ASSESSMENT COVER SHEET

BSBCUS401
Coordinate implementa on of customer
service strategies

Student
Student Name B. Munkhzul
ID
Due
Assessor Name
Date

STUDENT DECLARATION
Before submi ng your work, you must complete this panel. By signing you agree that:

▪ This is my own original work done by myself, or in collabora on with other members of my group.

▪ I am ready to be assessed.

▪ I have acknowledged all sources where appropriate in accordance with Queens College Academic Integrity
Policy, and I believe other group members have done the same.

▪ I understand that I may appeal if I believe the assessment is not equitable, fair or just.

▪ I have read the appeals process in my Student Handbook.

Student Signature Date

ASSESSOR CHECKLIST
Is the Student ready for assessment? Yes No

Has the assessment process been explained? Yes No

Does the Student understand which evidence is to be collected and how? Yes No

Have the Student’s rights and the appeal system been fully explained? Yes No

Have you discussed any special needs to be considered during assessment? Yes No

ASSESSMENT TASK RESULTS

◻ Wri en Ac vity Checklist

S NYS
The student has completed the wri en ac vity provided to them by the assessor.

◻ Ques oning Checklist

S NYS
The student has answered a range of ques ons either verbally or wri en.

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 Assessment Feedback Form

Feedback: (Add addi onal pages as required)

Reasonable Adjustments (if any):

ASSESSMENT RESULT
1st Submission

◻ Competent
Congratula ons! You have addressed the outcomes of this assessment and are deemed competent.

◻ Not Yet Competent

Please address the above feedback and resubmit

2nd A empt

◻ Competent
You have addressed the outcomes of this assessment and are deemed competent.

◻ Not Yet Competent

Please address the above feedback and resubmit

Final A empt

◻ Competent
You have addressed the outcomes of this assessment and are deemed competent.

◻ Not Yet Competent

Please address the above feedback and resubmit

Assessor Name

Signature Date

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 Wri en Ac vity Checklist

BSBCUS401 Coordinate implementa on of customer service strategies
For this assessment, the student must complete the wri en ac vity.

The wri en ac vity is a stand-alone ac vity that will allow the student to display the required
knowledge and skills that are essen al when deciding overall competency.

Student’s name: B.Munkhzul

Assessor’s name:

Has the student sa sfactorily

completed the wri en ac vity?
Yes No
Did the Student provide evidence of their ability to answer all ques ons in rela on to the
scenario?

What problems does Benson Business Solu ons have? ⬜ ⬜

Write a short summary of advice that could be provided to your

Manager on the analysis of the problem. ⬜ ⬜

Develop a presenta on that you could give to sta members on

the data you have collected and the needs of the customers. ⬜ ⬜

How would you promote your new strategies to stakeholders? ⬜ ⬜

Es mate the budget that you think will cover the

implementa on of this strategy. ⬜ ⬜

Outline the ac on you would take with each person to resolve

the issues. ⬜ ⬜

Discuss the consulta on process you would use to ensure the

implementa on is smooth and e ec ve. ⬜ ⬜

Discuss the methods you would use to review client sa sfac on

post implementa on. ⬜ ⬜

Discuss the new issues and provide a proposed solu on to the

problem ⬜ ⬜

Summarise the issues and solu ons in a brief report that you
would provide to your Manager. ⬜ ⬜

Discuss how you would maintain documenta on, systems and

records so that they were easily accessible should you need ⬜ ⬜
them.

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 Did the Student provide evidence of their ability to research and answer the following ques ons?

Brie y discuss the principles of customers service. ⬜ ⬜

How would you iden fy customers’ needs in an organisa on?

What sources would you use for informa on gathering? ⬜ ⬜

Iden fy one business and then explain the structure of the

organisa on, and its products/services ⬜ ⬜

Brie y discuss the products and service standards ⬜ ⬜

Iden fy the main points in at least one best prac ce model. ⬜ ⬜

Feedback to Student:

Result □ Sa sfactory □ Not Yet Sa sfactory

Assessor’s Signature: Date:

• What problems does Benson Business Solu ons have?

