Knowledge-Driven Customer Support Services

2011 ◽  
pp. 23-38
Author(s):  
Itzhak Aviv ◽  
Meira Levy ◽  
Irit Hadar
Keyword(s):  
Knowledge Management ◽  
Customer Service ◽  
Support Services ◽  
Service Providers ◽  
Relationship Management ◽  
Customer Support ◽  
The Relationship ◽  
A Company ◽  
Software Organization

A Customers Relationship Management (CRM) program aspires to manage the relationship between a company and its customers as a key to success, in view of the fact that good relationships with customers lead to higher customers’ satisfaction. Despite the importance of CRM programs, their failure rates are high, partly because CRM service providers cannot resolve customers’ claims on time, which often occur due to the difficulty to find valuable knowledge and reproduce solutions. Therefore, integrating Knowledge Management (KM) activities, and in particular social Web 2.0 applications, within a CRM solution suit may enable to significantly enhance the efficiency of the organizational CRM program and build a knowledge-driven customer support services solution. The proposed CRM solution is based on a research case study conducted within customer service department of a large software organization.

The Challenge for Customer Service

2000 ◽  
pp. 57-81 ◽  
Author(s):  
Guy Saward
Keyword(s):  
Knowledge Management ◽  
Customer Service ◽  
Financial Institution ◽  
Business Success ◽  
Business Practices ◽  
Distributed Information ◽  
Customer Support ◽  
Study Approach ◽  
New Business

It is a truism that customer service is the key to business success. It is particularly true given competition and new business practices lead customers to want products that are “free, perfect, now” (El Sawy et al., 1998). The trend in UK customer service, led by the U.S., is for service delivery via Call Centres to be deflected towards the Internet. Providing the knowledge to support this (O’Leary, 1998), along with relationship management (Duke et al., 1999) is a key application area for knowledge management (KM). However, the research into KM for effective customer service is minimal. What is clear is that publishing information on an intranet, extranet, or Internet does not constitute effective customer support. This chapter takes a case study approach to exploring knowledge management for customer service. The key problem we are working towards solving is how best to deploy knowledge via distributed information systems. The case study is derived from the author’s involvement in a project for a financial institution (referred to as AFI throughout). It describes a particular approach to managing knowledge that combines elements from information retrieval (IR) with KM. A key part of this is the evaluation of alternative interfaces that take different approaches to the presentation of search results.

The Relationship Between Knowledge Management and R&D Performance: A Case Study in Auto Industry

2014 ◽  
Vol 11 (05) ◽  
pp. 1450034 ◽  
Author(s):  
Syyedhamzeh Nejadhussein ◽  
M. A. Hamid Rahimian ◽  
Seyed Muhammed Hussein Mousavinasab
Keyword(s):  
Knowledge Management ◽  
Auto Industry ◽  
Performance Outcomes ◽  
Cluster Sampling ◽  
Balanced Score Card ◽  
Score Card ◽  
And Performance ◽  
The Relationship ◽  
A Company

This paper has studied correlation between knowledge management (KM) and performance of research and development (R&D) in a major automobile manufacturing company. Two questionnaires were used. Choy's "KM performance outcomes" approach was used for KM and customized balanced score card (BSC) model for measuring R&D centers' performance. The population consisted of all R&D employees in a company that has been working in auto industry, along with all its 12 subsidiaries which had R&D centers. Then three out of 12 companies were selected by cluster sampling from which 90 people were chosen to complete the questionnaires. The results showed a significant positive correlation between KM and the performance of R&D centers as well as three aspects of BSC, i.e. customer, internal processes and innovation. For the other aspects, the findings did not show any significant correlations.

CompSupport: A series of unfortunate events

2019 ◽  
Vol 10 (1) ◽  
pp. 11-18
Author(s):  
Sameh Al Natour
Keyword(s):  
Customer Service ◽  
Support Services ◽  
Cost Reduction ◽  
Service Providers ◽  
Personal Computers ◽  
Online Support ◽  
Internet Service Providers ◽  
Internet Service ◽  
Buyout Options

CompSupport Inc. was a leader of online support services for personal computers and devices. After a brief period operating in a B2C channel, the company shifted and refined its focus to two primary customer segments: Internet service providers and corporate accounts. CompSupport’s key mandate was to improve their customer’s helpdesk operations through outsourcing in order to achieve two goals: cost reduction and improved customer service. In May 2017, the lack of liquidity meant that the company would be unable to make its next pay period without an additional injection of funds. The company arrived at a crossroads, and a decision had to be made. The alternatives consisted of two buyout options and a merger opportunity. This case study evaluates CompSupport’s state at the time of the decision, and highlights the events that took place prior to the decision period that may have contributed to the company’s problems.

