training In addition, employees need all-
round training to better respond to the great variety of different and potentially difficult situations in
service encounters. Research is required in specific settings to determine the different training foci
required Training related to new technologies and the usage of new technologies in training also offer
interesting research opportunities. Services are often provided by teams (e.g. consulting projects and
restaurant services). That means, for service teams, hiring, training, monitoring, and feedback should
focus on the team as well as individual mindset, and research on these team mindset issues is needed
Furthermore, differences between the kinds of teams required for different kinds of services requires
study For example, high-performing teams are often those that include members with rotation
experience through industries and include members who train new team members themselves

USMAN
THEME 4: EMOTIONAL LABOR BEING EMOTIONAL, SENSITIVE, AND
THOUGHTFUL IS A NATURAL BEHAVIOR FOR SOME SERVICE EMPLOYEES AND
NOT FOR OTHERS
Not all employees feel the same way when operating at the frontline, and further research should
explore this more deeply Regarding the customer service experience, research has not yet explored the
different dimensions of emotional labor that can be distinguished, and how these dimensions differ in
their intensity in different services (e.g. low- versus high-emotion services one-time and ongoing service
encounters, and online versus offline interactions Employees are likely to deal differently with
emotional labor in, for example, providing service via chat functions, whereby ‘faking emotions’ might
feel very different compared to personal service contexts Future research should also examine the long-
term effects of employees serving in a high emotional labor context. In particular, how does emotional
labor take over from time to time at work, and does this perhaps transfer to the employees’ personal
life as well and affect their overall well-being

1. Don’t belittle its importance.

Because emotional labor is not easy to quantify or even precisely define, performing it may not come to mind as “actual” work. Yet
stepping in when a new hire appears overwhelmed or presenting a staff grievance to the boss in a diplomatic manner requires
essential soft skills. Applaud your attention to detail, compassion, tact, and patience.

2. Recognize the efforts of others.

A difficult aspect of doing emotional labor is feeling like others fail to notice it. Reverse the trend by being its champion. Commend a
colleague who calmed everyone down during a heated debate or provided a sympathetic ear when you needed to vent about a rude
client. Your appreciation of others may lead to a changed atmosphere that values emotional labor.

3. Require fairness.
Always get called upon to deal with an exceptionally persnickety vendor because “you’re so good at it”? Thank your manager for his
faith in your abilities, and then ask for less on your plate in exchange because such conversations require extra care and time.

4. Resist bottling up feelings.

Pent up frustration takes a physical and mental toll. It also increases the likelihood that you’ll explode sooner or later, causing an
embarrassing or career-damaging scene.

Take action to restore order. This might mean going for a walk to calm down after handling a customer’s nastiness or learning how
to give constructive criticism to a coworker instead of trying to bite your tongue.

5. Take care of yourself.

The load of emotional labor feels twice as heavy when you’re tired, hungry, or stressed. In addition to proper sleep and nutrition,
decompress by taking breaks, doing activities you enjoy, and utilizing vacation days.

6. Look for flexible arrangements.

With greater control over when, where, and how things get done, flexwork often helps manage emotional labor. Whether it’s being
able to let loose some choice words in the privacy of your home office after an unpleasant phone exchange with a customer, or
simply getting a break from office politics by telecommuting three days a week, such options may be just what you need to restore
order.

SAAD
THEME 5: DEALING WITH RUDE CUSTOMERS
Managers need to better prepare their frontline employees to respond to offensive customers, and
research needs to focus on helping to develop effective strategies including employee training . The
‘service with a smile’ premise should get questioned in such situations, as it is important not to tolerate
customer mistreatment directed at employees and to take care of frontline employees’ job satisfaction
and health . More research is needed to better understand how managers can encourage positive and
discourage negative customer behaviors in service encounters Moreover, service encounters usually
include dyads or triads between employees and customers, and require a more dynamic or cyclical
research approach than used in the majority of past studies One example is Zappos which trains its
employees in empathy to help resolve conflicts with customers at the frontline before they escalate ).
feels that empathy is critical, and more research should focus on the empathy in hiring and training of
employees Furthermore, future work should explore deeper how negative employee experiences with
one rude customer carry over to the next service interaction

1. Stay Calm, Don't React.

The first thing to do is to remain calm and not respond in kind. If you are faced
with an unexpected verbal attack, a natural defense mechanism is to "bite
back." Something as simple as taking some deep breaths can give you a vital
few seconds to gather your thoughts and avoid retaliating in a way that might
see you being viewed as the aggressor.
Tip:
Your personal safety is paramount. If you feel threatened by an angry
person, trust your instincts and leave the room immediately if you feel
unsafe, or if you're too upset to resolve the situation on your own.

Ask your boss or a trusted colleague to work with you to resolve the
situation. It might also be appropriate to report the incident, if the person is
completely out of control.
The UBC research suggests that rude customers "can violate an employee's
sense of dignity and respect, and trigger negative emotions that can motivate
employees to react negatively" toward that customer.

