THE IDENTIFICATION OF THE CUSTOMERS REQUIREMENTS IN THE KNOWLEDGE-BASED ORGANISATION

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1 1st International Conference on Quality and Innovation in Engineering and Management 17th 19th of March, Cluj-Napoca, Romania THE IDENTIFICATION OF THE CUSTOMERS REQUIREMENTS IN THE KNOWLEDGE-BASED ORGANISATION Țîțu, Mihail 1, Oprean, Constantin 2 and Grecu Daniel 3 1 Lucian Blaga University of Sibiu, mihail.titu@ulbsibiu.ro 2 Lucian Blaga University of Sibiu, rector@ulbsibiu.ro 3 Autoklass Sibiu, daniel.grecu@autoklass.ro ABSTRACT: Both the car production and car service industries lay a major importance on the analysis of the concepts specific for the assurance of their customers satisfaction. The alert rhythm of the technological development, the fast enhancement of the commercial exchanges, the revival of national and international cooperation in various fields lead to the necessity for the service providers within the car industry to arrange for special partnerships with their customers, which should be based on clearly defined rules and mutual respect of the partners. Starting from the indicators that measure the customers satisfaction, the current study provides a practical application of the concept of customers satisfaction. Nowadays, at a time when car sales no longer bring about spectacular incomes, as they used to back in 2007 or Therefore the interest of the shareholders has moved to the activity of servicing. 1. INTRODUCTION The permanent identification and re-identification of the customers requirements within the current economic context is the key to success within the organizations that have implemented a system of quality management. Within every organisation, the system of quality management should provide the redefinition of the policy of quality in connection with the vision and mission of the knowledge-based organisation. It is today more than ever that the most performing organisations are being differentiated. The winners of this competition are those organisations that have been customer focused both in times of exponential economical expansion and in times of economical and social crisis. These organisations manage efficiently the relationship with their customers, provide and focus on the customers satisfaction, an element which lies at the basis of the progress of organisations. The current study has managed to identify and reveal the indicators and their evolution which should be permanently monitored by the organisation, providing the support for the definition and update of the forms used to get feedback from the customers. The analyses that have been done so far by means of methods of statistic control have revealed the major importance of the assurance of customer satisfaction, in connection with the assurance of car quality, and the interdependence of the two concepts. The methods used to deal with the customers satisfaction have been analysed accordingly to the monitoring means specific for the organisation. The study provides a detailed analysis of the level of satisfaction corresponding to the customers of a car service provider. The method used to identify the level of the customers satisfaction was the direct phone questioning of the customers after they had picked their car from the service shop. In order to avoid asking a large number of questions to a customer, the organisation selected four directions for the survey, which led to a number of four questions meant to render the level of the customers satisfaction in terms of: o the attitude of the staff towards the customers; o the quality of the operations; o the deadline of service procedures; o the perception of the price compared to the reparations. PRICE LEVEL STAFF ATTITUDE INDICATORS OF CUSTOMERS SATISFACTION DEADLINES Figure 1. Indicators for customers satisfaction WORK QUALITY The report of scientific research has revealed extremely important data for the organisation in terms of the data base afferent to the customers of the organisation. It was a good occasion to notice that part of the contact information had not been correctly recorded which made the contact to some customers impossible. The implementation of the system of quality management leads to an organised work background where the process of managing the relationships with the customers, meant to increase the level of performance corresponding to the customers satisfaction, plays a major part.

