Enhancing Customer Satisfaction Through Customer Centricity
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Enhancing customer satisfaction through customer centricity
We have to many teams in Telkom BVS dealing with the same matters, e.g.) BVS Commercial + BVS Corp, Telkom systems, Dereg systems.
It will therefore be possible for each team to take accountability for their portion and ensure that customer centricity is their main value. Currently it is not possible to provide 100% customer centricity given the volumes, the different tasks.
A customer liaison team must be established to interact with customer providing them with feedback from application to validation to p.i.s , Thereby freeing up the rest of the staff to focus on core work.
We should be orientated on Customer centricity + target driven i.s.o only target driven.
Ownership – Each staff member must be held accountable for each case under their responsibility.
Joint Planning
Telkom Commercial / Technical/NIP/Networks teams must meet weekly /monthly to iron out issues relating to installations and accountability to resolve similar to the RCFC meetings.
Customer Centricity must be allowed to develop in both Commercial & Technical – a customer centric mindset must be adopted by all teams.
Customer Retention /Churn Management
All dismantlements must be handled by a specific team trained to retain customers and offer solutions or downgrades i.s.o total dismantlement.
Staff must constantly receive refresher training or courses to constantly provide artful listening and to understand the customer.
Call centres /front office must have experienced well trained staff as they are the window of the company.
Improving Billing system
The system should be proactive i.s.o reactive resolving matters upfront whilst processing is taking lace.
Quality Standards
This should tie hand in hand with the yearly performance appraisals
The work should be balanced evenly amongst all staff
One Entry Point
A customer Liaison team must be put in place to liaise with the Customer from Order processing to P.i.s
Prioritise Operations
All managers /Ops managers must be held accountable to make their teams profitable in terms of Rands and cents similar to the profitability o model of the CSB- relating rent , wages ,products etc..
Customer Liaison, order processing, installation and billing. Should be the prioritised.
Streamlining of Orders
We need to simplify our operations by reducing the Production teams to about 2 teams per region for Deregs and Telkom. The production teams should handle only production matters – issuing orders nothing else, No buckets, No follow ups. The dispute teams must handle all related disputes, The bucket team must attend to all follow up
Products and services
Staff