Customer service case study – Wal-Mart – conclusion

With enhanced competitiveness in the business environment, firms are necessitated to establish and sustain factors that serve as source of competitive advantage.  One of such factors is effective customer service. Customer service provides a way through which organizations can enhance the customer experience, thus boost customer satisfaction, which in turn leads to higher loyalty. Customer service initiatives however fail arising from such factors as lack of management support and lack of motivation for employees to share the commitment towards bettering the service offered to the customer. This paper evaluates the importance of employee training and motivation in enhancing customer care services in Wal-Mart.

Wal-Mart is the largest retailer globally in terms of the revenues it generates from its stores that are concentrated in different continents. Its main strength lies in its ability to offer low prices due to economies of scale that arise out of its large size, which additionally presents it with a high purchasing power that enables it to influence the prices it buys supplies at. Despite the favorable financial rating of the entity, its customer service practices are poorly rated as exemplified by numerous complaints from customers and reinforced by a constant poor rating in the customer satisfaction index. Following such a perspective, this paper sought to assess the importance of employee training and motivation in improving customer service.

Employee training is one of the ways through which Wal-Mart can better its customer service provision. Through training, the entity can prepare its employees to meet changing customer demands, offer timely response to customer inquiries, and recognize burnout early enough to seek assistance to avoid such stress reflecting in their service to the customer. For training to achieve such success, it must however be based on customer approach (informed on customer feedback) and aimed at all levels of the organization. In such regard, even employees who do not interact with the eventual customer, would be trained to offer the recipients of their output services in a similar fashion to those offered by customers, and thus allow these recipients to offer the eventual customer a higher level of service.

To better its customer service practices, Wal-Mart additionally needs to establish practices that help it recruit best talent and retain such talent within the organization. This is possible when the organization improves its job qualities then develops objective-based recruitment methods that allow it attract individuals who are qualified for the job. With regard to retaining talent, aspects such as empowering employees to make certain decisions on their own, rewarding those who promote customer service initiatives and rewarding innovative ideas that would better the entity’s customer service, could help motivate the employees to offer better customer service. Additionally, various non-monetary rewards (paid holidays) may also be linked to customer satisfaction, in which way, they would serve to reinforce the primary intention of the customer service initiatives established. Through such approaches Wal-Mart can effectuate its customer service thus create an additional competitive advantage besides its pricing strategy. Effective customer service would, for instance, enhance customer experience, which would lead to improved customer satisfaction with the entity’s products. Eventually, this results in enhanced customer loyalty, which dissuades customers from switching to competitors.


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