(Luận văn) poor customer relationship quality at company a

UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n lo ad ju y th Phan Thi Thanh Hieu yi pl n ua al va n POOR CUSTOMER RELATIONSHIP QUALITY AT COMPANY A ll fu oi m at nh z z ht vb MASTER OF BUSINESS ADMINISTRATION k jm om l.c gm n a Lu Ho Chi Minh City – Year 2019 n va y te re -1- UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to International School of Business ng hi ep w n lo ad ju y th Phan Thi Thanh Hieu yi pl n ua al n va POOR CUSTOMER RELATIONSHIP QUALITY AT COMPANY A ll fu oi m at nh z MASTER OF BUSINESS ADMINISTRATION z ht vb jm k SUPERVISOR: Assoc Prof Tran Ha Minh Quan om l.c gm n a Lu n va Ho Chi Minh City – Year 2019 y te re -2- TABLE OF CONTENTS t to ng hi ep Company background Symptom 2.1 A’s LTCs signed below the target in 2016, 2017 and 2018 2.2 The importance of the symptom 10 Problem identification 10 3.1 Potential problems 12 3.1.1 Customers diversify suppliers to reduce risks 12 3.1.2 Multiple strong competitors with good service 13 3.1.3 Customers feel not satisfied in business relationship with A 13 3.1.4 Constraint of state-owned company’s policy 14 3.1.5 Customers not trust in A, no commitment for future shipment 14 Problem validation 16 4.1 Main problem 19 4.2 Problem definition 19 4.3 Problem existence 20 4.4 Problem importance 20 Possible Causes 21 5.1 Poor service quality 21 5.2 Poor company’s reputation 21 5.3 Not long enough relationship 22 Cause Validation 22 6.1.1 Main cause 25 6.1.2 Main cause definition 25 6.1.3 Sub cause 27 SOLUTION 28 7.1 Alternative solutions 29 7.1.1 Train employees to strengthen customer-service perception and skills 29 7.1.2 Redesign A’s employee performance scale 30 7.1.3 Combine employees training and adjustment of the performance appraisal system 30 7.2 Solution selection 32 Action plan in organization 33 Supporting information 36 9.1 Methodology 36 9.2 Interview transcript 37 10 Appendix 51 Reference w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re -3- LIST OF TABLES t to ng hi ep w Table 1: A’s report about LTCs signed in 2016 Table 2: A’s report about LTCs signed in 2017 Table 3: A’s report about LTCs signed in 2018 Table 4: Participants in first interview in March 2019 11 Table 5: Participants in the second interview in March 2019 .17 Table 6: Participants in the third interview in April 2019 .22 Table 7: Participants in the fourth interview in March 2019 26 Table 8: Participants in the fifth interview in May 2019 .32 n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re -4- LIST OF FIGURES t to ng hi ep Figure 1: A’s total tons of LTCs over exploitation volume from 2016 to 2018 .9 Figure 2: COGS over revenue of A from 2016 to 2018 10 Figure 3: Initial cause-effect map 12 Figure 4: Topship following timeline 15 Figure 5: Namazie following timeline 15 Figure 6: Updated cause-effect map 16 w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re -5- Executive Summary Nowadays, the business environment has become more competitive and dynamic t to that requires every firm needs to create their own competitive advantage to win over ng hi their rivals, otherwise they are losers in the market One of the indispensable factors ep that they need to pay attention is the product and services The product serves w customers’ needs and the service presented during the exchange facilitates the product n lo to be delivered promptly and conveniently While there have been companies having ad deep awareness of the very complex marketplace and take actions, the others are y th struggling with their performance due to some reasons Specifically, to Vietnam ju yi natural rubber market, Company A ’s performance has encountered some issues during pl three recent years A’s results at signing long-term contracts (LTC) below the target of al n ua the parent company with the consequences of the increasingly growing percentage va between cost of goods sold (COGS) and revenue Realizing that this symptom existed n is an urgent warning to A, the author decided to discover whether A has made fu ll mistakes towards its usual practice Through interviews as well as the guideline of m oi scholar theories, A’s problem is identified as poor customer relationship quality with nh at the main cause is due to A’s poor service quality to customers Although they have z been loyal customers of A due to long working time, A has treated them without any z ht vb support and enthusiasm when having troubles To be more specific, A’s employees are jm not good at customer-service skills to satisfy customers, especially when they are most k difficult Moreover, the company’s performance scale is not realistic and imperfect gm enough for employees to become motivated and engaged in taking care of customers om l.c Therefore, it is suggested that the company should provide employees training sessions to perceive the important role of service quality and customers That’s also a good a Lu chance for employees to learn how to demonstrate professional customer-service skills n by step to recover its performance and regain customers’ trusts -6- y in any case The detail action plan finalizing the thesis contains what A should step te re updated for employees to feel that they are highly recognized for supporting customers n va to customers Moreover, the performance appraisal system