How to Improve Training & Customer Service

while Growing Sales

Performance Analysis Report

Delightful Duds and Décor

November 2018

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Purpose
Delightful Duds Décor is a boutique mail-order and internet catalog company.
The 6-year old company caters to women between the ages of 25 to 55, with
household incomes between $60,000 and $100.000 annually. The company’s
signature collection of nostalgic, romantic, and lifestyle products are highly
favored by its customers. Unfortunately, the customer service aspect has come
under fire. Customers have voiced their dismay with the level of customer
service by the company’s Telephone Operators. In response to this concern, the
company has retained the services of our firm to assess the situation and offer a
solution.
The purpose of this report is to advise our client, Delightful Duds Décor of our
findings as it relates to the company’s annual business planning process,
surrounding forecasting revenues, expenses and profits in the coming year.
BluePrint Consulting’s primary focus is on the client’s documented decline in
customer satisfaction which threatens to significantly impact the company’s
profit and loss (P&L) forecast. We have thoroughly analyzed why the major
variances have occurred. Our report will present several factors (with
recommendations) found in the business environment, which we have determined
contribute to these variances:
 The root cause contributing to the decline in customer satisfaction
 Deficits in workflow processes
 Dissension in workplace culture
 Training inefficiencies
 General operational and HR procedure issues
Additionally, we will address in detail, recommendations the client should
consider implementing. Our scope work for which we been retained, is the
matter concerning call center performance.

Introduction and Background

Delightful Duds and Décor (further referred to as the “Client”) believes their
current customer service issues stem from inadequacies in their current training
programs. They have called BluePrint Consulting in to develop a “different
type” of training. Delightful Dud and Decor wants to focus on long-term
development of their financial, customer service, employee satisfaction and
engagement goals.
At the present time, the company is profitable, however management is worried
about whether their rate of growth is sustainable. In order to realize their long-
term goals, of increased profitability and growth, performance gaps need to be
addressed in key business areas, namely first-line staff and supervision.

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 An informal interview revealed that a staggering 50% of their telephone
operators want to quit. Telephone operators are the first POC (Point of contact)
for customers. On average, an employee at every level resigns each month. This
high attrition rate directly impacts growth objectives and employee retention.
More than 50% of customers surveyed, voiced their dissatisfaction regarding
customer service, after placing a phone order. Customers expressed dismay and
refusal to do business again with the company, due specifically to the “poor
customer service”. This issue is incongruent with company’s desires for growth,
and customer retention and satisfaction. Profit and growth are a buy -product of
enhanced customer service, when supported by greater product knowledge. This
in turn, is a direct correlation of increased revenue.
Key stakeholders in various positions with direct oversite of customer service,
product knowledge, and past training initiatives have noted elements which may
have contributed to both subpar customer service and employee frustrations.
The Stakeholders iSubject Matter Experts (SMEs) identified are: Commented [jem1]: Actually, at this point, no SMEs
have been identified, per the case study document (the 1st
 Mike Merrill – Vice President of Sales one). Since you refer to the list above as key stakeholders,
keep with that language.
o Oversees the catalog call center and catalog production carried out by
the Catalog Director and Merchandizing Director
 Jane MacKenzie – Director of Catalog Sales
o Oversees the catalog call center and catalog production carried out by
the Catalog Director and Merchandizing Director and catalog
production
o Judi Thompson – Catalog Director
o Oversees all aspects of the catalog distribution
o Accompanies Sheena Perez to gift, apparel and other trade shows
throughout the year to vet vendors with quality products and
reputations, for reliability in shipping.
o Ensures samples of potential catalog items acquired at the trade show
are brought back to the office and examined by herself, Sheena, and
Sheen’s assistant Ray Johnson. They determine which items get
placement in the catalog.
o Oversees training for customer service supervisors and telephone
operators for catalog issued
o
 Sheena Perez – Merchandising Manager
o Responsible for selecting and promoting items for the catalog and
Internet sales venues.
o Accompanies Judi Thompson to gift, apparel and other trade shows
throughout the year to vet vendors with quality products and
reputations, for reliability in shipping.
o Ensures samples of potential catalog items acquired at the trade show
are brought back to the office and examined by Sheena, Judi Thompson