Kevin Hartman states that bias must be avoided to ensure e ec ve analysis. Biases can arise when inappropriately
phrasing and ordering ques ons ( ques onnaire bias), allowing preconceived no ons to in uence how data is
evaluated ( interpreta on bias). All can be overcome, and the one that could have the greatest in uence on the actual
success of the marke ng strategy is interpreta on bias

Interpreta on bias is not likely descrip ve analysis, as it involves the reading of direc onal data on a customer’s
a nity for a brand or product. Direc onal data that would be the focus of descrip ve analysis would include many of
the focus of descrip ve analysis would include many of the key performance indicators men oned below:

Business objectives Key Question Data> Source

Build awareness Do secondary end users and Click stream Traffic > Open Tracker
potential primary customers
Influence Consideration Do secondary end users and Clickstream traffic> open tracker>
primary customers want more competitive intelligence
details on prices and services in
order to better evaluate a possible
purchase
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 Influencing sales Do sales efforts result in additional Testing> Google> website

sales for Bosch power tools
Reposition the brand Are there steps that can be taken Voice of costumers > Google
to improve the brand experience costumers surveys
Grow loyalty Customers delighted and wish to Voice of customers survey
advocate for my brand questions to determine if
delighted

• Write a short summary of advice that could be provided to your Manager on the analysis of the problem.

Summary provided by Munkhzul’s manager about problems

Problem statement:

In recent customer feedback sessions, 45% of customers have expressed a need for a simpler and cheaper version of
our product. In surveys of customers who have chosen compe tor watches, price is men oned 76% of the me. . To
best serve our exis ng customers, and to branch into new markets, we need to develop a series of watches that we
can sell at an appropriate price point for this market

Proposed solu on:

Our new watch series will begin at 18% cheaper than our current cheapest op on, with the poten al for %54+
cheaper op ons depending on material and movement. In order to o er these prices, we will do the following:

* o er watches in new materials

* Use high - quality quartz movement instead of in-house automa c movement

* Introduce customizable band op ons, with a focus on choice and exibility over tradi onal luxury

Note that every watch will s ll be rigorously quality controlled in order to maintain the same word-class speed and
precision of our current o erings.

Value:

With new o erings that are between 18% and 50% cheaper than our current cheapest op on, we expect to be able to
break into the casual watch market, while s ll suppor ng our luxury brand. That will help us hit FY22s Objec ve 3 :
Expanding the brand. These new o erings have the poten al to bring in upwards of three million dollars in pro ts
annually, which help us hit FY22s Objec ve 1:8 million dollars in annual pro t

Early customer feedback indicate that cheaper op ons will not impact the value or pres ge of the luxury brand,
though this is a risk that should be factored in during design. In order to mi gate that risk, the product marke ng team
will begin working on their go-to- market strategy six months before the launch.

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 • Develop a presenta on that you could give to sta members on the data you have collected and the needs of the
customers.

Proposed solu on:

Our new watch series will begin at 18% cheaper than our current cheapest op on, with the poten al for %54+
cheaper op ons depending on material and movement. In order to o er these prices, we will do the following:

* o er watches in new materials

* Use high - quality quartz movement instead of in-house automa c movement

* Introduce customizable band op ons, with a focus on choice and exibility over tradi onal luxury

Note that every watch will s ll be rigorously quality controlled in order to maintain the same word-class speed and
precision of our current o erings.

Value:

With new o erings that are between 18% and 50% cheaper than our current cheapest op on, we expect to be able to
break into the casual watch market, while s ll suppor ng our luxury brand. That will help us hit FY22s Objec ve 3 :
Expanding the brand. These new o erings have the poten al to bring in upwards of three million dollars in pro ts
annually, which help us hit FY22s Objec ve 1:8 million dollars in annual pro t

Early customer feedback indicate that cheaper op ons will not impact the value or pres ge of the luxury brand,
though this is a risk that should be factored in during design. In order to mi gate that risk, the product marke ng team
will begin working on their go-to- market strategy six months before the launch.

• How would you promote your new strategies to stakeholders?

1. I will Identify stakeholders early

2. Will Get stakeholders talking to one another

3. Seek to understand before being understood

4. I will Listen, really listen

5. Lead with integrity

6. Engage your stakeholders in the estimates

7. Work WITH my team

8. Manage expectations

• Es mate the budget that you think will cover the implementa on of this strategy.

