Customer Service and Satisfaction: Leadership Roles Analysis

This report delves into the critical aspects of customer service and satisfaction within a garage setting, analyzing the roles of various managers including sales, marketing, operations, and accounting. It emphasizes the importance of customer focus, good leadership, employee involvement, and a process-oriented approach to quality management. The report examines how each manager can contribute to customer satisfaction through strategies such as training, incentives, open communication, and performance monitoring. It also explores the application of a management system approach and the need for continual improvement, factual decision-making, and strong supplier relationships. The report highlights the strengths and weaknesses of different managerial roles and provides insights into how to enhance customer experience through effective leadership and strategic implementation.

Running head: CUSTOMER SERVICE AND SATISFACTION
Customer Service and Satisfaction
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A. Customer focus
Sales manager is responsible for managing the sales to the customers. The garage will
invest in training the sales managers to gather the feedback of the customers at the time of
sales of spare parts. This will help to identify the gap areas and overcoming them will
increase the customer satisfaction level (Yu, Zhang and Xu 2013).
Marketing manager should involve in the determining the customer needs and
requirements effectively and offer the products accordingly. This will ensure that the service
delivery process will meet the expectations of the customers.
It is the responsibility of the operation manager to manage the coordination among the
deportments in the garage and ensure the seamless flow of information between the internal
stakeholders (Macaulay 2018). In addition, the operation manager should invest in
developing the infrastructure for the internal stakeholders, which will further help in
enhancing the service delivery process in the garage.
Accounting managers should be responsible for proper allocation of fund in different
organizational activities in garage. In addition, he should invest in training and development
program of the front line employees in order to enhance the effectiveness of the service
delivery process. This will in turn enhance the customer experience with the garage.
B. Good leadership
Sales managers encourage the employees by providing the provision for earning
incentives. This can be related with the concept of pay for performance. Thus, the more will
be the effectiveness of the employees, the more will be the sales conversion for them, which
will help them to earn more incentives. The employees will be more motivated in enhancing
their quality of service (Moncrief, Marshall and Rudd 2015).

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It is the responsibility of the marketing managers to train and aware the employees
about the importance of enhancing their quality of services. They should be communicated
about the fact that their effectiveness in gathering customer data would help in enhancing the
satisfaction level of the customers. Thus the employees will be motivated by being aware
about the importance of their contribution in the organizational excellence of the garage.
Operation manager should train the employees in regards to the change in the market
and business requirement. This is due to the reason that if the employees are trained enough
to deal with the changing business scenario of after sales service, then they will face less
challenges in providing service to the customers and it will make them more motivated
(Schetzsle and Drollinger 2014).
Accounting manager should have the responsibility of the financial increment for the
employees. This is due to the reason that money is one of the key factors for motivating the
employees. Thus, if the accounting manager allocate fund for employee increment, then the
employees will be more encouraged in providing effective service to customers.
C. Involvement of people
Sales manager should be effective enough in involving all the subordinates in the
decision making process. This will ensure that all the employees will be able to share their
opinions and communication channel will be more open in place.
Marketing manager should be more focused in maintaining the communication
between the internal and external stakeholders by means of open community forum mainly
through the online channels. This will help both the internal and external stakeholders to
engage in a two-way communication process.

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Operation manager should involve in managing the communication between
department heads and supervisors. If the managers can be involved in a single
communication channel, then it will further motivate them to involve their subordinate also,
which will help in having open communication channel (Guesalaga 2016).
Accounting manager is responsible to identify the most cost effective communication
channel available and promote them in the garage. This will ensure the implementation of
communication channel in lowest cost possible.
D. Process approach to quality management
Sales manager is responsible for monitoring the performance and work attitude of the
employees by having weekly report. This will enable him to keep the track and identify any
gap areas and overcoming them.
Marketing manager provides specific targets to the employees and have periodical
report for comparing the actual performance of the employees with the desired outcome from
them. This will help to identify the deviation in the work process of the employees and
overcoming them (DeCarlo, Roy and Barone 2015).
Operation manager should keep targets with all the department heads, which should
be fulfilled by them. In addition, operation manager should also involve all the managers
through meetings in order to identify the issues, which should be overcome.
Accounting manager should ensure that internal stakeholders are being paid in
accordance to their performance. Thus, if the stakeholders are being paid less for deviation in
their work, then they will be disciplined and focused in their respective work.
E. Management system approach