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 and Sheen’s assistant Ray Johnson. They determine which items get
placement in the catalog.ement of products
o After the product placement selection is decided, Sheena oversees and
collaborates with a contract copywriter and professional service firm to
design and produce the catalog, including:
o Layout, photography, and printingCatalog layout,
photography, printing
o Conducts vendor selections by interviewing, negotiating, inspecting
and managing.
o Conducts product training for Supervisors and Telephone Operators
with Judi Thompson prior to catalogs mailed out.
o Product Training (conducted 4 times a year prior to the release of the
next season’s catalog) is comprised of:
 Half day training
 PowerPoint Presentation
 Product Summary Description (Reference for
automated entry system)
 Q&A Session after training (30 mins)
1. Indirect Contributors:
1.o Tsien Yu – Manager of Customization of SimplyOrder Software
2.o Ted Higgins – Internal Business Information
3.o Bruce Bennett- Information TechologyTechnology
4.o Susan Turner - HR
Management believes that an increase in knowledge and skill in describing the
feature and benefits of the products in the catalog and in answering questions not
in the online FAQs, is necessary to increase catalog sales and reduce customer
complaints. Thus, our target audiences are telephone operators and their direct
supervisors.
BluePrint Consulting has been tasked with conducting a thorough gap analysis,
including both a performance and training assessment, to ensure that the solution
we propose, meets the company’s financial, customer satisfaction, employee
satisfaction and engagement initiatives.
Scope of Work: The client has allocated $400,000 for 4 training sessions in
advance of, each of the 4 seasonal catalog rollouts.
Research: Surveys, work observations, and interviews of Supervisors and
Telephone Operators.
Data Collection: Job descriptions, Performance Reviews, documented skills and
education levels, employee satisfaction levels, materials from past trainings,
rosters from past trainings, and documented exit interviews of Supervisors and
Telephone Operators

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 Root Cause Analysis: Deficiencies of Supervisors and Telephone Operators in
knowledge and skills. Understanding of expectations. Technical aptitude.
Procedure compliance and comprehension. Employee engagement. Work
environment. Access to resources.

Work to Date
The work to date includes interviews by key company stakeholders and data
collection of company findings. xx Commented [jem2]: Might be good to have an
introductory statement.
1. Interviewed key company stakeholders:
2.a. Jane MacKenzie
3.b. Judi Thompson
4.c. Sheena Perez
5.d. Tsien Yu
6.e. Ted Higgins
7.f. Susan Turner
8.g. Telephone Supervisors and Operators
2. Data Collection on:
1.a. Customer Complaints
2.b. Telephone Operators Training Concerns
3.c. Telephone Operators Training Preferences
4.d. Current Workflow Processes
5.e. New Technology Integration Timelines
6.f. Prior Training Policies and Procedures

Purpose of the Report

The purpose of this Performance Analysis for Delightful Duds and Décor is to
provide its management with the results, identified root causes, and
recommended interventions to be taken. It also outlines BluePrint Consulting’s
proposed agreed upon scope of work moving forward. Commented [jem3]: Is it? Or is it just proposed at this
point?

Analysis Methods
To determine causes and recommended non-training and training solutions,
BluePrint Consulting collected data from 6 six activities/methods: Interviews,