2022 budget es ma on for the strategy:

Sales by model:

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 2022 budget Actual

Budgeted Variance
$237,000 $208,560 $(28,440)
Deluxe
320,225 329,832 9,607
Standard
Standard upright 437,525 476,902 39,377

Electro-revolving 125,000 81,250 (43,750)

Hall-wall 80,000 70,400 (9,600)

Total sales $1,199,750 $1,166,944 $(32,806)

Cost of goods:

Direct labor $75,925 $82,000 $(6,075)

Factory overhead 5,694 6,150 (456)

Direct materials 195,000 191,100 3,900

Total cost of goods sold $276,619 $279,250 $(2,631)

Sales, general, & administra ve costs:

Sales salaries $300,000 $310,000 $(28,440)

Advertising expenses 135,000 140,000 9,607

Miscellaneous selling 3,400 2,500 39,377

expenses
88,000 90,000 (43,750)
Office expenses
Total SG&A $526,400 $542,500 (9,600)

Operating income $396,731 $345,194 $(32,806)

• Outline the ac on you would take with each person to resolve the issues.

1. Embrace con ict. When con ict arises, don't avoid it or pretend nothing has happened

2. Talk together. Set up a time and place so you can talk for an extended span without outside
interruptions

3. Listen carefully

4. Find agreement

5. Provide guidance

6. Be quick to forgive

• Discuss the consulta on process you would use to ensure the implementa on is smooth and e ec ve.

To better facilitate the consultation process, employers should take time to e ectively plan both
the consultation and evaluation processes.

1. Identify priority issues and conduct a stakeholder analysis

2. Prepare a consultation plan

3. Ensure prior information dissemination

4. Incorporate feedback and share results

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 5. Maintain continuous stakeholder engagement and easy access to a grievance mechanism

• Discuss the methods you would use to review client sa sfac on post implementa on.

In general, there are three primary methods by which you can send customer satisfaction surveys:

-In-App or On-Site Surveys.

-Post-Service or Post-Purchase Surveys.

-Long Email Surveys.

• Discuss the new issues and provide a proposed solu on to the problem

In business for example, a company creating a brand new product (a solution) but no one wants/
needs it (no problem to solve)
It refers to the fact that a process has been done in reverse. The normal process being that you
identify what the problem is, and then craft the solution
In the case of a solution seeking a problem, it means that an idea was hatched, but that it does not
have a useful application

• Summarize the issues and solu ons in a brief report that you would provide to your Manager.

Business report on the manager’s summary:

Introduc on:

With new o erings that are between 18% and 50% cheaper than our current cheapest op on, we expect to be able to
break into the casual watch market, while s ll suppor ng our luxury brand. That will help us hit FY22s Objec ve 3 :
Expanding the brand. These new o erings have the poten al to bring in upwards of three million dollars in pro ts
annually, which help us hit FY22s Objec ve 1:8 million dollars in annual pro t

Early customer feedback indicate that cheaper op ons will not impact the value or pres ge of the luxury brand,
though this is a risk that should be factored in during design. In order to mi gate that risk, the product marke ng team
will begin working on their go-to- market strategy six months before the launch.

Conclusion:

Our new watch series will begin at 18% cheaper than our current cheapest op on, with the poten al for %54+
cheaper op ons depending on material and movement. In order to o er these prices, we will do the following:

* o er watches in new materials

* Use high - quality quartz movement instead of in-house automa c movement

* Introduce customizable band op ons, with a focus on choice and exibility over tradi onal luxury

• Discuss how you would maintain documenta on, systems and records so that they were easily accessible should you
need them.

• Retention Schedules.

• Records Destruction or Transfer.

• Tip Sheets and Guidance.

• Workshops and Training.

• OSU Records Management Policy.

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 • Laws and Regulations.

• Topics and Resources.

• Brie y discuss the principles of customers service.

The key to good customer service is building good relationships with your customers. Thanking
the customer and promoting a positive, helpful and friendly environment will ensure they leave
with a great impression. take the time to nd out customers' expectations.

• How would you iden fy customers’ needs in an organisa on? What sources would you use for informa on
gathering?

We will identify customer needs in a number of ways, for example, by conducting focus groups,
listening to your customers or social media, or doing keyword research.

