Brixia Case Study: Customer Satisfaction Analysis and Action Proposals

This case study examines Brixia, a provider of travel insurance, roadside assistance, and domestic assistance, and their efforts to understand and improve customer satisfaction. The company identified four critical success factors: 24/7/365 worldwide assistance, the human face of insurance, access to a global network of distributors, and convenience. The analysis revealed gaps between planned, desired, and perceived levels of performance across these factors. Sub-gap analysis highlighted deficiencies in design for the 24/7 service and compatibility for the human face aspect, while global network access had perception issues. Recommendations include improved customer interaction, better employee training to align perceptions with customer desires, and a robust feedback system for continuous improvement. The study emphasizes the importance of understanding customer needs and incorporating them into service design and delivery to enhance overall satisfaction.

1. Identifying what are the priorities in terms of customers satisfaction gaps and what are
the specific causes of such gaps with the sub gap analysis.
The company Brixia is a company who provides a range of services. The kind of services they
provide their customers are travel insurance, roadside assistance and domestic assistance
throughout the world. They have a network of Agents and offices to provide these kinds of
services.
As it is a service sector and to them customer satisfaction is the main motto. Therefore, the
company had decided to understand the current position relating to customer satisfaction factors
(Cao et al., 2015). The company thus did an analysis on the critical successful factors relating to
the business they were involved in. The factors accounted to be four. They were:
 24/7/365 worldwide assistance: This comprised of a service which included help in
numerous languages. The assistance was available at any point of time, any day and for
the whole year.
 Another factor was the human face of insurance: This step was taken in order to
understand the customers’ wellbeing and assist them at any point of time. They had
assistance coordinators to whom the customers were supposed to call and they would
assist in different kinds of situations. On phone call from the customers would activate
the relevant network specialist related to the particular kind of problem the customer is
facing.
 A wide range of access to network of distributors and convenience throughout the
world: They had a network of distributors over 200 countries all over the world and they
helped in the particular language as well. The company also assisted the customers in
such a way that the customers saved their time and energy and therefore the frustration
mitigated.
The customer satisfaction gap as analyzed are on 5 factors. The customers had a desired kind of
service that they had expected from the company end. But the end result came to be something
different. The managers did not understand the basic requirement of the clients and thus the
desired levels on the 4 factors mismatched with that of the expected. Managers planned a gap of
0.63 in 24/7/365 factor but the desired was around 0.78, on top of that according to the

employees the numbers were 0.84. Thus, it is clear that the employees gave a fake number in
comparison to the actual number. Again, in the factor “human face” managers planned a
number of 1.05 but the desired was a number of 1.50, which is a huge difference than that of the
thought. Global network was 1.13 according to the managers but the desired was 1.25. This
means that the desired was not as much needed as the managers had foretold.
In sub gap analysis it is evident that the design factor lacked in 24/7/365 “service” while in
human face the compatibility factor lacked the most. On the other hand, the factor global
network had the least perception amongst the clients.
From the analysis it is clear that in customer satisfaction gap, the managers planned good but
the desired was a little higher than that of the planned. Again, there was a mismatch in the
numbers of what the clients desired and what the employees instructed. Again, in the sub gap
analysis it is found that for compatibility factor human face lacked the most, for design factor
24/7/365 lacked the most and global network had the least perception among the clients.
2. Based on the results of the analysis. Please provide some proposals of actions to be taken
in order to improve customer satisfaction for Brixia.
As this is a sector which is based on customer satisfaction the foremost thing in mind has to be
kept is that the customers have a view on every factor the company deals with. The customer
understands best about the requirements for a better service. Therefore, the utmost need is to
evaluate the current condition of the company. The managers should have a word with individual
customers in order to understand the requirements that need to be improved for being the best in
service sector (Hill & Alexander, 2017). Then the planning should be made after the interactions.
The design and compatibility should be so that the service is client friendly and perceived well.
Also, proper marketing for the service is also required. Until and unless the customers are aware
of the relevant factors they would not cooperate with the employees and thus the company would
suffer a loss.
After the interactions with the clients the managers should plan properly keeping in mind the
highest priority of the customers. Then the desired can be met. Again, as seen in the gap analysis
that the employees gave a different number with that the customer had desired. Thus, it is
important to the employees to understand the value of the same and then propose a value for the

same. In the factor human face and global network, the clients desired much more than that the
employees had instructed. Thus, the values are different.
This means that the employees should understand the customers first. The company should train
the employees well. The employees should be capable of understanding the clients’ perspective
and then propose a service for the customer (Sánchez-Gordón & O’Connor, 2016).
It is seen that among the value gaps the design gap was huge. Therefore, before designing the
proper service the company delegates should consult the base level employees who interact with
the customers more. If the design is in accordance with the customers want, the plan would be a
success. The managers should construct a proper system for the feedback which the company
can use for planning and design purposes (Hill & Brierley, 2017). The employees also can use
the same for a better interaction with the clients.
Rapport building may also change things for the company. The more the customers are in
contact, they are comfortable in stating the issue that hinder in regard with the service. This will
be helpful as this may incorporate the changes as required by the particular customer from time
to time.

References
Cao, J., Cao, X., Zhang, C., & Huang, X. (2015). The gaps in satisfaction with transit services
among BRT, metro, and bus riders: Evidence from Guangzhou. Journal of Transport and Land
Use, 9(3).
Hill, N., & Alexander, J. (2017). The handbook of customer satisfaction and loyalty
measurement. Routledge.
Hill, N., & Brierley, J. (2017). How to measure customer satisfaction. Routledge.
Sánchez-Gordón, M. L., & O’Connor, R. V. (2016). Understanding the gap between software
process practices and actual practice in very small companies. Software Quality Journal, 24(3),
549-570.