2 This is the way to create an internal climate proper to the differentiation of the organisation within the particular market of service providers in the car industry. 2. GENERAL CONSIDERATIONS The scientific paper deals with a current topic, namely the assurance of the customers satisfaction starting from the correct management of the feedback received by the knowledge-based organisation that has implemented a system of quality management. The aim of the current study is to identify the measures that must be taken within the knowledge-based organisation so that the strategic objectives that mark the orientation of the organisation towards the partnership with the customers should be achieved and even overcome. Thus, the level of the customers satisfaction achieved by the organisation provides the transformation of the customer into a captive customer, who is addicted to the services and produces provided by the organisation. Due to the cognitive dissonance, the manner in which we relate, as individuals, to unique situations that permanently occur, may sometimes be totally different. It is extremely important that the manner in which we sometimes behave may sometimes be wrongly perceived by the customer. Although the internal communication is of major importance to the successful management of the relationships with the customers, the performance level of the organisation is highly influenced by the external communication, by the communication with the external customers. In terms of the external communication, both the person who sends the message (sender) and the person who receives the message (receiver) are equal partners who act accordingly to the partnership between the organisation and the customer. Any communication deficiency within the organisation will reveal the fact that it is possible that the quality level of the services should not be as the customers expect, which will definitely change the customer s perception of the organisation. 3. CASE STUDY THE ANALYSIS OF THE STRUCTURE The monitoring of the level of the customers satisfaction within the After-Sale Services Department has been done by means of the direct observation and analysis of the data base that has been completed by telephone conversation with the customers after they bought products or services, according to standard questionnaires. These methods were selected accordingly to the fact that the research team had both the training and the experience necessary to notice the basic sources of the customers dissatisfaction and, at the same time, the nonconformities occurring during the processes, which provided the quality of the data. This was also possible due to a preliminary training of the call-centre operators. In addition to that, the team used different other techniques, such as the brainstorming and the technique of the five Why questions. The scientific research shows that the result of a superficial analysis induces a feeling of self-satisfaction of the members of an organisation whereas reality generates a feeling of dissatisfaction on the part of the customers. These effects are difficult to eliminate and negatively influence the image of the organisation on the market. Thus, the permanent analysis of the level of the customers satisfaction plays a major part in the identification, control, solving and last, but not least prevention of problems. The questioning method consists of a telephonic survey within a time lap of 3 to 5 days after the date when the customer paid for the services provided by the organisation. The feed-back received after using the questionnaire in Table 1 was electronically systematized. Table 1. Customer Contact Data Service Feedback Questionnaire service - call center Nota (1-5) Was the staff in the service department polite to you? Are you satisfied with the quality of the operations that have been done? How do you appreciate the expedience and deadline observance? Do you believe that the final price corresponds to the quality level of the operations The analysis of the level of the customers satisfaction regarding the manner in which the services provided by our organisation correspond to the customers requirements was realised between January and June, All the customers who granted less than 5 marks to each of the four specific indicators attitude, quality, time, price were considered to be unsatisfied customers. Table 2 presents the monitoring of the data afferent to the feedback received at the end of the telephonic contact with the customers who required our services within the time lap mentioned above. We revealed both the number of registrations and the share of each sample within the total number of records. Table 2. Customer Contact Details Feedback details Number of records Share Total number of contacts to make % Incorrect records % Relevant contacts % Irrelevant contacts % Number of satisfied customers % Number of dissatisfied customers % If we analyse the graphical representation in Figure 1, we can notice the exceedingly high share (51%) of the irrelevant contacts.

3 satisfied with our services, but 22% of these customers had at least one reason of dissatisfaction regarding the four indicators. A share of 22% of dissatisfied customers is not a satisfying result. Therefore, the organisation must immediately apply a plan of measures to lead to the decrease of the number of the dissatisfied customers. In Figure 4. we represent graphically the categories of causes that generate the customers dissatisfaction. The first place is taken by the price 248 complaints, and the second, by the waiting time 214 complaints. Figure 2. Analysis of feedback on customer contacts This type of contact was generated by situations in which the customer did not answer the phone, did not want to send the feedback, mentioned that he/she did not want to be disturbed, the information recorded by the call-centre operator did not indicate the level of satisfaction (for instance, the customer s car was in service). According to the data in Table 3, a share of 22% of a total number of 1923 relevant contacts represents the number of incorrect records. Table 3. Analysis of relevant contacts Feedback details Number of records Share Relevant contacts % Number of satisfied customers % Number of dissatisfied % customers Incorrect records % This situation is generated by the service advisers who define incorrectly the customers in the data base which makes the customer contact impossible. The management of the organisation should urgently decide their correction. Figure 3 is the graphical representation of the level of the customers satisfaction alongside with the number of the incorrect records. Figure 4. Categories of causes of customers dissatisfaction The third place is taken by the quality of the work performed 181 complaints, followed by the staff s attitude 90 complaints. We must mention that the indicator regarding the waiting time includes the delay of the interventions and the lack of deadline observance. In Figure 5. we represent graphically the number of complaints regarding a single indicator. Figure 3. Analiză feedback contactare clienţi We can notice that, within the total number of the relevant contacts, only 56% of the questioned customers were completely Figure 5. Customers dissatisfied with single criterion A number of 114 customers were dissatisfied by the price, 61 customers, by the waiting time, 57 customers, by the quality of the work performed, and 13 customers, by the attitude of the staff. In Figure 6. we represent graphically the number of complaints regarding each service workshop which refer to a single indicator.

