Training customers: an organizational experience

Abstract

Abstract:Purpose of the paper Analyzing, through a case study, the essential premises on the basis of which a training plan for the customers of any given firm can be designed, implemented and evaluated. Design/methodology/approa chThis paper starts with a review of the literature on customer service training, which is followed by a discussion on how a training plan for customers could be elaborated. After that, the case method is applied (mainly through semistructured interviews) to a firm that approaches this type of training in an innovative way. FindingsWe conclude that a training plan for the firm's internal staff cannot be extrapolated to customers. Taking that into account, we have described how training plans must be modified so as to adapt them to customers. Research limitations/implicationsWe will have to identify other cases and check to what extent the methodology resembles the one we have applied and how successful it is, so that a standard action protocol can be established. Practical implicationsWe present a real case of success at customer training in an industrial firm. This paper can provide a model, not only for future research, but also for the direct implementation of these techniques by other firms belonging to any industrial sector. What is original/value of the paperThe accurate description of a training plan for customers made by an industrial firm and its treatment based on the study of a real case. The establishment of action guidelines that will pave the way for further academic research in this field as well as its clear business applicability. 2Training customers: An organizational experience 1 Training employees for customer satisfaction and training customers directlyIt is obvious that the business world is currently going through a transformation process with changes that affect and are affected by the people who develop their professional activity at enterprises. In this respect, Minnick and Ireland (2005) point out that re-engineering, downsizing, outsourcing, structural transformation, acquisition, whatever the source, the changes are much more than a slow growth of something new. For employees adversely affected by these changes or for those who do not fully understand why these changes are occurring, the effects can be demoralizing, often creating ill-will or a lack of trust between workers and their employers.Although we cannot deny the above, Foote (2004), following Delany and Huselid (1996), Dess and Shaw (2001), Huselid (1995) and MacDuffie (1995), said that positive associations also seem to exist between high performance, Human Resource Management (HRM) systems and organizational performance. The systems described involve a number of practices including extensive employee training, employee participation and empowerment, job redesign, team-based production systems and performance-contingent incentive compensation.Of all the HRM practices mentioned above, this paper will focus mainly on training issues. In this sense, the variables around which an employee training plan...

Service flexibility: conceptualizing value creation in service

“…However, possessing and communicating alternative value propositions will generally be insufficient; the provider can prepare for flexibility in the customer sphere by organizing customer trainings to increase customer awareness and for customers to understand the possibilities for usage, which would ensure that provider flexibility has been properly captured (Nordin et al, 2013). In addition, the provider can use customer trainings to strengthen the relationship with the customer and provide relevant feedback for the firm (Llopis et al, 2006). In a similar vein, perceptions of the provider and the customer around value promises can be conciliated prior to customer value creating processes (Gylling et al, 2012).…”

Business administration training seminar for public sector executives: implementation and evaluation

“…The questionnaire included eight closed‐type questions and one open‐type question. The questions were put together based on indicators often used for the estimation and evaluation processes (Llopis et al , 2006; Henry et al , 2005) but also on indicators that the research team used in order to examine the criteria that the trainees use to make‐an‐assessment of the seminar.…”

“…Moreover Curran and Stanworth (1989) and Gibb (1987) have identified the need for evaluating training seminars. Many different approaches have been defined for the description of the variables around which a training seminar should be evaluated (Henry et al , 2005; Llopis et al , 2006).…”

Business Relationship Management and Marketing

“…If a supplier decides to implement a training program for his customers, Llopis et al (2006) suggest careful planning of the following aspects:…”