is also recommended to be Company background Company A specializes in planting, tapping, processing and trading natural rubber A t to is located in Highlands region with the total area of natural rubber is over 9,000 The ng company is structured by shareholders assembly, board of directors, board of supervisors hi and functional departments/units, in which Import-Export department plays an important ep role to bring main source of revenue for the company The department is in charge of w ensuring the annual stable consumption by maintaining existing customers and seeking for n lo potentials to sell natural rubber Besides, there is also sub-divisions handling documents ad y th and logistics supports for shipments delivered Instead of producing all grades, Company ju A gains its competitive advantage over other rubber companies in Vietnam by yi concentrating on only specific grades including SVR 3L, SVR 10, SVR CV50/60 and SVR pl n ua al L with high quality to offer mostly international tire manufacturers and traders n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re -7- Symptom 2.1 A’s LTCs signed below the target in 2016, 2017 and 2018 t to To stabilize annual consumption, the parent company set target that every subsidiary ng has to achieve the total consumption output from long-term contracts (LTCs) by at least hi 50% of exploitation volume To comply with the parent company’s regulation, company ep A.’s goal in three recent years is to reach 70% tapping volume for LTCs signed However, w in the period of 2016-2018, Import-Export department did not fulfil their responsibility n lo when A fell short of that target Specifically, in the period of 2016-2018, the total amount ad y th of natural rubber that customers signed with A in the three years did not reach half of ju tapping output as shown in below tables: yi Table 1: A’s report about LTCs signed in 2016 pl n ua al n va ll fu oi m at nh Source: A’s Business report 2016 z Table 2: A’s report about LTCs signed in 2017 z ht vb k jm om l.c gm n a Lu Source: A’s Business report 2017 n va y te re -8- Table 3: A’s report about LTCs signed in 2018 t to ng hi ep w n Source: A’s Business report 2018 lo ad As the data given, it can be seen that the amount of natural rubber for LTCs y th below the target in 2016, 2017, 2018 which are 48.90%, 41.17% and 38.49% ju yi respectively and decreased when compared with the total tapping volume pl Figure 1: A’s total tons of LTCs over exploitation volume from 2016 to 2018 n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm Source: A’s Business report in 2016, 2017, 2018 n a Lu n va y te re -9- 2.2 The importance of the symptom From company report, the ratio between COGS and revenue increase year by year as t to illustrated below: ng Figure 2: COGS over revenue of A from 2016 to 2018 hi ep w n lo ad ju y th yi pl n ua al va n Source: A’s Business report 2016, 2017, 2018 fu ll The COGS over revenue of A has increased in years from 81.25% in 2016 to m oi 87.75% in 2018 When discovering deeply, the issue is that A’s inventory volume is nh at high due to unable to sell all finished goods or did not meet the target of signing long- z term contract with existing customers and developing new sales That the remaining z ht vb inventory turns low quality in next year, is counted in COGS in that next year as well jm as decrease in sales price in that next year Therefore, the company’s ratio of COGS k over revenue increase in the three recent years The existing symptom is an urgent gm warning to A that forces A take further steps to remedy its performance Otherwise, A om Problem identification l.c may suffer from loss in the near future a Lu From the symptom identified as above, I decided to take interviews with Import- n n y te re symptom Participants for the interview is illustrated as below: va Export department and customers to clarify whether there exist mistakes causing to the -10- especially during the last years We feel that we are not appreciated by A You know working long time already with A means that we have trusted in A for long So, why when t to troubles happened, they did not support us right when we need instead let us wait too long? ng Long-term relationship means nothing to them? Several first times we accept but nowadays hi the market is so competitive The supplier cannot treat long-term customers like A ep Therefore, our relationship is not better in recent years Our trust in A is losing gradually w We currently still purchase the same volume from A, because we are in the process of n lo inspecting other suppliers We may change to others when the inspection already done” ad y th A: Sintex complained that “Despite working with A quite long time and A products are ju reliable to our customers, we feel not satisfied with A While other suppliers are becoming yi stronger by enhancing their products, services and establishing strong relationship with us, pl ua al we think our relationship with A is not good as other suppliers Therefore, three recent n years, we have decreased our purchasing volume from A Besides, we think there are also n va some difficulties in state-owned company’s policy That of private company is more ll fu flexible, not strict as these subsidiaries For example, they offer us deferred L/C payment oi m while subsidiaries apply L/C at sight Deferred