AET Transport’s Customer Dissatisfaction

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Introduction

AET Transport has experienced a decline in customer loyalty because of three dissatisfied clients. Investigations showed that all three customers were served by the same driver. The customers complained about delays in the delivery time of the same load, transported to the same destination, which fluctuated between one and two days. The driver’s performance was below the set standards, which prompted AET Transport to launch investigations to ensure they restored the customers’ loyalty. The objective of this report is to unravel the causes of the driver’s underperformance, hence providing the appropriate corrective measures.

Discussion

Customer dissatisfaction refers to the development of displeasure by the clients of a company due to poor service delivery from the selling company (Anderson 2007). The following steps are required to investigate the causes of customer dissatisfaction.

Ensure that the complaint is worth investigating

The company should focus on the potential problems that could arise from the client’s complaints. The selling company should outline contingency measures to cope with any consequences that may proceed the clients’ complaints. The seriousness of the matter determines the company’s contingency plans.

Interview the driver concerned as soon as possible

AET Transport should record every part of the interview for comparison with the dissatisfied clients’ views (Complaints Procedure: A Guide to Invest NI Feedback n.d).

Interview the representatives of the dissatisfied clients

AET Transport should request that the customers explain the complaints in detail. The details are useful because they can be compared to the driver’s account of events, which means that the interviewer should be very attentive. The interviewer should ask questions that lead to direct responses rather than questions that may inspire prejudicial answers.

Avoid agreeing or disagreeing with the clients

The interviewers should avoid supporting or disagreeing with the customers during the interview, even when the customer is right. Assure the client that the company will act on the issue immediately to reduce the tension between the two parties.

Make a comparison of both accounts

The investigators should note down any discrepancies observed between the driver’s version of the facts and the clients’ comments regarding the delays. The interviewers should talk privately to both parties to resolve any differences and forge a better future for the company and the clients.

Observe and record every detail, including body language during the interview.

Findings

Some of the potential reasons for the driver’s underperformance include:

  1. Lack of clear company policies, performance standards and disciplinary measures.
  2. Lack of relevant feedback from the company regarding the driver’s performance (Managing Underperformance n.d). Hence, the driver requires motivation to continue delivering quality and timely services.
  3. Lack of morale in the workplace.
  4. Personal issues like family stress, physical exhaustion and drug abuse.
  5. A mismatch between the driver’s capabilities and the job description.

Recommendations

The first course of action for AET transport is to improve customer service and ensure that the delays/mistakes are not repeated (Eliminate Customer Dissatisfaction n.d). The company must also establish clear policies and minimum acceptable standards of performance. The company should provide elaborate policies and disciplinary measures to prevent laziness. Finally, the management should also develop a formal performance improvement plan (Gill 2013). The plan should be realistic, measurable and time-specific. The establishment of a formal performance improvement plan is a tried and tested method of success in business management.

Conclusion

AET Transport’s growth potential can only be fulfilled if the management focuses on improving clientele satisfaction, which increases the company’s market share due to brand loyalty. The company must devise ways of warding off future customer complaints by sticking to an efficient performance improvement plan. For this reason, the human resource manager’s most immediate concern should be the construction and implementation of a formal performance improvement plan.

Reference List

Anderson, S (9th ed.) 2007, Collins Dictionary, HarperCollins, Glasgow. Complaints Procedure: A Guide to Invest NI Feedback n.d. Web.

Eliminate Customer Dissatisfaction: sMCorp Consulting Eliminate Customer Dissatisfaction Comments n.d. Web.

n.d. Web.

Gill, S 2013, PlusHR. Web.

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