In the after market phase, responding to issues raised by customers within a reasonable time is crucial. Another factor which is important to customers is the quality of the issue corrective actions (QoiCA). This paper analyses the QoiCA from the user’s perspective, regarding the quality of corrective actions provided through an in-built tool (GENIUS) used within corporations. A survey questionnaire was sent to different participants in the network chain which handles or resolves the issues. The participants were from 17 European countries and 7 non-European countries. Responses were analysed, using statistical methods and the Self Organising Map (SOM) model and results were used to pinpoint or suggest the areas that are seen as opportunities for improving the quality of the corrective actions provided. Higher quality of corrective actions, along with other initiatives, will help to improve customer’s satisfaction. Three of the clear issues observed in this paper that contribute to long issue resolution time (iRT) are: 1) Long time to receive samples; 2) High frequency for asking more information from lower levels; and 3) Business impact price tag, to allow the issues to be prioritized, were missing from the escalated issues. QoiCA is jeopardized when: 1) A poor description of the issue is provided by the creator of the issue; 2) A poor response to the default requested additional questions (information) regarding the reported issue on top of the issue description. The authorized service vendors (ASV) users need more training with the in-built tool so that they know, for example, where to get help when they need it. When customer issues are resolved satisfactorily, there is a much higher chance that the customers involved will remain satisfied and loyal
This* article* investigates* challenges* that* are* encountered* by* employees* working* in* a* chain* that* handles* customer* issues* in* mobile* phones.* For* a* firm* to* get* a* competitive* advantage*over*competitors,*customer*issues*should*be*handled*timely*and*efficiently.* To*achieve*this*goal,*the*employee*working*in*the*chain,*among*other*things,*must*have* adequate*competence,*education*and*knowledge.*This*work*attempts,*through*the*use* of*a*survey*questionnaire,*to*analyze*competences*and*challenges*that*are*encountered* by* the* employees* working* in* the* chain* that* resolves* customer* issues.* Ordinal* logistic* regression* and* item* analysis* are* used* for* the* analysis* in* this* article.* The* analysis* results* show* that* there* is* a* statistical* difference* in* competences* in* difference* service* levels*within*the*service*chain.*The*result*of*this*work*clearly*affects*management*since* it*requires*that*they*implement*regular*training*of*the*products*they*are*handling*for* all*levels*in*the*different*stages*of*the*service*chain.**
This study examines whether authorized service vendors (ASV) for mobile terminals (MT) are satisfied with the original equipment manufacturer (OEM) in terms of service provided to them and also how the ASV is performing at their premises. A seamless relationship between the OEM and the ASV is essential for both sides to prosper in this business. When the ASV supplies good services to end-users, this contributes to an increase in the customer satisfaction rating, loyalty and retention. The study employs an exploratory research design; in-depth survey interviews were carried out in six different ASV in Europe. The study was conducted at Nokia Corporation in Finland. The survey analysis of the association between category variables is descriptively analyzed. The main findings in this work were that the ASV is satisfied with the MT product manufacturer, and that the internal working practice of the ASV organization was perceived as more positive than negative. From the OEM side, the issue resolution time (iRT) and training before product launch are items that should be focused on in the first place, as these affect customer satisfaction. The ASV management should seek a way to share the end-user customer feedback to the ASV teams, and internal information communication should also be improved.
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