Custoii Er Service Officethe Purpose Of The Customer Service Office ✓ Solved

CUSTOI\I ER SERVICE OFFICE* The purpose of the customer service office is to provide service for existing and potential telephone customers. The rvork requires taking calls from existing or potential customers and noting the type of telephone requested, the location of the phone in the house, the type of extension cords, the number of party lines, and the rates for residential customers. Commercial customers require additional services including extensions, srvitchboards, intercorns, and long disiance package rates. FIGURE 31. Service ReprEsentative's Office uNtrAManaEor I I- I u*itBManasar+==il'.- Unit A $"t i*, Unit B l-:.-""' I Ef t "* I nf fJ*.o," f []fh,=flf]G Int]f fh=.,frEcl []t][]Itl ut]utr.l urtr! nnt]itttrtlnry trntJ:r tInn nt]rd nrr It]t]nt]{ [t]n f,rrtr] trFn Code: BOS - Business Of f ice Supervisorr SR - Sarvice RePresentalives So3 - Seivice Oraer Supervisors T r Typi3rr The Customer Service office lvas laid out as it appears in Figure 3-l - The figure shotys the suborclinates' desks in the standard, in-line arrangement, fronted Ui tt. desks of their supervisors, who exercised close control over the employees- Each service representative is rated against all other service representatives in the office in terms of number of calls hand.led, accessibility of service repre- sentatives, ancl number of errors made during customer contacts- Consequently, it is not unusual for a strpervisor to monitor a service representative's conversation, with or without the sen'ice representative's knowledge, or to check through each service representative's customer records for mistakes,Ivlonttrly individual performance is published, and placed on the office bulletin board' Work for each service representative is determined by the "next customer who calls in" from anyrvhere in the district.

The service representative is ' responsible for handling a1l residential customers'requests for nerv service, or for transferring service from one arsa to another rvhen a custorner moves. When a customer calls the service representative, the service representative must issue the order for service. This is done by putting all of the appropriate information on a form called a "?334." This form is then sent to the typist goup. The typist's job requires that the orders be transrnitted to the telephone installers a"a tn. billing and other departments. As the arrangement exists, any typist can be called on to type an order for any service representative.

Becatrse the service representative groups and the typist grorlps are evaluated' and ranked against each other, each group carefully checks the other's lvork for errors, and rvill report these elrors to their immediate supervisor. ihe usual employment sequence is to start as a typist, then be promoted to seryice office representative, and eventually become a service order supervisor- The jobs in the Customer Service ofhce and thek abbreviations used in this exercise are: BOS - Business Office Supervisors of Service Representatives and Service Order TYPists SR - Service itipr.r.ntatives take telephone calis,'and they function as indoor salespersons of telephone apparatus and services. T - Typists, rvho transmit the orclers to the telephone installers and the billing, directory, and other departments SOS - Service Order SuPervisors \Yhen a psrson calls the telephone company to request the installation of a telephone or ne\y service, the call goes through a switchboard to the service repre- sentative who has been off the line the longest.

Processing a service request involves the follorving steps or lvork flow: FIGURE 3-2. S/ork Flout Service R epresentative TypistService Order Supervisor Switchboai'd Service Representative DirectoryB illingService Order Center This is a classic case that I have used for years. Your task is to redesign the office for the workforce of today. You have complete power to redesign the office and make any changes that you think will transform this office. You can fire employees or change their job responsibilities.

You may use any technology that is currently available in your redesign. Be creative and visionary. 1. Specifically, describe the changes you would make to the 1. Workflow & office (seating) arrangement 2.

Job duties (SRs, typists, supervisors, managers) 3. Hierarchy, (how many levels of management will you have) 2. Who would resist your changes? 3. What measures would you use to evaluate success of your redesign?

Paper for above instructions

Redesigning the Customer Service Office: A Vision for Enhanced Efficiency and Interaction

Introduction

The landscape of customer service offices has dramatically evolved in recent years, primarily powered by advances in technology and a greater emphasis on customer experience. This report aims to propose a strategic redesign of the Customer Service Office outlined in the original document, considering aspects such as workflow and office arrangements, job duties, hierarchy, potential resistance to change, and success metrics. The culmination of these factors will ensure that a motivated and efficient customer service team is positioned to meet the demands of contemporary consumers while enhancing operational efficiency.

1. Workflow & Office Arrangement

A. Open Office Layout

An open office layout would be implemented, promoting a collaborative environment. Desks would be arranged in clusters rather than aligned in a straight line, promoting team dynamics and facilitating communication among service representatives, typists, and supervisors. Each cluster would house multiple service representatives with assigned supervisors nearby, fostering immediate support and response.