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 Work Observations, Training Documents and Manuals, Customer Relationship
Management Reports (CRM), HR Documents, and Surveys.
Interviews:
1. Interviewed Judi Thompson and Sheena Perez to gain a clearer picture of
the telephone operators and supervisor’s workflow, current state of
product knowledge training and its results, anticipated software training,
customer service needs, and changing company policy, technology and
resources.
2. We were unable to interview Mike Merrill, VP of Sales but we were able
to interview Jane MacKenzie to more clearly understand her perspective
on call center issues that hinder growth and the changes needed to
address these issues.
 Susan Turner, the Human Resources Director, was interviewed to
understand recruitment, hiring and orientation practices, new hire train
structure and content, new policies, handbook and the implemented
incentive program, cross-reference monthly meeting data, employee
morale, and exit interview findings.
3. Interviews were conducted of the Information Technology Department
that contained Bruce Bennet and Tsien Yun who explained the additional
hardware and software being added, the roll-out timeline, and state of
customizations.
4. Interviews were held with Customer Service Supervisors and Telephone
Operators to understand their job responsibilities, work flow, how they
handle difficult customers, work attitude, responsiveness and
communication with supervisors and managers, comprehension of
company policy, mission statements, and values, get their opinion about
past and present training needs, customer complaints and survey
procedures.
5. Group Interviews, originally not asked for, were held with Operators and Commented [jem4]: What does this phrase mean? I see
it in a couple of places, and I’m wondering what it refers to.
Supervisors to gain cross-referenced information regarding the
employee’s knowledge of the company’s policies, mission statements Commented [EG5R4]: It means that we didn’t ask for
them in our gap analysis but they came to us by way of the 24
and values, monthly meeting data, and product knowledge. page part 2 of the case study. We are thankful for them but
we unfortunately didn’t ask for them.
Work Observations:
 Work Observations of telephone operators and supervisors to better
understand working conditions, employee performance per shift, peer-
interactions and supervisor support, workflow procedures, areas of
inefficiency, motivational strategies and employee morale.
 Call Reports, were written based on 15 recorded calls to outline current
work flow procedures and duration, customer interaction and escalation
of complaint, supervisor engagement and telephone operator job
performance.
Training Documents and Manuals:

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  Interviews were able to shed clarity about the Training Manuals,
presences of job aids, phone scripts, past and present summary of
product descriptions, and vendor notes.
Customer Relationship Management Reports (CRM):
 The company was unable to produce these reports but interviews with
Sheena Perez and Jane MacKenzie yielded much the requested
information regarding sales transactions as compared with customer
service concerns.
HR Documents:
 The interview with Susan Turner, the HR Director, was able to satisfy the
need to understand this need. Our interview included questions regarding Commented [jem6]: To what does this refer?
company culture, job descriptions, policies, incentives/rewards,
employee schedules, compensation concerns, benefits and professional
development.
Surveys:
 Telephone Operators were asked to take an electronic survey with
questions to gain a clearing understanding of their past product
knowledge trainings, ordering process, job satisfaction, challenges with
customers and customer service survey conclusions, adequacy of
resources, work environment, incentive programs, monthly meetings and
additional training needs.
 A survey was given to the supervisors that highlighted their work
attitude, job satisfaction, work flow procedures, job expectations,
understanding of company policy, mission statements and values,
supervisory training, communication with TO’s, and their opinions
regarding anticipated training needs.
 Supervisors & previous trainers were given an electronic survey to gain a
better picture of the customer service workflow, previous training,
reference guide availability, attitude, employee responsibilities, error-free
work incentives, operator scripts, and distribution of and content of
customer complaints.

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Data Summary: Customer Complaints

Customers consider operator phone etiquette to be a bigger problem than their

product knowledge.

Data Summary: Requested Training for Success

Of the 25 operators interviewed, all agree that product knowledge and more
timely training is are not issues. The data indicates overwhelming support for a
new approach to learning. They cite a preference for shorter increments and a
more visual, hands-on approach, which differs significantly from the lecture-

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 based style that is currently being used. Interestingly, 88% of the respondents
also thought that they needed more efficient computer and computer software.

Data Summary: Operator Learning Preference

Of the 25 operators interviewed, almost three-quarters of operators indicate a

preference of visual, hands-on training over lecture-based.

Data Summary: Call Timeliness

Of the 30 calls we observed (15 recorded calls and 15 real-time calls), we found
that nearly 65% of the calls were lengthened due to the Operator being unable to
immediately answer a customer’s question and needing to look up the answer.