L/C gives us a period of time to prepare at LTC with A, no commitment in future” nh money to pay for shipment, so more comfortable to us Therefore, we are not sure to sign z z A: Tong Teik opined that “We think that due to A’s working style makes our relationship vb ht have been worse in recent years despite working together quite long To be honest, we are gm Interview potential customers k jm not satisfied with the way A business So, we decrease the purchasing volume from A” l.c Q: From the data given by A, it can be seen that A has followed Namazie and Topship a Lu LTCs Does it mean you have any reasons leading the decision? om long time already as well as sent sample products However, the company cannot sign n A: Namazie: We have not cooperated with A yet but sample shipments From the sample n va shipment, we can see that A product is quite good, exceeding required standards However, te re we think A service is not like that We think we can not trust in A for future shipment, so y we are not able to commit to buy A’s products We think of other suppliers A: Topship: To every new supplier, we require to send us sample products for us to examine the quality That is also a chance for two sides to cooperate with each other -41- However, the sample unluckily had trouble and we did not see the mutual support from A So, we think that we cannot trust A if we cooperate with A in the future shipments with the t to way A support us like that Therefore, we decided not to sign LTCs with A ng Second round of interview hi ep Aim Check whether potential problems guided by theories are presented in reality w Time Mar-19 Interviewer Phan Thi Thanh Hieu Mr A (Age:34) - Goodyear's Purchasing Representative Mr K (Age: 28) - Sintex's Purchasing Manager Interviewee Mr J (Age: 29) - TongTeik's Purchasing Representative Ms N (Age: 34) - Topship's Purchasing Manager Ms S (Age: 33) - Namazie's Purchasing Representative n lo ad ju y th yi pl al n ua Q: You guys said that the working time with A is quite long So, how long it has been? n va A: Good year: We have worked with A since 2008 after several rounds of strict inspection ll fu A is a member of the parent company which is dominating in Vietnam natural rubber oi m market about the total volume and quantity nh A: Sintex: We have worked with A since 2008, the same year with Good year at A: Tong Teik: year later the two above companies We started working with A in 2009, z z 10 years already jm trouble or just recently? ht vb Q: During that working time, are you guys usually dissatisfied with A when having k A: Goodyear: Actually, we had but at that time, looking at Vietnam market, A is a member gm l.c of the parent company dominating Vietnam natural rubber market, so A is strong at quality om products, large volume, can meet our requirements in which other outside suppliers cannot a Lu So, we seem acceptable However, A has not changed their working style specially the way n of treating long-term customer like us –we think our relationship not sustainable in case the n va market is increasingly competitive Recently, other suppliers in Vietnam are demonstrating extremely not satisfied with A Therefore, we need to look back that whether A’s still suitable and acceptable or not That’s why our relationship is not good as it was: No satisfaction in working leads to no commitment in future -42- y te re their good performance, making us feel appreciated, so when we work with A, we feel A: Sintex: Due to state-owned company’s policy, we feel not happy with some regulations that we think not competitive For example: They prefer L/C at sight than deferred L/C t to which make us more stressed about paying the money on time However, throughout the ng years, A’s quality and volume is good as the leader in Vietnam natural rubber market, so hi that difficulty seems nothing to us However, if you are in a relationship but you are not ep satisfied, so you want to continue? Of course, no Gradually we think we need to search w for other suppliers because the market nowadays includes lots of good suppliers in terms of n lo everything: service, product, quantity, etc We are not purchasing only from A so that ad y th decision does not cause us much difficulties Previously, A was one of suppliers that we ju chose to diversify our purchasing strategy in Vietnam market From we trust A to work in yi long time, now, A gain us no trust for future shipments pl ua al A: Tong Teik: From my perspective, A need to improve the way it treats customers We n feel that we are not empathized from A despite long time working As a customer, we want n va to work in the long-term with suppliers who offer quality product and especially great ll fu support because troubles are unavoidable Support makes the relationship strong and oi m sustainable We really stress when working with A while the other suppliers try to ease any at not change its perception nh problems to keep the relationship grow well That cannot sustain in the long term if A does z z vb k jm other suppliers? ht Q: From your sharing, can you guys evaluate A’s performance level compared to gm l.c A: Topship: To us, the first cooperation is very important A has chased us a long time om already but why just a few troubles change our mind about A – making us decide not sign a Lu LTC with A? We feel that we are not comfortable