B. Designated Digital Zones

Due to the reliance on digital communication, incorporating designated zones for digital interfaces would be vital. This includes areas specifically for video conferences, remote consultations, and collaborative work, equipped with technical resources, such as large display screens and high-speed internet access.

C. Virtual Queuing System

To enhance workflow, a virtual queuing system would be developed to assign calls to service representatives efficiently. This system would track and allocate calls based on representatives’ expertise, availability, and past performance rather than a simple first-come, first-served basis. Efficient routing ensures improved customer satisfaction by decreasing wait times and increasing representative productivity.

2. Job Duties and Responsibilities

A. Service Representatives (SRs)

Service Representatives would be elevated from simple order takers to customer consultants. New responsibilities would include:
- Holding knowledge of product features and service capabilities.
- Analyzing customer needs to suggest services and upsell opportunities.
- Utilizing CRM (Customer Relationship Management) tools to enhance customer data management and service delivery.

B. Typists

Typists would transition to "Order Coordinators," a role integrating technology and customer interaction into their responsibilities. They would now:
- Directly communicate with customers to explain order statuses,
- Initiate follow-ups after installations and service changes,
- Collaborate with service representatives to ensure flawless execution of orders.

C. Supervisors

Supervisors would evolve into "Customer Experience Managers." Their role would focus on:
- Training staff in customer relation skills,
- Monitoring performance through analytics tools that track service quality rather than just quantity,
- Facilitating cross-department collaborations to enhance overall service delivery.

D. Management Structure

A tiered yet agile hierarchy would replace the traditional structure. The proposed levels of management would include:
1. Customer Experience Managers (supervisors)
2. Team Leads (senior representatives)
3. Operational Strategists (upper management)
This flat structure inspires quicker decision-making, improved communication, and a more dynamic work culture.

3. Resistance to Change

While change can bring about much-needed reform, it often faces resistance. The principal sources of pushback may include:
- Long-standing Employees: Those who have operated within the historical structure may resist due to the fear of job loss or significant changes in their role.
- Supervisory Staff: Existing supervisors may feel threatened by the blending of responsibilities and the potential loss of authority.
- Technological Reluctance: Employees who are accustomed to traditional methods of working may be hesitant to adopt new technology, fearing it could complicate their tasks.

4. Evaluation Measures of Success

To assess the success of the redesigned customer service office, performance metrics would be rigorously tracked, including:
- Customer Satisfaction Scores (CSAT): Surveys gathered post-service will measure immediate customer satisfaction.
- Net Promoter Score (NPS): Gauging the likelihood of customers recommending services post-interaction.
- Call Resolution Time: Monitoring the average time taken to resolve customer queries and issues.
- Employee Engagement Levels: Regular engagement surveys to understand employee satisfaction and identify areas for improvement.
- Sales Metrics: Evaluating increase in cross-sell and upsell success rates post-implementation of new service representative roles.

Conclusion

Redesigning the Customer Service Office to align with contemporary practices is not merely a matter of rearranging furniture; it is a holistic approach to transforming the customer experience and employee engagement. By adopting a collaborative, technology-enhanced environment, redefining job roles, and implementing an agile hierarchy, the office can better serve both residential and commercial customers with tailored services that meet the dynamic expectations of today's market.

References

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4. Frost, F. A., & Stone, M. (2004). The Service Experience and Its Relationship with Customer Satisfaction and Loyalty. Innovative Marketing.
5. Kotler, P., & Keller, K. (2016). Marketing Management. 15th Edition. Pearson Education.
6. McKinsey & Company. (2020). The Future of Customer Service. Retrieved from [mckinsey.com](https://www.mckinsey.com)
7. Bain & Company. (2020). The Ultimate Guide to Customer Experience. Retrieved from [bain.com](https://www.bain.com)
8. Anderson, E. W., & Mittal, V. (2000). Strengthening the Satisfaction-Profit Chain. J. Service Research.
9. Reicheld, F. F., & Schefter, P. (2000). E-Loyalty: Your Secret Weapon on the Web. Harvard Business Review.
10. Zeithaml, V. A., Parasuraman, A., & Malhotra, A. (2002). Service Quality Delivery Through Web Sites: A Critical Review of Extant Knowledge. Journal of the Academy of Marketing Science.
This new approach embraces both technology and human interaction, aiming not only to meet but to exceed customer expectations in an ever-evolving business landscape.