Suppose you are the marketing and brand manager of this Company

who came to know about this situation and that has helped you to
plan the precautionary measures henceforth this sort of problem
would not arise anymore. Now, give your marketing solutions
regarding how to integrate all the different component of the
marketing team and service domains to provide the best consumer
service to retain and upgrade the positive sentiment about the brand.

DAIKIN INDIA: PARADISE LOST

This case illustrates about Daikin India's service experience of a former customer
encountered by Sarbani and her family. The customer gains a product knowledge about AC,
with her family's approval Sarbani, i.e., the customer, finally decides to buy a new AC with
the following features:

(i) Cost-Effective
(ii) Technologically featured (USP of the Product)
(iii)Eco-Friendly Benefits (Use of R-32 Gas as Societal Utility)

Thus, we come to find Daikin, a technology-oriented brand as their USP and the 4th best-
selling and service providing brand in India, while the specific product meets all the
customer's needs. But lately, it took a dramatic turn for which the customer regrets having
this Daikin Split Inverter AC (Cognitive Dissonance) and shares all her experience. As the
Brand Manager of Daikin India, we'll first try to identify all the issues occurred and then
discuss the holistic solutions to integrate a positive perspective on the same.

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Issues identified:

• Management Discord and Communication Barrier: We observe poor

communication between the customer and the service provider from the very
beginning until the issue was resolved. Neither the technicians showed up in their
stipulated time, nor the higher management elevated the concerned issue. The
technicians were also not informed about the product’s history, which caused more
delay. The lower level of management was poorly handling the grievances. On the
other side, the middle management was not demanding any accountability from the
lower management, issues were also not monitored problem.

• Poorly trained Technicians: All the Technicians who visited Sarbani’s house could
not diagnose the issue. They all visually inspected the ODU and IDU but the problem
actually laid with the copper pipe; it was only discovered when the technical engineer
arrived. In this observation, we know that the technicians were not well trained in
technicality, which also becomes the biggest drawback for this issue.
• Unavailability of prior Resources: The R-32 gas was not in stock with the service
provider as it was one of the essential resources while servicing. The ODU was sent
for an inspection in the second instance because the IDU was also not currently
available with them.
• Unprofessionalism and Commitment Failure: There are several observations to
accept the lack of professionalism among the service provider. Promises were broken,
assurances were never kept, expectations were never met. Most of the technicians
delayed the service response time; few even never showed up, which is also the most
significant reason for disappointment.
• Non-Exclusivity of the Service: During the appointment, the customer was handed
another company’s receipt claiming that the service provider is partnered with more
than one brand. During the official tenure of the warranty, the service provider should
produce with a Daikin Exclusive receipt rather than another brand’s trademark.

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Holistic approaches to integrate positive Solutions:

• Cohesive Communication: Proper communication skills should be developed to

have a better sound understanding of the situation and also to inculcate efficiency and
accountability. Thus, it helps us to eliminate the gap between the management. This
will also allow us to bring more clarity to the customer’s needs.
• Well-equipped and trained technicians: Firstly, the technicians should be well
equipped with the right resources and secondly, the technicians should be well-trained
with all the upgradations in the technology. Regular workshops on troubleshooting,
work rotations for better engagement and orientations to understand the workers.
Should be taken place to train the workforce so that a significant outcome can be
achieved.
• Demand Accountability to the Lower Management: The upper management
should lay this policy to the lower management on regularly reporting the consumer’s
grievance and standing accountable for all the actions taken place. In this scenario,
neither the upper management was well-informed about Sarbani’s issue nor the
problem was elevated to the higher authority.
• Prompt Service Response: Mentioning the promptness, the service provider should
render faster service with significance to the level of necessity of the customer. And,
in case of delay, precautionary measures should be taken to compensate for the time
frame.
• Availability of Resources: R-32 gas was newly launched and the service provider of
the region should keep provisions for emergencies as the same it was needed in this
situation. The service provider should also keep available spares in case of any long-
term issue to be resolved. The service provider should also ensure a stipulated time
frame to resolve this issue to eliminate the foreseen delays.
• Inculcate Professionalism: The Company should enforce the habit of inculcating
improved professionalism. Also, provide Company’s exclusivity services. The
promises should be honoured and in case of any delays occurred the customer should
be compensated.
• Measures against Cognitive Dissonance: Cognitive dissonance is a fact that cannot
be fully controlled, but it can be partially avoided beforehand by sharing the right
product information, and in case of after-sales, if the customer undergoes this feeling,
the Company should recover the belief system with necessary compensations.

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