Implementing Reforms

2017 ◽  
Author(s):  
Nils Brunsson
Keyword(s):  
Board Of Directors ◽  
Government Service ◽  
Radical Reform ◽  
Administrative Reforms ◽  
The Board Of Directors ◽  
The Relationship ◽  
A Company

This chapter continues to analyze the relationship between decision and action using a case study on Swedish Rail (Statens Järnvägar, SJ). In February 1987, the board of directors of SJ met to consider a plan drawn up by an international consultancy company to implement a radical reform, the ‘New SJ’. The basic idea was to make the company more businesslike. SJ was to be run as a company and not as a government service, and its corporate aim was to be a profitable business. The chapter addresses the question of why reforms may be difficult to implement. It suggests that there are certain fundamental and common characteristics of administrative reforms which make them difficult to implement by nature.

Repositioning the customer support services: the next frontier of competitive advantage

2020 ◽  
Vol 54 (7) ◽  
pp. 1787-1804 ◽  
Author(s):  
Jagdish Sheth ◽  
Varsha Jain ◽  
Anupama Ambika
Keyword(s):  
Competitive Advantage ◽  
Customer Service ◽  
Support Services ◽  
Conceptual Approach ◽  
Content Type ◽  
Profit Center ◽  
Support Unit ◽  
Customer Support ◽  
Cost Center ◽  
New Framework

Purpose This paper aims to analyze the present status of customer support services (CSS) and advocate the re-positioning of support services from an administrative cost center to a strategic profit center. Authors demonstrate how customer support or after sales services can be a source of competitive advantage and revenue generation for firms. Design/methodology/approach The study adopts a conceptual approach grounded in theoretical foundations of service dominant logic, customer loyalty and customer centricity along with practical illustrations from the industry. Findings Following the tenets of theory, review of existing research and analysis of the industry practices, the authors propose a new framework to enable the repositioning of customer service function. The key propositions include establishing customer support as separate business unit and insights center, introducing a new role of a C-level chief customer support officer to lead the customer support unit, adopting a customer-centric culture and process, enabling frontline IT support and investing in frontline employee skills development. Research limitations/implications Academics should examine the potential of customer support, where the strategic importance is low at present, leading to customer dissatisfaction. The new approach and positioning of customer support calls for a new direction for research in this area focusing on enablers, challenges and further implications. To succeed in this competitive era, firms should be conscious of the value of customer service and undertake concrete actions to generate value for all stakeholders. Practical implications Industry can use the new framework and re-position CSS of the organizations. The CSS unit can be different from other business units in the organizations. The CSS would evolve and emerge from the live customer insights. CSS unit can be managed by the C level chief CSS officer. Customer-centric culture would be developed and front line processes can be made customer-oriented by the officer. Thus, this paper and framework would provide new customer-centric directions to the organizations for effective functioning. Originality/value This is the original piece that has emerged from the experience and expertise of the authors.

scholarly journals The influence of bank employees on bank customer relationship management

2007 ◽  
Vol 7 (1) ◽  
Author(s):  
C. Rootman ◽  
M. Tait ◽  
J Bosch
Keyword(s):  
South Africa ◽  
South African ◽  
Customer Service ◽  
Customer Relationship Management ◽  
Service Providers ◽  
Relationship Management ◽  
Primary Objective ◽  
Customer Relationship ◽  
Positive Attitudes ◽  
Bank Employees

Purpose: Despite extensive research in services marketing, much is still unknown to specific service providers on the influence of their employees on their services. This paper attempts to address this limitation and investigates the influence of employees on the customer relationship management (CRM) of banks. The primary objective of this paper is to investigate the influence of selected independent variables, namely attitude and knowledgeability, on the CRM of banks.Design/Methodology/Approach: An empirical investigation was conducted with a structured questionnaire with items that related to banks' CRM in terms of attitude and knowledgeability. The sample consisted of 290 banking clients in the Nelson Mandela Metropolitan area and the response rate was 91.03%. Findings: Significant positive relationships exist between both the knowledgeability, and attitude of bank employees and a bank's CRM. These relationships imply that more extensive knowledgeability and more positive attitudes of bank employees lead to improved, maintained relationships between a bank and its clients. Employees play an important role in banks’ client relationships. Implications: Banks should focus on increasing their employees' knowledgeability and improving their attitude to ensure higher levels of CRM. This paper provides strategies for banks and could create greater awareness among South African banks of the advantages of CRM, how their employees influence their CRM, and ways to adapt to these influences. Originality/Value: No study has focused exclusively on CRM within banks in South Africa. Prior research focused on customer service and service quality; both possible results of superior CRM. However, this research differs, as it identifies the variables influencing CRM in banks in South Africa. It is proposed that this paper will be beneficial for South African banks, as the recommendations may be used to ensure higher levels of CRM in banks.