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Sales manager: The sales manager of the garage could sent an email or directly call the client
to communicate with the clients, though it is true that sales manager do not get involved in
direct communication with the clients. Rather the sales manager communicates with the sales
team in an open platform who communicates with the clients through customers’ services and
respond to their queries.
Marketing manager: The marketing manager controls the entire process of communication
between the business and its clients. The internal teams within the garage are formed by the
manager to manage transfer of messages and information from the business to its clients
through various media channels (Goetsch and Davis 2014).
Operation manager: The operations manager of the garage monitors the responses of clients
and communicates the customer related issues with the operations team and undertake a
suitable approach to resolve the issues.
Accounting manager: The accounting manager communicates with the accounting team and
identifies the current business processes and then standardises them to customise any changes
needed to respond to queries of clients easily and manage standardisation of the garage
furthermore.
F. Continual improvement:
Sales manager: Strengths include understanding their needs and expectations properly, based
on which, products of the garage will be delivered. Weaknesses could be ignorance by clients
related to the issues faced by them due to poor quality service provided by the garage.
Marketing manager: As a Marketing manager appointed within the garage, I feel that digital
marketing techniques have opened up new ways to communicate with clients and understand
what they actually need, though sometimes the responses provided by them during surveys
are biased, which is a major weakness.

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Operation manager: The operations manager must train the operations team of the garage to
interact with the clients properly and listen to their queries attentively, which could facilitate
improvement of customers’ services (Servaes and Tamayo 2013). The weakness is lack of
skills and knowledge, which may create complexities in training the operations team,
furthermore lead to poor business performance.
Accounting manager- The accounting manager must show the financial status of the company
and allow the team members to interact with clients and fulfil their needs for influencing their
buying behaviours and experience better sales within the garage. The weakness is that the
customers’ service department might not be knowledgeable about the accounting procedures
and financial statements properly, which could create inaccurate data regarding sales.
G. Factual approach to decision making
Sales manager: The sales manager must include information about the product purchased by
the client and understand the client’s query. The sale manager must not discuss information
about sales with the client, rather make some decisions based on which the client’s query
associated with the products and services offered by the garage could be resolved.
Marketing manager: As the marketing manager is directly not involved in interaction with
client, so the internal marketing team must be provided with and marketing strategies and
also new media channels required to market the product more effectively. The information
could include market assessment, identifying needs of clients, etc. The information that
should be missed out include budgetary plans of the garage.
Operation manager: The operations manager include information like materials, technology
used and channel used to respond to clients. He monitors the information provided by the
operations team about the issues related to the products and services (Zhang et al. 2014). The

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information not to be included are demand forecasting information and budgetary
implications.
Accounting manager: The AM could respond to the customers by making changes to the
operations for reducing the costs incurred while other information should include adopting
cost leadership strategies within the garage to reduce the cost of products to meet clients’
expectations.
H. Supplier relationships
Sales manager: As a sales manager, I have always looked at the ongoing sales and even
forecasted about the sales to be achieved in the upcoming months. So, it is my responsibility
to ensure that the suppliers are kept contact with closely to develop trust on the business and
influence them to supply products of the garage on time.
Marketing manager: Being a marketing manager, I have always tried to market the products
properly and thus suppliers are considered as one of the most important business
stakeholders. Multiple third party suppliers are assessed by me so that abundant supply of
resources is possible in case one of the third party or suppliers is not available.
Operation manager: An OM should manage relationships with key operations vendor and
create the best working environment where he suppliers can work happily and get paid
sufficiently for what they have supplied to the garage (Sambasivan et al. 2013).
Accounting manager: As an AM, I manage the financial status by implementing systems to
collect, analyse and verify relevant financial data and information related to the sales and
profit achieved by the company. Thus, I will check the financial statements properly and look
whether the sales meet the demands in the market or not, which is dependent on the supplies
made by suppliers of the garage.

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