It is seen as a key performance indicator within business. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy1. Every business’s mission is making the customers as their first priority. In accordance to this, the business must fill or serve the satisfaction of their customers according to what preferences that the market is demanding for.
For an instance, if the business is in the food industry and the customers’ wants different variations of soup then, the management must look forward to create sumptuous dishes. Some business use different approach in leading their customers in the satisfactory stage like making special for their valued customer or raffle promo or making a sale for some products, anything that will catch the customers’ attention and at the end bringing the profit and customers’ trusts.
The business literally promotes their product with the use of their customer because if one customer felt great to their product or enjoyed the service, he/she will make it on the broadcast among with their friends. The value of customers in the business is very high thus; the business needs to find impressions to keep them coming back to their establishment. In the case of finding such market in the other country, is like finding a needle in a vast gassy meadow. It is hard when the business is new to the eye of the customers. It is hard when the business is not prepared in approaching the customers well.
It is hard when the business has many competitors in the area. The need for adjustment is highly acceptable. And because of these issues that surround the business industry, the proper guidance is highly appreciated. The Vodafone case can be a basis in catching the customer’s interest. The Vodafone Vodafone UK has more than 17 million customers and is part of the world’s largest mobile community. Vodafone’s leadership in mobile voice and data communications has continued, thanks largely to its focus on developing its brand and customer experience2.
In this big company, reaching the respect of the customers is not new to them. Most especially, the Vodafone is a technology-based business and the impact of acceptance is expectedly high. But even a good business like Vodafone still needs to assess their customers and answer every question of their customer. They also consider many opinions and suggestion coming from their customers so that, the evidence in the growing customer acceptance make their gross reach the highest every year. However, the challenge is still there in every kind of business. Customer’s Challenge
Vodafone is constantly looking for new ways to drive interaction and enhance the service that we offer to our customers, while at the same time making the life of our people simpler and more rewarding. However, Vodafone recognized that it was not differentiating the needs of its in-store customers or allocating store employees according to their areas of expertise. This meant waiting times could be lengthy and the level of service provided varied on the store employee’s area of expertise. So, Vodafone introduced a re-branding program aimed at improving the customer journey in store, as well as differentiating Vodafone from its competitors.
Based on the macro planning principles of “Organize me, Engage me”, the key components of the refit included greater automation in-store, the option for self-service through kiosks, and footfall counters to track the volume of customers in-store and optimize the customer flow. Benefits to the Customer • Improve the customer experience – customers now have more time to browse the store and choose how to purchase, so everyone benefits from faster and more efficient service, in a more relaxed atmosphere. This has led to a considerable uplift in customer satisfaction. Increase performance – optimized stores outperform other stores. Average contract volumes have increased with average upgrade volumes also increasing. Minimize business disruption – systems availability is enhanced, with a substantial reduction in support calls and improvement in first time fixes, increasing sales opportunities. Maximize profit margins – self-service significantly reduces the cost of sale especially amongst core pre-pay customers. Enhance productivity – automation of commodity purchases enables faster transaction times and frees up resources to help other customers.
The number of customers leaving stores without seeing an advisor is also declining. Reduce support costs – tailoring services and removing duplicate effort and resources has cut costs, while increasing the overall level of support. Optimize resource deployment – increased management information, such as customer numbers, waiting times and sales conversion figures, is helping to track and measure the customer experience in-store and enable staffing roles to be prepared to reflect store and customer requirements.
The Business Case for Measuring Impacts The nature of multinational business is complex, shaped by globalization and rapid socio-economic and political change. Sustainability issues are increasingly contributing to this complexity, not least climate change, resource constraints, endemic poverty and ecosystem degradation.
Committing to create a more sustainable and inclusive form of globalization and the following are the key objectives:
Develop a deeper understanding of how global issues such as poverty, the environment, demographic change and globalization affect individual companies and sectors;
Use the understanding of these issues to search for more inclusive business solutions that help to address the issues at both a local and global scale;
Align core business strategies with the solutions identified;
Incorporate long-term measures into the definition of success, targeting profitability that is sustainable and supported by a responsible record in managing social, environmental and employment matters.
The Business in Developing Countries Companies recognize the risks and opportunities their operations face in developing countries and the important role they play in influencing change.
They rely on transparent legal systems, access to markets and infrastructure services, social stability, healthy and skilled employees and suppliers, as well as consumers willing and able to purchase their products and services. While these conditions are critical for business growth and success, the benefits resulting from the presence of multinational business and the associated in-flows of capital may not reach all sectors of society. The consequence can be a thriving middle and upper class while the low-income segment gets left behind. This can lead to strained relations between business and the communities associated with their activities, increased scrutiny from civil society organizations and greater levels of political pressure from local and national governments, all of which can increase commercial risks for investors3.
The importance of customer in one business can affect the operation of a multinational company most especially in the developing countries. The success of a multinational company can make an additional growth in their own economy. Getting the heart of the customers are essential to keep the business moving. Although there are many factors that can affect a business that is new in the face of the foreign country, the main strategy that the study can add is to look for a customer that has a same nationality of the business. For example, the American business is new to Japan, therefore, the business should target their very own race first before entering the Japanese culture and became part of their life.
Gitman, L; & McDaniel, C., (2005). The Future of Business: The Essentials. Mason, Ohio: South-Western. ISBN 0324320280.
Vodafone Case in Customer Satisfaction (n.d.). [Online] Available at: http://www.fujitsu.com/uk/casestudies/fs_vodafone-customersatisfaction.html [Accessed 14 Aug 2009].
Impact: Beyond the Bottom Line (2008). WBCBD. [Online] Available at: http://www.wbcsd.org/web/projects/sl/MIbeyondthebottomline.pdf [Accessed 14 Aug 2009].