So avoid "fighting fire with fire." Remain calm , controlled and tactful ,
otherwise you risk inflaming the situation further. Keeping your emotions in
check can defuse the encounter. You can find techniques for controlling your
feelings and presenting a positive face in challenging circumstances, with our
article, Emotional Labor .
If your interaction with the customer is by email or on social media, you may
have worse rudeness to contend with. People often say things online that
they'd never say in person, but resist the temptation to give them a "taste of
their own medicine." Take a deep breath. Go for a walk to disperse the
tension. Do whatever it takes to gain distance before you hit "send." When
you do write your reply, keep your cool, state the facts, and make clear your
willingness to help.
2. Don't Take It Personally.
Chances are, your customer is angry about a bad product or service and you
are just the unfortunate target for her frustration. Instead of taking her
rudeness to heart, try to empathize with her. She wants to know that you
understand the inconvenience and disappointment that she's suffered, so you
need to show her that you do. Developing emotional intelligence is a useful
strategy for managing your emotions and sensing other people's emotional
needs.
Occasionally, though, it really does feel personal. A customer will approach
you with the sole purpose of insulting you. Despite the provocation, try to
remember that the customer doesn't know you personally. He was probably
angry or having a bad day before he met you, and had already decided that
he was going to "raise hell" with somebody. In these situations, it doesn't
matter who you are, you're just the unlucky one in the firing line.

Tip:
One way of learning how to deal with rude customers is with Role
Playing . Our article can help you use this technique to prepare for a
variety of challenging or difficult situations.

3. Listen and, If Appropriate, Apologize.

A rude customer might want to vent her frustration. She wants you to hear
every word that she says say, so listen actively , no matter how unreasonable
she sounds. Demonstrate that you have taken in what she's said by
occasionally reflecting back her words. For example, use phrases like, "So, it
sounds like you're saying that," "What I'm hearing is," or, "Is this what you
mean?"
Be aware of your body language while she speaks. Keep your arms unfolded,
and maintain appropriate eye contact to demonstrate your open attitude. And
when you reply, keep your voice low and even, to keep things calm.
Saying sorry might run against every instinct you have, if you've been
subjected to a barrage of abuse. But if the customer's grievance is genuine, a
prompt apology may staunch the flow of rudeness and provide the basis for a
better relationship.
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4. Stand Firm.
You may have apologized and be going all out to help your customer, but you
don't want him to walk all over you. If he's factually wrong or if he's not letting
you get a word in, you may need to be more assertive to get your message
across.
If you're a team manager, your team member may ask you to step in to help
resolve the situation. That means balancing your responsibility for ensuring
that you satisfy your customer with the duty of care you have towards your
people or your organization.

In situations when a customer's behavior has become unacceptable, it's

important to tactfully let her know that she's "crossed a line" – for example,
when she's using insulting, threatening or racist words or behavior. It may be
possible for you to negotiate a solution, but it might be one of those rare
instances when it's best to let the customer go.
Tip:
Make sure that you agree with your manager or head of department what
behaviors are to be deemed unacceptable in this way.

5. Solve the Problem

The best way to disarm a rude customer is to involve him in taking away the
problem that's fueling his behavior. Ask him what he feels would be an
acceptable solution. You then have something concrete to work toward.
Most customers just want a fair resolution , but a rude customer may make
unrealistic or extreme demands. If so, remind him that you want to help, and
counter with suggestions that are fair and reasonable, and negotiate towards
a mutually acceptable deal.
Look for quick, simple solutions. Many problems that lead to customer
rudeness will have occurred before, so your company may have policies that
allow you to offer refunds or replacements, for example, with little fuss. Fast
resolutions satisfy the customer, minimize stress, and end difficult situations
swiftly.

Dealing With the Aftermath

Encountering a rude customer can be a highly stressful experience, so it's
important to take a breather afterward. If you can remember that very few of
your customers behave in this way, you'll gain some valuable perspective.

It's also important to think through what happened, to consider whether the
customer's rudeness reflects a bigger problem or a recurring issue. You may
need to report the situation to your manager – for example, if the problem is
beyond your remit to resolve – or follow up with the customer, much as you
might prefer not to.

If you're a manager, remember that it's not just about the customer's feelings.
An encounter with a rude customer will eventually end, but your team
members are the people that you work with and manage every day.
So, if one of your team has been dealing with a rude customer, check in with
her to make sure that she's OK. Choose your time well – straight after the
situation is a good time for some team members but not for others. Discuss
what was said, to ensure that you have a full picture of what occurred, and
find out if there's anything you need to look into in light of her experience.

NOUMAN
THEME 6: IMPACT OF TECHNOLOGY
Interactions between employees and customers are increasingly mediated by technology. The role of
technology complicates service work for employees, as it is more difficult for them to fully understand
their customers’ needs, and customers can easier monitor the work of employees due to greater
transparency Furthermore, future research could focus on how to integrate service employees and
robots and other technologies such as the Internet of Things, and where service delivery will happen in a
largely automated world. These changes may mean that customer demands on employees increase, and
the status of service jobs might change .In addition, service employees increasingly have to handle three
parties: their manager, customers, and technology, which will change the job requirements, skills for
hiring, and training.

Research is needed to better understand the effects technology will have on frontline employees.

 Creating skilled jobs: Technology is creating a job for skilled workers that can empower
themselves according to the complex world.

 Easy communication: Once used telephone and fax are now replacing tablet and laptops for
communication purpose in the workplace

 Improve performance and accuracy: Technology makes work process computerized which can
reduce risk and error while improving performance.

 Increased salaries: An increase in demand for skilled workers of higher wages has boosted high
paying jobs in industries.

 More production creates more jobs: We often assume that with productivity job decreases but,
the truth is highly productive companies offers more job and pay a better.

 Increase work profile: When we draw a relation between technology vs unemployment.

Technology has generated various new work profile in software, IT and AI field for experts.