if working with A in the long term Feel n like A has no good impression in us because A let us know that A will consider the right n va and wrong rather than the relationship and outside suppliers A can offer us good quality products and they also can The important thing is that how to make customers feel satisfied for every shipment that A cannot achieve in the first shipment when trouble happens Long-term relationship is built -43- y te re A: Namazie: There are lots of good suppliers in Vietnam nowadays including subsidiaries from first good impression of cooperation from two sides When not satisfied in the sample products, we may look at other suppliers t to Third round of interview ng Aim Check whether A makes mistakes by guided causes from theories hi ep w Time Apr-19 Interviewer Phan Thi Thanh Hieu Mr A (Age:34) - Goodyear's Purchasing Representative Mr K (Age: 28) - Sintex's Purchasing Manager Mr J (Age: 29) - TongTeik's Purchasing Representative Ms N (Age: 34) - Topship's Purchasing Manager Interviewee Ms S (Age: 33) - Namazie's Purchasing Representative Mrs TNT (Age: 35) - Head of Import-Export Department Ms KN (Age:35) - Document Executive Ms LA (Age: 32) - Document Executive n lo ad ju y th yi pl n ua al n va Interview existing customers fu ll Q: Good year, can you share more detailed about your experiences that make you not oi m satisfied with A? at nh A: The parent company which possesses A is well-known in Vietnam rubber market from z large volume, its good quality, various grades, lots of subsidiaries from North to South z Vietnam However, in November 2015 shipment, we had trouble originated from our fault vb ht that is about sending wrong information for company A to prepare documents When jm k reaching destination, we could not release goods due to wrong information on documents gm so we ask for support from A However, A said that was not their responsibility and they l.c were busy at that time so they would help after their works were done We had to wait om nearly week for having help from A That caused us a lot of following difficulties All the a Lu things we need is the prompt support from the company A but we did not still receive it n despite after quite long working time Previous years, we also struggled with some troubles va n like that But nowadays, the market is very competitive Not only the parent company’s te re members offer product but also private companies are doing quite well So of course we are to support you A service was very unprofessional Q: How about Tong Teik, so what you expect when working with A? -44- y thinking other partners You cannot work in the long-term with partner who is not willing A: “You know, we already work with each other nearly 10 years If A think of us more than think of only A, we are more satisfied We sign long-term contracts every year with A, t to for nearly 10 years However, 2.5 years ago, we suggested spot contracts due to our ng customer needs We just need spot contracts sometimes However, at that time, A told that hi there are also other customers asking to buy rubber with better prices They let us wait ep week to sell us products – so long for us to meet our customers’ need Actually, in Vietnam w specifically and Asian countries generally, there are many rubber suppliers They provide n lo good quality products, very nice service and competitive So, we are not happy with A ad y th Despite reliable quality under large brand, we are not satisfied with the way A treat us like ju that From that time until now, we have decreased our purchasing volume and searching for yi other suppliers” pl n relationship with A? ua al Q: Sintex, can you share more detail about the reason why you are not satisfied in n va A: From 2016 until now, we had several troubles and we did not satisfy with A’s support ll fu A told that was not their fault You know, in such cases, even not A’s faults, A can support oi m We are false to give wrong information for A to documents But to that issue, A just nh take hour to help us correct it instead of letting us wait for five days, costing us too much at time and money The too late help causes us suffer from many complaints of our z z customers With such long-term relationship, we are very disappointed with A’s very bad vb ht support We are testing other suppliers’ products, so the purchasing volume from A has gm Interview potential customers k jm decreased If A still does not improve, we have to switch to others om shipment with A? l.c Q: Namazie and Topship, can you guys please share me some experience in the first a Lu A: Namazie: Considering A as a subsidiary of a good reputation group in Vietnam, we n decided to cooperate with A by trying the first sample shipment I can feel that when the n va shipment is delivered, A’s employees feel they already complete their works Due to first my employees send lack of information for A to prepare documents When the shipment reaches destination, we realize that the mistake appears and contact A for helping However, it’s really difficult for us because A said that that’s our fault Despite that’s our -45- y te re cooperation, two sides have no experience about the way of working from each side So, fault, A can help and that may take only little time of A If some troubles continue to happen in the future, where we have help from? A is