Why is Mr. Shelton upset? What should be done to address his complaint?
Mr. George Shelton is a very angry ex-customer, because he was with Presto Cleaner for a year and he never had any problems with them until the computer system’s implementation. With the new technology, the counterperson asked Mr. Shelton to fill out a “preference card” and to purchase a special bag for 3$ to drop off the laundry, too. Using the new system, he would now simply just drop off his clothes at the store and return to pay, hassle free apparently. Unfortunately, when he returned to collect his laundry, he found it to be missing. This made Mr. Shelton upset: he felt the old system was quicker and easier. Besides, the management’s response to his complaints was …show more content…
Then the management can develop a standard measurement of quality, which must be respected by the staff competence in every single operation. This let customers avoid problems with the new system and having their laundry delivered on-time, washed and ironed meeting their expectations.
- RESPONSIVENESS: the company has to improve its customer service on the responsiveness aspect hiring trained staff available at certain times of the day with the willingness to help customers and provide prompt …show more content…
Shelton underlines the quality of Presto Cleaner before the introduction of the new computer system supporting the convenience of the location, the extra early and late hours of operations, and the helpfulness of the staff more than made up for the cost. But when Mr. Shelton tried the new system and encountered a lot of problems, they changed their mind about the quality of the company. This happened because Presto Cleaner did not meet the needs of the customers, but it only tried to improve the efficiency of the service without thinking about the real needs of the customers. This shows lack of analysis on the benefit of the new system before introducing it. As the president of Time Management International Claus Møller said, “Companies should design systems so that employees relate to customers, not technology. Presto Cleaner has flip-flopped its priorities by implementing a computer system that seems to have been designed more for the shop and company than the clients! At least that is the signal sent to its
Mr. George Shelton is a very angry ex-customer, because he was with Presto Cleaner for a year and he never had any problems with them until the computer system’s implementation. With the new technology, the counterperson asked Mr. Shelton to fill out a “preference card” and to purchase a special bag for 3$ to drop off the laundry, too. Using the new system, he would now simply just drop off his clothes at the store and return to pay, hassle free apparently. Unfortunately, when he returned to collect his laundry, he found it to be missing. This made Mr. Shelton upset: he felt the old system was quicker and easier. Besides, the management’s response to his complaints was …show more content…
Then the management can develop a standard measurement of quality, which must be respected by the staff competence in every single operation. This let customers avoid problems with the new system and having their laundry delivered on-time, washed and ironed meeting their expectations.
- RESPONSIVENESS: the company has to improve its customer service on the responsiveness aspect hiring trained staff available at certain times of the day with the willingness to help customers and provide prompt …show more content…
Shelton underlines the quality of Presto Cleaner before the introduction of the new computer system supporting the convenience of the location, the extra early and late hours of operations, and the helpfulness of the staff more than made up for the cost. But when Mr. Shelton tried the new system and encountered a lot of problems, they changed their mind about the quality of the company. This happened because Presto Cleaner did not meet the needs of the customers, but it only tried to improve the efficiency of the service without thinking about the real needs of the customers. This shows lack of analysis on the benefit of the new system before introducing it. As the president of Time Management International Claus Møller said, “Companies should design systems so that employees relate to customers, not technology. Presto Cleaner has flip-flopped its priorities by implementing a computer system that seems to have been designed more for the shop and company than the clients! At least that is the signal sent to its