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Current State, Desired State, and Recommended Solutions
To address Delightful Duds and Décor’s issues with call center performance, this table summarizes the performance analysis conducted by
BluePrint Consulting, including the current state, the desired state, and our recommended solution.

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 Current State
 While Operators are chosen for
their general politeness, they are
not specifically trained in phone
etiquette.
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Desired State
 Clearly defined phone etiquette and
best practice expectations along with
incentives that ensure their
consistent use.
11
Recommendation to Achieve Desired State
 Define expectations and script for
phone etiquette and best practice.
 Develop and implement training
sessions for Operators and Supervisors
that help to develop strategies for best
practices in phone etiquette.
 Develop a procedure for Supervisors to
assist Operators in meeting etiquette
expectations and to evaluate using
clearly structured performance criteria.
 Continue to cCompensate Operators
and Supervisors for attending trainings
that help them develop their skills in
best practices.
 Current State
 Organization and layout of product
information is inconsistent and/or
missing, making it difficult for
Operators to find specific
information.
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Desired State
 Product details should beare listed in
a consistent layout that is easy to
review and find informationeasy to
find.
12
Recommendation to Achieve Desired State
 Organize product information in a
uniform, easy-to-read manner so
operators can look up product
information easily.
 Train Operators how to efficiently
search and locate product information.
 Offer training upon hire and refresher
training between quarters for existing
operators or operators who need it
based off performance reviews.
 Offer a mentoring program. Pair a
high-performing Operator with a new
hire for coaching. Provide same
opportunity for those who need
remediation.
 Current State
 Operators don’t have a clear
understanding of their role or
performance expectations.
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Desired State
 Clearly defined standards for
performance for Operators, and a
clear and balanced evaluation
process that ensures optimal
performance.
13
Recommendation to Achieve Desired State
 Create a specific job description for
Operators and pay scale.
 Implement call monitoring and call
coaching so Operators can have live
examples of best practices (e.g:
etiquette, upselling, cross-selling).
 Develop a balanced, structured
evaluation process that is clearly
communicated to Operators. Involve
operators in the evaluation process by
working with supervisors to identify
their goals for growth and development
based on feedback.
 Implement incentives to increase
engagement and productivity (e.g.:
quotas for meeting sales goals, pre-
shift huddles, team goals)
 Current State
 There is no specific training for
Supervisors to help them manage
Operators. Supervisors are given
their positions because they
performed well as Operators. There
is no clear track for this promotion.
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Desired State
 A clearly defined role for
Supervisors with a specific skill set
that aligns with Delightful Duds and
Décor's standards. They are trained
in managing Operators, giving
performance reviews and using best
etiquette practices.
14
Recommendation to Achieve Desired State
 Create a specific job description for
supervisors and competitive pay scale.
 Determine a hiring track for Operator
promotion or external hires.
 Develop and implement a 360- degree
training program for call center
supervisors in
management/supervision and in
employee evaluation. Implement upon
hire and bi-yearly for continuing
supervisors to refresh their skills.
 Develop a training where Supervisors
learn to coach, delegate, foster
teamwork, and give feedback