unsupportive so we not want to t to sign LTC with A ng A: Topship: In the first cooperation, I know our relationship is not so close So, as a hi supplier, A need to build trust in us A’s bad service that is due to A’s employees did not ep care about customers’ need makes us hesitate to sign LTC with A We know A’s reputation w in Vietnam but we think that from our real experience with A in the first shipment that A is n lo not happy when dealing things for us, A need time to persuade us more ad y th Interview A’s people ju Q: From the interview with customers, I can see that they are quite unhappy with A, yi especially when having troubles that mostly are caused by themselves That may be pl ua al the reason why their purchasing volume from A has decreased So, as a Head of n Import-Export department, how you feel about these comments? n va A: Mrs TNT: According to the contract signed, we think we already complete our ll fu responsibility, meaning delivering superior quality products and have their payment Each oi m employee is assigned with their own tasks, and when they already completed their tasks nh assigned in whole selling process, they are done For example, document support at employees are responsible for preparing documents for shipment Based on information z z sent from customers, they make Bill of lading and related documents for shipment When vb ht trouble happens due to wrong information, I can see that mostly from customers sent k jm wrong information to us “It’s very regret that customers may leave us despite long time of gm working But as a subsidiary of a well-known group, we think we are reliable supplier with l.c high quality products and we did not make mistakes in these cases” She continued to share om her viewpoint that “With troubles happen, I advise employees to help them as soon as a Lu possible That’s not their faults so I cannot complain my employees In some cases, I can n see that after completing their current tasks, they help customers to deal with already” n va Q: Do you usually guide employees how to deal with troubles? Or the company have at A so I think they have their experience They are not young employees like who just graduated from schools so A not have to train them anymore -46- y A: Mrs TNT: Actually, my employees already worked at other companies before working te re any course for training them before working at the company? Q: How about you guys? Are the ones who play important role in helping troubles, how you feel these comments? t to A: Ms KN: Firstly, I need to say that these troubles are caused by themselves So, I have ng no responsibility to deal with I still help them in these cases, however, in the condition that hi when I finish my current tasks because if not, it will affect my performance ep A: Ms LA: In my opinion, due to not my faults, I prioritize doing current tasks to meet w deadline Otherwise, it will affect my performance Then, I will help customers for their n lo troubles ad ju y th Fourth round of interview yi pl ua al Check whether A's services are caused by factors on service quality measurement scale n n va Aim oi m Interviewer Phan Thi Thanh Hieu ll fu Time May-19 nh at Mr A (Age:34) - Goodyear's Purchasing Representative z Mr K (Age: 28) - Sintex's Purchasing Manager z ht vb Mr J (Age: 29) - TongTeik's Purchasing Representative jm Interviewee Ms N (Age: 34) - Topship's Purchasing Manager k Ms S (Age: 33) - Namazie's Purchasing Representative om l.c Ms LA (Age: 32) - Document Executive gm Ms KN (Age: 35) - Document Executive a Lu Interview customers n Q: With all your sharing, are you guys planning to sign LTC with A in later years? va n A: Sintex: We are considering You know nowadays many suppliers (both inside and te re outside the group) have provided good quality products and great services and tend to be the subsidiaries of the group For example, they offer us deferred L/C payment while the parent company members are more preferable with L/C at sight Despite working with A -47- y very competitive Especially outside companies, their policy is more flexible, not strict as quite long time and A products are reliable to customers, we must say that if A service does not improve, we have to change the supplier soon t to A: Good year: As a global company, our procedure of choosing supplier is quite difficult ng and very strict We take long time to decide to choose A as our supplier However, we hi not satisfy with A’s support when having troubles or in other words, that’s A service ep A: Tong Teik: To be honest, we are quite bored when work with A because its no support w If the service is not better, we must have switch to other suppliers n lo ad Q: So, what you guys mean “service” – why A service is not outstanding? Could ju y th you please share me more details? yi A: Good year: We expect A’s employees are sympathetic with our case Trouble is the one pl that nobody likes We highly appreciate companies whose employees listen to our al ua problems and eager to help as we suggest With the fact that the help does not take them n long time, if they are happy to help, we are more satisfied and we think our relationship va n with compnay will sustain and more develop in the long run fu ll A: Sintex: We wish that the company changes themselves and willing to offer us prompt m oi support when needed