4 Figure 6. Analysis of complaints to service workshops The largest number of complaints were recorded as follow: indicator personal attitude LKW workshop (6); indicator quality of the work performed - PKW workshop (24); indicator the waiting time - PKW workshop (31); indicator the price - PKW workshop (46). In Figure 7. we represent graphically the total number of complaints afferent to each workshop according to the selected indicators. the service adviser did not require additional information from the customer regarding other problems than the ones previously mentioned; the service adviser did not review the works to be performed including the ones that the appointment had been made for; the service adviser did not communicate the estimated price to the customer; the service adviser did not permanently communicate with the customer about information related to the evolution of the reparation and the causes of the delay of the intervention; the service adviser did not shake hands with the customer when the customer picked up his car; the service adviser omitted presenting the special offers for customers within the after-sale service department; the service adviser did not provide the customer with an exchange car during the time lap when the car is in workshop. The members of the organisation must assure the quality of all the processes and actions (Figure 8.) that take place within the organisation, which makes possible the assurance of the evolution of the organisation and the differentiation towards the other competitors. meetings with customers appointments reception collecting and analysing feedback services car introduction to workshop Figure 7. Dissatisfied customers The largest number of complaints was recorded as follow: indicator personal attitude PKW workshop (49); indicator quality of the work performed PKW workshop (79); indicator the waiting time PKW workshop (107); indicator the price PKW workshop (123). The least complaints were recorded as follow: indicator personal attitude - TV workshop (18); indicator quality of the work performed TV workshop (48); indicator waiting time LKW workshop (44); indicator price TV workshop (50). Some of the nonconformities revealed by the current study concerning the activities that involve the direct relationship with the customers are presented below: car delivery invoicing final control Figure 8. Assurance of process quality repairs It is obvious that everything is important for the customers starting with creating the feeling of joy and trust for the customer form the moment when the appointment is made, going on with the smile of the receptionist when he meets the customer and ending with greeting the customer after the car is delivered. 4. CONCLUSIONS A major part in the activity of managing the relationship with the customers is played by the loyal customers, who choose to stand by the organisation using the products and services provided by the organisation. The efficient management of the relationship with the loyal customers, the real partners of the organisation,

5 leads to a substantial gain if we compare it with the customers who are not bound to the organisation. The partners of the organisation must feel comfortable every time they relate to the organisation. Although it is believed that most of the customers are attracted by means of advertisements, the studies have revealed that only 25% of the customers buy goods or services after they read an advertisement or they listen to one on the radio or they watch one on the television. On the other hand, 75% of the customers buy goods or services after they get a recommendation from somebody close to them (relatives, friends, acquaintances) and value their feedback based on their previous experience. Therefore, one of the main measures to implement is the use of loyalty programmes that make the customers feel truly special and important. The car service providers that do not pay enough attention to the relationship with their customers will not be able to survive for a long time. When they do, this happens due to the low competitiveness in certain fields. Customers believe it is extremely important that all interventions should be ended as fast as possible, without mistakes or omissions from dealing with the nonconformities they noticed. If the customer needs to bring the car back to the workshop to solve the same problem, he will be dissatisfied. In this case, the relationship with the client can only be saved by an excellent level of communication. A customer-oriented organisation is able to predict the future behaviour of the customers an, therefore, to satisfy their necessities and expectations. The organisations that know what is valuable for the customers, collect and analyse the data and information related to the customers, approach methodologies corresponding to the customers requirements, will be able to develop long-term relationships with their customers, which provide benefits to both parts. The concern towards the customers of an organisation is a concept that involves specific actions to satisfy the customers and to turn them into loyal customers who regularly return with new requests. The customers satisfaction is a priority and it has become a condition for the seller to survive, focusing on quality and the provision of high quality services. Each employee and the whole team are responsible for the assurance of the services provided to customers. It is not exclusively the responsibility of the ones who relate directly with the customer. In order to manage correctly and successfully the situations generated by the customers complaints, the employees who discuss with the customers must have deep knowledge of communicating techniques. 5. REFERENCES 1. Oprean, C., Țîțu, M. Managementul calității în economia și organizația bazate pe cunoștințe, Editura AGIR, București, (2008). 2. Oprean, C., Țîțu, M., Bucur, V. Managementul global al organizației, Editura AGIR, București, (2011). 3. Oprean, C., Ţîţu, M., Grecu, D., Oprean, Camelia, The Importance of Insuring Document Quality during the Process of Motor Vehicle Repair, Hong Kong 2011, IMECS (2011). 4. Oprean, C., Ţîţu, M., Grecu, D., Studies and Research on the Possibility of Cost Reduction within the Knowledge-based Organizations in the European Car Industry, Hong Kong 2011, IMECS, (2011). 5. Oprean, C., Ţîţu, M., Grecu, D., The management of the quality of internal communication in a knowledge-based organization, Alexandropolis, Grecia, (2011). 6. Oprean, C., Ţîţu, M., Grecu, D., Politici şi mecanisme instituţionale în domeniul Calităţii. Curs Universitar, UTCN, Cluj-Napoca, (2011). 7. Ţîţu, M., Oprean, C., Grecu, D., Communication in External Customer s Relations within Organisations that have implemented a Quality Management System, Hong Kong 2011, IMECS 2011, (2011). 8. Ţîţu, M., Oprean, C., Grecu, D., Tanasescu Cristina, Life after Graduation: The Role of Hiring Graduates and Follow up Systems for the Continuous Development of Education Plans and for Improving Quality in the Higher Education, Hong Kong 2011, IMECS, (2011). 9. Ţîţu, M., Oprean, C., Grecu, D., Managing the Activity of the After Sales Departments in an Organisation Which Has Implemented a System of Quality Management, Alexandropolis, Grecia, (2011). 10. Ţîţu, M., Oprean, C., Grecu, D., Communication Techniques Meant to Ensure Clients Satisfaction in the Knowledgebased Organisations Which Have Implemented a Quality Management Systems, Neum, B&H, (2011).