SUBMITTE
D TO,
Prof. Naresh patel
SUBMITTED BY,
Beena Amin
Bhoomika Patel
Vidhita Sinha
CASE ANALYSIS
• The measures used for finding the needs of the customers were ample and
suffice to indicate the customer’s choice.
• Indicators pertaining to not only service and customer care but that pertaining
to HRM and information technology were also included to give a better idea of area
of improvement.
• The listening of calls by top authority for noting the courteousness gave a
better idea of what was good and what needed improvement.
• Quality aspect was ignored. The employees worked for compensation rather
than the quality.
• The employees started believing that the money obtained as compensation was
their money i.e. it is part of their salary.
• The continuous evaluation was used to give better idea to the employees about
what they were good at and what were the prospects of improvement.
• To enhance the performance and make work faster and easier of the
employees due facilities like software namely “U WIN” was introduced and training
sessions were organized
• Though Daily evaluation gave clear idea about the areas for improvements it
lead to building up of excessive pressure on the employees.
• The aim of this firm is continuous improvement but this shatters the hope of
achieving the target amongst the employees.
• The work pressure was high for the associates and it was hectic to do the same
monotonous work repeatedly.
• Similarly it can have general information about the product so that the
pressure on associates handling phone calls could be reduced to an extent.
• The organization should implement 80-20 rule where it should focus mainly
on potential customer’s more than new buyers.
Using Service Quality Gap Model, it is concluded that there is a gap between managements
specification of delivering and actual delivery to the employees ( Gap 3. Service quality
specifications - Service delivery gap) due to pressure on employees which resulted either in
reduction in quality or reduction in phone attending. Thus making customized sites could
solve the problem to a certain extent and the saved time could be used for Routine
transactional surveys after delivering the customer experience as it is important for an
organization to measure customer perceptions of service.