 Develop a process for Supervisors to
lead performance reviews with
Operators. Specify specific review
criteria that supports operator
development and pay raises.
 Compensate Supervisors for attending
trainings that help them develop their
management and evaluation skills.
 Current State
 The Client intends to integrate a
new ordering system, SimplyOrder,
that will be customized by the
company.
 Operators are not provided optimal
resources for the job (e.g.:
headsets)
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Desired State
 After the integration of
SimplyOrder, people should beare
adept in navigating the menus
efficiently and be are able to access
the necessary information.
 Operators will beare given the
option to utilize their current headset
or put in a request for replacement
of a new set.
15
Recommendation to Achieve Desired State
 Develop and integrate phase-based
training on the SimplyOrder System:
 Develop a classroom segment that
allows operators to learn the navigation
system of SimplyOrder. through Formatted: Strikethrough
system (
 Develop and implement training on
using the system in Practice
Environment (practice)
 Develop and implement
simulation/role play/scenario training
on the new system.
 Implement a transition into live
production with management coaching
and monitoring.
 [cg] Offer remedial training
periodically, and as needed for new-
hire onboarding.
 Provide headsets.
 This is the least expensive component
of the new system.
 Current State
 Operators currently give the
customer service survey orally.
Survey consists of a ten-point scale
(courtesy, accuracy, timeliness,
satisfaction of Operator).
 The client is losing 50% of
customers.
 No formal interview structure or
candidate criteria. A clear hiring
process is not stated in the company
documentation.
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Desired State
 Operators have no connection to
administering the survey, which
allows customers to be more honest
and freer with their responses.
 Customers feel valued and respected
 A clearly stated hHiring process
with criteria-based practices would
create a constant supply of well-
qualified, well-informed applicants.
more criteria-based, stepped out,
team-oriented approach.
16
Recommendation to Achieve Desired State
 Develop a simple, short, easy-to-
answer customer survey that is fully
automated upon completion of the call
that does not involve the Operator.
 Develop and implement a customer
loyalty program (e.g.: for completing
the survey, customers will get 15% off
next purchase, birthday rewards,
referral bonuses.)
 Identify vacancy and evaluate need
Commented [jem7]: I like this, but I’m not sure you
 Develop position description have solid data to support the assertion.
 Develop a recruitment plan
 Review applicants against job
description
 Select candidate
 On-board to include the newly
developed system training
 Current State
 There is high turnover and low
motivation among call center
employees.
 Current incentive program:
Operators receive a discount on
company product for error free
work.
 No visual display of organizational
chart. Workers can’t visualize
where they are in the workflow
process, and how their work
overlaps and/or impacts other
business units
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Desired State
 High motivation, lower turnover.
Satisfied employees
 Employees understand how their
work affects other people/business
units
17
Recommendation to Achieve Desired State
 Clearly define criteria for optimal
performance in the call center.
 Develop and implement a clear
incentives program (e.g.: compensation
time [time off with pay] for time
efficient sales that exceed company
sales expectations. exceptional work
 Organizational chart clearly displayed
in company material.
Commented [jem8]: Process and org charts are two
different things. What do you really mean here?
Proposed Solutions for Consulting Firm to Carry Out
Blueprint Consulting proposes carrying out the stated solutions in the following
order of priority.