Moreover, the behaviour of employees is really important If they are nh z with the trouble at happy to help, we feel less stressed and comfortable in this case to be conscious to deal z ht vb A: Tong Teik: We think that nowadays the market is more dynamic than in the past jm Therefore, customers like us have more choices So, A need to improve its service to k smoothly offer when customers need so that we are more satisfied to work with A om l.c gm Q: How about your ideas, Namazie and Topship? A: Namazie: Quite same with three above opinions The emotion is really important when a Lu something goes wrong If A’s employees behave smoothly and responsibly, we feel n n te re company has large volume and brand name in the market va satisfied and go sign LTC with A because actually A’s product is good, standardized, the A: Topship: To compete with others, A needs to change its employees perception of taking So they need to know what their roles If not, we cannot sign LTC with A -48- y care of customers in necessary cases They are ones who on behalf of company to help us Interview employees t to Q: Do you feel regreted when customers share negative opinion about A’s service? ng From your perspective, you care about these comments? hi A: Ms KN: Well, as an employee, it’s not my responsibility to deal with what I did not ep Everyday, when going to workplace, I try my best to complete my tasks to achieve well w performance The company evaluate based on what I peforms on tasks and not score on n lo voluntary support for customers We want to help them but that’s not their faults so we ad y th cannot put my priority on their troubles to deal with ju A: Ms LA: Every employee here follow the performance scale and regulation to work for yi So, quite same with Ms LA that I really want to help them but unluckily at that time I was pl n ua al busy with my current tasks, so what can I but finishing and help customers? n va Fifth round of interview ll fu m oi Aim Check whether suggested alternative solutions are suitable to A z vb Mr LVT (Age: 42) - General Director of A ht Interviewee z Interviewer Phan Thi Thanh Hieu at nh Time Jun-19 k jm Mrs TNT (Age: 35) - Head of Import-Export Department gm Q: After identifying the problems and causes of our company, I would like to suggest om l.c three solutions as below: Firstly, training for employees to improve customer-service skill and perception that helps them to well serve customers Secondly, adjust our a Lu performance scale for employees to feel motivated and resposible to help customers in n va any cases Thirdly, combine the above two solutions The detail of suggested solutions n will be shown in this document So can you share your ideas which solution is the te re most suitable to our company? y Alternative solution -49- A: Mr LVT: “The company obviously loses 99 million VND for employees to participate in training course However, this solution does not completely solve the problem because A t to cannot control whether their employees who participated in the training course take ng appropriate actions with customers If they still not behave responsibly with customers, hi the company may lose the chance to sign LTC with them” ep A: Mrs TNT: Actually, my employees are more realistic than theory-oriented They work w by achievement and money rather than gaining knowledge Therefore, they have no n lo motivation to participate in the training course If it is compulsory, they will take part in, ad y th however, A cannot measure the effectiveness of the training course ju Alternative solution yi A: Mr LVT: This solution has no costs incurred In my opinion, I prefer paying money pl ua al rather than paying nothing and gain results because everything that is paid by money is n more valuable than paid by nothing The solution will take risks when employees n va reluctantly offer voluntary support to customers in order to be recognized/not be punished ll fu Therefore, they may offer helps without care, kindness and enthusiasm In this case, A will nh dishonest behavior oi m recognize/not punish employees who may dissatisfy valued customers due to their at A: Mrs TNT: Yes, totally agreed with his idea When having no clear awareness, the z ht vb Alternative solution z employees may without care about quality k jm A: Mr LVT: Although the solution covers some costs such as training costs and gm productivity loss, the ultimate goal which is to effectively solve the above causes can be l.c achieved A’s employees are expected to be trained and applied customer-service skills in om reality because their behavior is measured by performance appraisal system By this way, a Lu employees proactively attain soft-process quality that is required in competitive market n nowadays to treat customers well and boost A’s service quality as well as create n va competitive advantage for A te re A: Mrs TNT: The solution combines two disadvantages of the two solutions and seems y feasible most -50- 10 Appendix Company documents t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re -51- t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re -52- t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re -53- References (1) Barac et al Fostering partner relationship management in B2B ecosystems of t to electronic media 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