Volvo - a Model for Customer Satisfaction

Volvo, inc.

A Model for Customer Satisfaction

Table of Contents

Letter of Transmittal…………………………………………………………….... 2

Executive Summary……………………………………………………………….. 3

Data Collection……………………………………...…………………………… 10

Literature Review………………………………………………………………… 15

Researcher’s Personal Reflections……………………………………………….. 16

References………………………………………………………………………… 17

Appendix A - Questionnaire…………………………..………………………….. 13

Volvo Inc.

Mr. Mike Jones

Teaneck, NJ 07666

Dear Mr. Jones:

This is a document regarding employee training and how it can be beneficial in customer service.

It is a compressive study of customer demands as well as how quality of service will help increase customer satisfaction. A literature review is attached as well as data analysis so you can review a new way to reach customers and train employees to provide better customer service.

I have outlined in this document way to create a better customer experience. It will help us to achieve more customer satisfaction.

I would like the chance to sit and have a moment of your time to discuss this document and its findings in detail. I think you will see how it can be advantageous in helping our business to grow and keep it moving in the right direction.

Sincerely,

Associate

Executive Summary

Problem

Just who are our customers and what is customer service? This report will attempt to answer these questions with regard to how one company in particular, Volvo, used employee training to improve its customer service.

As we push forward into the 21st century, organizations are realizing the very real value of having high quality and focused training available to their employees. A dollar value return on investment is the reward to any organization willing to make the bold move toward provided the kind of high quality training that is becoming standard to be a cutting edge industry leader. The benefits organizations are seeking for their employees are organizational commitment, job satisfaction and low turnover.

The emphasis and value an organization places on how much and the quality of training it gives its people is the most important factor in regards to organizational training. If the organization on a whole doesn’t see the potential value of high quality training, then there will be no value. Once the organization recognizes the potential benefits and the return on the investment, then high quality results will follow.

Good training is the beginning, not the end. Many new employees come equipped with most of the knowledge and skills to start work. Others may require extensive training and development before getting ready to make much of a contribution to the organization. A majority, however, will at one time or another require some type of training or development in order to maintain an effective level of job performance (Nankervis, Compton and Baird, 2005).

Training and development strategy: Along with the basic training, Volvo also believes in continuous competence development, which involves an internal