Priority Solution Description

1 Develop a Product Develop a Product Formatted: Font: Bold

Information Dashboard Information Dashboard
within SimplyOrder. within S that teaches the learn
Develop a SimplyOrder how to place an order, find
customized product
Training.
information effectively and
perform all other tasks
required of the program..
Includes referenceable job
aids and instructor
guides.implyOrder to better
organize the information,
make it easily referenceable
Formatted: Body Text, Line spacing: Multiple 1.08 li

, and would help the TOs be

able to perform their job tasks
in a timelier manner. Training
on how to use this new
dashboard would be provided.

2 Develop SimplyOrder Develop and maintain an Formatted: Font: Bold

Training. instructor led training (ILT), a Formatted: Body Text
computer-based training Formatted Table
(CBT), simulations and role
play sessions that teaches the
learn how to place an order,
find customized product
information effectively and
perform all other tasks
required of the program.
Includes referenceable job
aids and instructor guides.

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 Priority Solution Description

3 Supervisor and Customer Implement with operators and Formatted: Strikethrough

Service Training supervisors leadership and Formatted: Font: Bold, Strikethrough
Program management skills. Instruct Formatted: Strikethrough
on professional development,
including performance
feedback, script development,
coaching, delegation, and
evaluation.Additionally
operators would be taught
how to up-sell, cross-sell, and
how to deal with difficult
customers.
Implement supervisor Formatted: Font color: Text 1, Strikethrough
management training that
instructs on leading,
managing, and evaluating
Operators’ customer service
skills. Instruct Operators - Formatted: Font color: Red
GREAT!to work with Formatted: Font color: Text 2
Supervisors to improve their Formatted: Font color: Text 1, Strikethrough
customer service skills and
instruct how to up-sell, cross-
sell, and deal with difficult
customers. Formatted: Font color: Red, Strikethrough

Formatted: Strikethrough

4 Automate Customer By automating survey, the Formatted: Strikethrough

Survey Operator’s time will be freed Formatted: Font: Bold, Strikethrough
up to take more orders and Formatted: Strikethrough
work more efficiently.
Formatted: Space After: 0 pt, Line spacing: Multiple 1.08 li
Develop a simple, short, easy- Formatted: Strikethrough
to-answer customer survey
that is fully automated upon
completion of the call. It will
not involve the Operator and
frees up their time to place
orders. Formatted: Font color: Red, Strikethrough

Formatted: Strikethrough

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 Priority Solution Description

5 Implement Encourage a Improve Employee Formatted: Strikethrough

more effectivean Satisfaction though Formatted: Font: Bold, Strikethrough
Employee Satisfaction compensation, workload, Formatted: Strikethrough
and Incentive Program perception of management,
Formatted: Strikethrough
flexibility, teamwork, and
resources.
Improve Incentive Program
by clearly defining criteria
Or we can delete this and for optimal performance in Formatted: Font color: Red
add the Employee the call center.
Handbook revision Formatted: Strikethrough

3 Supervisor Management Design and implement Formatted: Font color: Text 1

Training supervisor management
training that instructs on
Formatted: Font color: Text 1
leading, managing, and
evaluating Operators’
customer service skills.

Formatted: Font: Bold, Font color: Text 1

Amy4’s P Supervisor and Customer ImplementDesign and Formatted: Body Text

Service Training implement supervisor
Program customer service training for
both Operators and
Supervisors. management
training that instructs on
leading, managing, and
Formatted: Font color: Text 1
Formatted: Font: Bold, Font color: Text 1
Formatted: Font color: Text 1
Formatted: Font color: Text 1
Formatted: Font color: Text 1

evaluating Operators’
customer service skills.
IInstruct Operators to work Formatted: Font color: Text 1
with Supervisorson effective
customer service skills, to Formatted: Font color: Text 1
improve their customer
service skills and instruct how
to up-sell, cross-sell, and deal
with difficult customers.
sal

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 Priority Solution Description

5 Revise Employee ClarifyMake sure job Formatted: Font color: Text 1

Handbook descriptions and titles.define
what employees are actually
doing, with emphasis on the
Ensure that the professional
development component
clearly reflects the positions s
and responsibility of the staff.
Formatted: Font: Bold, Font color: Text 1
Formatted: Font color: Text 1
Formatted: Font color: Text 1
Formatted: Font color: Text 1
Formatted: Font color: Text 1

Evaluation Plan
We will evaluate the following solutions in the following ways:
Priority 1 - Easily Referenceable Transparency of Product Information
 Consistently track the number of calls per hour. Compare these numbers Formatted: Font color: Text 1
every 6 months to determine if Operators are able to consistently meet Formatted: Body Text, Bulleted + Level: 4 + Aligned at:
the six calls per hour. 1.75" + Indent at: 2"

 Track data to determine if there are fewer calls regarding product Formatted: Font color: Text 1
information.
 Track sales volume to show that product transparency is increasing sales. Formatted: Font color: Text 1

 Track rate of returns and survey customers on their reasons for return to Formatted: Font color: Text 1
determine whether product transparency minimized rate of returns.
 Measure the reaction of the management and staff upon introducing and
implementing product transparency model and the new layout of the
catalog and website. This would be measured through a smile chart after
the initial presentation.program. Commented [jem9]: What are you measuring? What is
the metric?
 Assess how the job of a telephone operator/supervisor change due to the
implementation of the program. Assess how it effects workflow,
productivity, ordering frequency, the number of calls taken per hour by
telephone operators, etc. through surveys and catalog product
information metadata tracking.
Track data to determine if fewer calls regarding product information.
 Track the average length of call before and after the product information Formatted: Font color: Text 1
transparency implementation to determine of product transparency
reduces call time. because
 Track call content to det transparent to the customer. ermine if product Formatted: Font color: Text 1
transparency has changed the type of information people call in for. Formatted: Font color: Red

 Formatted: Font color: Text 1

Track sales volume.