• Iden fy one business and then explain the structure of the organisa on, and its products/services

An organizational structure is a system that outlines how certain activities are directed in order to
achieve the goals of an organization. These activities can include rules, roles, and responsibilities

The organizational structure also determines how information ows between levels within the
company. For example, in a centralized structure, decisions ow from the top down, while in a
decentralized structure, decision-making power is distributed among various levels of the
organization

Having an organizational structure in place allows companies to remain ef cient and focuse

• An organizational structure outlines how certain activities are directed to achieve the goals of
an organization
• Successful organizational structures de ne each employee's job and how it ts within the
overall system
• A centralized structure has a de ned chain of command, while decentralized structures give
almost every employee receiving a high level of personal agency
• Types of organizational structures include functional, divisional, atarchy, and matrix
structures.
• Senior leaders should consider a variety of factors before deciding which type of organization
is best for their business, including the business goals, industry, and culture of the company

• Brie y discuss the products and service standards

A tangible product is only one aspect of the supplier/customer relationship. Service standards are
important for customers, potential customers, employees and management of a business. They
help to de ne what a customer can expect and to remind management and employees of the
challenge and obligations that they face.

• Iden fy the main points in at least one best prac ce model.

Best practice is the description of the best way of working based on the situation in hand. Such a
description can be used by (future) professionals. The term 'good practice' is also in use. A model
is the presentation in schematic form, often in a simpli ed way, of an existing or future state or
situation.

• Safe, healthy and happy workplace

• Open book management style

• Performance linked bonuses

• 360 Degree performance management feedback system

• Fair evaluation system

• Knowledge sharing

• Highlight performers
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 Ques oning Checklist

BSBCUS401 Coordinate implementa on of customer service strategies
The assessor needs to indicate whether they have conducted the ques oning as wri en ques ons
or as verbal ques ons by cking the box below.

□ Wri en Ques oning □ Verbal Ques oning

The assessor must provide evidence with the assessment tool. For wri en ques ons, the assessor
must provide the student’s original wri en responses. For verbal ques oning, the assessor must
provide dot points as a minimum on the student’s responses.
For details on how to conduct and contextualise this form of assessment, please refer to the
ques oning checklist explana on in the assessor guide.
Student’s name: B. Munkhzul

Assessor’s name:
If ques ons are answered verbally, the assessor must write detailed answers Sa sfactory
in the sec ons provided below. The space below does not indicate the size of response
the answer an cipated. Keep typing and the space will expand. If answers are
recorded separate to this document, they must be a ached to the Yes No
assessment documents.

How can you clarify the needs of your customers?

To identify the needs of your customers, solicit feedback from

1 your customers at every step of your process. You can identify ⬜ ⬜
customer needs in a number of ways, for example, by
conducting focus groups, listening to your customers or social
media, or doing keyword research.

How can you inspire your team?

1. Pay your people what they are worth

2. Provide them with a pleasant place to work

2 3. O er opportunities for self-development

⬜ ⬜
4. Foster collaboration within the team

5. Encourage happiness

6. Don't punish failure

7. Set clear goals

8. Don't micromanage

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 How can you communicate informa on to your team?

1. Open meetings

2. Emails

3 3. One-to-ones
⬜ ⬜
4. Visual presentations

5. Display con dence and seriousness

6. Be articulate

7. Create a receptive environment

8. Listen to your team

What resources might you need to budget for?

As set up my project plan, I iden fy as budget resources the work,

4 ⬜ ⬜
material, and cost resources that make up the budget that was
allocated to my project. As work on the project con nues, I enter
actual progress informa on in the project plan.

What are the 4 main steps involved in handling a customer complaint?

• Listen with an open mind. Hear what the person has to

5 say without prejudging the situation
⬜ ⬜
• Repeat the problem back

• Empathize and assure that something will be done

• Follow up promptly

What is the process for e ec ve consulta on about customer service

strategies?
1. Make customer happiness the end goal across the
company.

6 ⬜ ⬜
2. Identify all customer touch points.

3. Set goals for customer service.

4. Identify customer service KPIs to monitor.

5. Build a driven customer service team.

6. Build a powerful customer service toolkit.

What are the two tasks involved in collec ng data?

Under the main three basic groups of research methods

7 (quantitative, qualitative and mixed), there are di erent tools that ⬜ ⬜
can be used to collect data. Interviews can be done either face-
to-face or over the phone. Surveys/questionnaires can be paper
or web based.
What do you need to do in order to evaluate and report on customer
service e ec vely?
1. Listen to your customers by monitoring interactions

8 ⬜ ⬜
2. Capture all of your customer feedback channels

3. Ask your customer what they think

4. Use quality monitoring to help agents improve skills

5. Do not view agent development as a one-o activity

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 Feedback to Student:

Result □ Sa sfactory □ Not Yet Sa sfactory

Assessor’s Signature: Date:

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