Data analytics dilemma at Alpen Hotel

2019 ◽  
Vol 9 (2) ◽  
pp. 58-63
Author(s):  
Tammy Wee ◽  
Arif Perdana ◽  
Detlev Remy
Keyword(s):  
Customer Relationship Management ◽  
Data Analytics ◽  
Data Privacy ◽  
Hospitality Industry ◽  
Service Providers ◽  
Relationship Management ◽  
Customer Relationship ◽  
Using Data ◽  
Privacy And Confidentiality

Data analytics is currently the buzzword for the hospitality industry to stay ahead of their competitors. Service providers use data analytics to ensure their brand remains relevant for customers. Using data analytics in customer relationship management is a relatively novel initiative for the hospitality industry to enhance the efforts of customer relationship management. Obtaining customers’ data (i.e. customers’ hotel stay and preferences) provides both opportunity and challenges for the hospitality industry. Data analytics helps the hospitality industry to quickly, effectively, and efficiently pursue data-driven decision-making. At the same time, acquiring relevant customers’ data is a challenge, for example, data privacy and confidentiality. This case study is based on Alpen Hotel (pseudonym), a luxury hotel in Singapore with a good standing in the hospitality industry. This case is focused on the issues they experienced in implementing data analytics as part of the hotel’s customer relationship management efforts. This case study aims to highlight data analytics dilemma at the hotel and may create an opportunity for hospitality educators to work interdisciplinary with faculties from an information systems or technology discipline. Finally, the case study may enhance knowledge and minimise the practice gap between industry and academia.

Knowledge Retention in the Service Industry

2016 ◽  
Vol 12 (1) ◽  
pp. 45-59 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Tacit Knowledge ◽  
Service Sector ◽  
Service Industry ◽  
Knowledge Retention ◽  
Research Strategy ◽  
Multinational Company ◽  
A Company

Currently, the challenge for researchers and managers in the area of knowledge management is to study methods and models that promote and facilitate the acquisition, retention, distribution and utilization of knowledge by individuals and groups of organizations. The main objective of this paper is to analyze how a company that operates in multi-site service sector is organized internally in order to retain the acquired knowledge. The research strategy used is the simple case study, applied in a large multinational company. The findings points out that the service providing organizations should focus their knowledge retention process in a specific department toward this goal. This department has the task of identifying and registering the best practices and learned lessons among all the employees working on different clients in databases, in addition, to promote the integration of these employees in order to promote the distribution of tacit knowledge.

Knowledge Transfer in Offshore Outsourcing

2011 ◽  
Vol 19 (2) ◽  
pp. 27-44 ◽  
Author(s):  
Nguyen Thu Huong ◽  
Umemoto Katsuhiro ◽  
Dam Hieu Chi
Keyword(s):  
Knowledge Transfer ◽  
Transfer Process ◽  
Service Providers ◽  
Offshore Outsourcing ◽  
System Engineer ◽  
The Relationship ◽  
Initial Results ◽  
Willingness To Cooperate

This paper discusses the knowledge transfer process in offshore outsourcing. The focus is a case study of software offshore outsourcing from Japan to Vietnam. Initial results confirm that willingness to cooperate and good impressions facilitate the knowledge transfer process. In addition, communication barriers, cultural differences, lack of equivalence in individual competence, and lack of common rules slow down the transfer process. The study also identifies the Bridge System Engineer (Bridge SE)-a type of coordinator who mediates and enhances the relationship between Japanese clients and Vietnamese service providers. Employing a Bridge SE is an effective way to fill the communication gap, the cultural gap, and generally improve the business relationship. Bridge SEs use their background of higher education and long-term residence in Japan to give advice to Vietnamese software teams on Japanese cultural characteristics, such as the apology culture and the separation between work and private time. In other situations, Bridge SEs use their IT background and communication skills to verify and adjust communication contents before information is sent from one side to another.

Sign in / Sign up

Export Citation Format

Share Document