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  Continue to track customer service performance of the TO’s and
Supervisors. Given that 5/6 calls received were to learn about products,
product transparency eliminates those needs allowing the TO more time
to give advice about products and up and cross-sell similar items to the
happier more well-informed customer.
 Add a question about product information availability to the customer
survey to determine the reactions of the customer to the change.

Priority 2 - SimplyOrder Training

 Use pPre and post formative and summative assessments to determine

the Operator’s us. ability of the new system.
 Observe Operators using the system to determine that they are able to use
the system and look up product information easily.Learner observations
in process and after completion of a lesson/module/task/simulation.
 Simulated assessments on the workstation to determine Operators can
meet the 6 call-per-hour requirement.simulations
 Measure efficiency in the ordering process using a rubric with clear
criteria.
 Gather reactions and reflections from learners in order to make
impro.vements to the course.
 Monitor and measure every six months how training impacts clients
bottom line and customer satisfaction scoreservice quality though data
collection reports, customer and operator surveys, company.

Priority 3 - Supervisor Management and Customer Service Training

Program
 Administer a written multi-choice, short answer, and written test to
determine best management, evaluation feedback, and customer service
practices (e.g.: word/phases choices, best choice positive feedback
phrases, etc.)
 Observe role play and simulation activities (written and performed) with
Supervisors to assess their ability to positively work with and evaluate
Operators and difficult customers.
 Pre and post formative and summative assessments.
 Learner observations in process and after completion of a
lesson/module/task/simulation.
 CBT module assessments/In-class trainings/grades on role plays or
simulations.

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  Measure efficiency in management, team-building, mentoring,
communication, evaluation/feedback, dealing with customers using a
rubric with clear criteria.
 Gather reactions and reflections from learners.
 Gather reactions and reflections from learners in order to make
improvements to the course.
 Monitor and measure every six months how training has impacted
impacts Operator productivity and attitude, customer service quality
though data collection reports, surveys, company. Re-evaluate or provide
remedial training for those who need it.

Customer Service Training Program

 Administer a written multi-choice, short answer, and written test to
determine best customer service practices (e.g.: word/phases choices,
best choice positive feedback phrases, etc.)
 Role play and simulation activities (written and performed) with
Operators to assess their ability to effectively and positively work with
difficult customers and provide answers to their questions.
 Gather reactions and reflections from learners in order to make
improvements to the course.
Monitor and measure every six months how training has impacted
Operator productivity and attitude, customer service quality though data
collection reports, surveys, company. Re-evaluate or provide remedial
training for those who need it.
Priority 4 - Automate Customer Survey
 Add a question about automated to the customer survey to determine the
Measure reactions to the implementation of automation of the survey.

Priority 5- Employee Satisfaction and Incentive Program

 Pre and post survey of employee’s job morale, satisfaction, and
productivity.

Request for Proposal

To reach Delightful Duds and Décor’s objectives for growth and improvements in the
quality of customer service, BluePrint Consulting has been asked to help reach these
goals by developing a “different type” of training that seeks to improve customer
service as well as address customer and employee satisfaction. Through an extensive
needs analysis, BluePrint Consulting has arrived at a group of solutions to that would
directly address Delightful Duds and Décor’s goals. These solutions are outlined in

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 the “Proposed Solutions for Consulting Firm to Carry Out” section of this document.
Delightful Duds and Décor would like the opportunity to submit a proposal to
develop and implement our proposed solutions

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