Mgt 521 - Vacations in Paradise

Vacations in Paradise

MGT/521

April 13, 2015

Bill Beattie

Vacation in Paradise

Vacation Paradise is an up and coming provider of products and services to the travel and leisure industry.  Though we are a fairly new company, we are currently ranked 5th in the timeshare marketplace and resort developers nationally. We attribute much of our success to our product and impeccable customer service.  Our call center leads the way for our marketing and sales numbers. The Customer Service managers take regular retreats to ensure that an operable “organizational structure [is] created to facilitate efficient achievement of [sales and customer/owner] goals” (Management, 11th ed., 2003-2012).  They strive to ensure that activities are completed and accomplished in a way that leads to successful service to our potential and current owners. Along with evaluating employees by our personal standards, we use a three-step process measuring performance, comparing our standards to those of our competitors, and using action when needed to address inadequacies within the department (Management, 11th ed., 2003-2012).  

Internal Performance

We monitor the internal performances of our call center employees, specifically the Customer Service Representatives or CSRs. By monitoring the CSRs, we can use certain control measures to determine if our employees are being productive and using company time efficiently and effectively. Once the CSR clocks in for the day, they sign into our digital phone system using their personally assigned five-digit alphanumeric code. The phone system will calculate all incoming and outgoing calls. Each CSR is required to have at least 60 calls per day. The employees are aware that all calls are on record, and subject to monitoring at any time. Random calls are pulled and monitored to check for efficiency, effectiveness, and productivity. Monthly meetings are scheduled with each of our CSRs to discuss their status. We will also consider where they are, where they need to be for improvement or promotion, and how to make it happen

Quality of Service

We measure the quality of employee's service through the feedback from customers interested in timeshares through our company. We assign every employee a five-digit alphanumeric code that is linked digitally to every phone call, survey and purchase made. Our organization emails a post-purchase survey to the customer as part of the rental/purchase agreement. Each call, a greeting alerts the customer to be aware that the conversation may be recorded or monitored for quality of service and a post-call survey.

Each call center employee will have a minimum three calls followed/recorded per shift, with one during the first hour of assigned shift. The post-call survey is conducted with a customer specialist and measures the call center employee's interaction with the customer, from the initial greeting to an offer of a follow-up call. A debriefing of all calls and surveys is part of the following day's pre-shift team meeting. Any negative received are subject to one on one sessions to discuss the matters further. The post-purchase survey is more detailed and includes questions on the employee's knowledge of properties offered, amenities, payment options and the reasoning why the customer would benefit from buying/renting a timeshare from our company.