LBSMK 2004 SERVICES MARKETING personal evaluation project (PEP) Literature review

LBSMK 2004 SERVICES MARKETING personal evaluation project (PEP) - Literature look back ExampleYet, the causes of such dissatisfaction are varied and extensive. The concept of satisfaction gaps emerged from marketing research, which is the difference between customer expectations and their corresponding experience. This paper go out attempt to indicate a solution to such gap in a marketing-related problem of a returns establishment. 2.0. Critical Analysis of the Issue and Literature Review 2.1. The paradox For the purpose of anonymity and confidentiality dictated by research ethics, the business establishment which will be discussed in this paper will be called simply as familiarity X (Bryman and Bell 2007). political party X is a technology service company whose specialisation is laptop, desktop and cellular phone repair. It was established in 2000 and is located in Eastern-Central Britain. The establishment showed good performance in its first three years of operation. This w as mainly the reason why Company X was sub-contracted by a Northern European vigorous phone company in 2004 to serve its clientele in the geographic area covered by Company X, for repair and replacement of parts, if necessary. Subcontracting with the mobile phone company lifted the spirits of both management and technicians. The technicians performed well and helped generate both revenue and more patrons for Company X. Mobile phones which were already off-guarantee period were still being brought by former customers mainly because of their prompt service and technical know-how. Things went well for Company X that its sub-contracting functions with the mobile company was renewed for three-consecutive years. In 2008, a laptop and desktop manufacturer based in the North America commissioned Company X as one of its official service centres. Management was ecstatic. Its 10 best technicians were offered training packages to further hone their skills while the remaining 22 technicians wer e left to attend to the service needs of their growing clientele. Management promised that the rest of the technicians will also attend training in two batches after the 10 have re saturnine to resume their tasks. magic spell the company operated for only 12 hours each day, technicians worked in three eight-hour shifts, or seven technicians per shift. When job orders increased to levels where the technicians can no longer put-up with the deadlines they wane for completion of the service requests, management opted for overtime with pay instead of hiring new technicians. The rationale volunteered by management is that hiring new technicians will not ensure that deadlines will be met since they would not be sure if the applicants can deliver up to management expectations by simply looking at their resumes. With an additional sub-contracting project and less technicians to work on repair orders, problems started to surface. To date, absenteeism became rampant. Patrons are starting to be dissatisfied with the service jobs they requested. Technicians who used to be accommodating and interacted with customers with a smile have turned grumpy. Customers have aired their complaints with customer service. The mobile company had threatened not to renew their contract if the customer service issues will not be addressed. In the operation managers latest quarterly report, revenue for the last month dropped by 40% of the previous six