The business procedures Essay Example

calling the given number with an inquiry or emergency and ends with their needs being satisfactorily fulfilled. The call center is divided into three areas: the Interactive Voice Response system for minor needs, the main call center for more complex issues, and the after-hours emergency line for reporting emergencies. The following is a brief overview of the process from start to finish: A customer with an issue calls the call center telephone number.Once the client accesses the IVR system, they can choose to continue using it or speak to a CSR. If they opt to use the IVR, they are prompted to enter their account number via the computer keyboard. They are then given options to make a payment or update their meter readings. At any point during this process, they have the option to request to speak to a CSR.

If the client requests to speak to a representative, the IVR checks the day and time. If it is between 9am and 5pm on Monday to Friday, the client is directed to the call center and placed in a waiting line (refer to section 2.0). If it is outside of these days or times, the client is directed to an emergency response line, which is an automated answering machine message. If it is an emergency call, an On-Call employee will be contacted. If it is not an emergency, the machine will ask them to call during regular business hours.

When the client reaches the front of the waiting line, the CSR greets them and assesses their specific needs. Common reasons for calls are account inquiries or reporting a power outage. Any other calls not outlined in

the process are either handled immediately or forwarded to an appropriate destination.When the call is about a historical question, the CSR inquires about the history figure and confirms the name of the history holder. If the figure is not available, the client is asked to provide an alternative reference. If neither can be confirmed, the call is escalated to a call centre supervisor. If the history figure and name are correct, the CSR determines the client's request. There are 6 main history requests: General question, meter reading, history expiration, maintenance, bill payment, and new history request. Although they are marked as sub procedures in the map, the CSR will handle them. If the call is to report a power outage or issue, the CSR investigates if the company is already aware of the issue by checking the database. If they are aware, the client is informed and given any necessary advice. If the company is not aware of the issue, the information is recorded and passed onto a call center supervisor who alerts the relevant personnel.

Procedure 2 - Completion of the Nike Air Max 180 trainer

The Process Map demonstrates the sequence of events that Nike follows to deliver a finished product to retail shops, specifically focusing on the Nike Air Max 180 trainer.The text describes the complete process, starting from how Nike finds and imports various materials to manufacture their products, all the way to Nike supplying retail stores. The focus is on the specific details related to the Nike Air Max 180 Trainer. It is important for Nike to decide where to source materials from, taking advantage of economies of scale

by importing large quantities from countries like China and Argentina. To ensure success, Nike must maintain regular contact with suppliers, build strong relationships, and constantly research the cheapest methods of importing goods. It is also crucial for them to continue importing goods in large quantities to benefit from economies of scale. The Research and Development and Operations/manufacturing departments play a significant role in Nike's success by maintaining and utilizing technology effectively.After the merchandise is manufactured, Nike must handle and distribute the goods to retail shops and clients. This step is depicted on the procedure map. To ensure efficiency, Nike uses a database to manage client relationships and orders. They also address logistical issues related to physically transporting goods, typically through container ships and HGVs. During this process, the financial department handles orders and associated costs, while the operations department manages packing and distribution. In addition to the physical production of goods, Nike employs various methods to market and attract clients and suppliers. The procedure map demonstrates the implementation of processes to ensure effective completion and management of orders by all providers and clients. Nike maintains online databases of over 300 regular suppliers to monitor their performance and availability. They then select appropriate companies and express their interest in establishing a business relationship.If this provider does not already have a business relationship with Nike, they must complete a "New provider set up form". Then, new or existing clients must provide a detailed description of the goods needed. If an existing client returns to Nike and the order is worth over ?5000, the provider must provide a "specific Nike 10 digit purchase order code". If it is

under ?5000, only the name of the Nike employee who processed previous orders from this client is required. Once all the necessary information is provided, Nike will process the order.

Both the Call Centre process and the completion of the Nike Trainer process follow the same process model called Burlton's Transformation model. This model has four key process elements: inputs, outputs, guides, and enablers. An input is the first component of the process and is described by Burlton (2001) as something that is used, consumed or transformed by an activity. The initial input for the call Centre process would be a customer with an inquiry or emergency. For the Nike Trainer process, the input would be the raw materials needed to make the trainers. The next important process element is the output. An output is the result of an activity or process.In the case of call centres, the end result would be a satisfied client who has achieved their objectives from the initial phone call or a potential new client. In Nike's case, the end product would be the finished Nike Air Max 180 trainer being distributed and received by the provider. Another key component of the four procedures is ushers. According to Burlton (2001), a guide provides knowledge and direction on how or when an activity occurs. In the call centre's case, this would simply involve following standard protocol. In Nike's case, it would involve regular contact with suppliers, researching the cheapest methods of sourcing materials, and importing the necessary goods in large quantities to different factories. The final key procedure component is called an enabler—an enabler is something used to carry out or

complete an activity such as machinery, human resources, or the use of technology. Burlton also discusses Core and Support Processes. A core process represents the main business activities of an organization, while a support process enables the core processes to function. Both processes studied in this report are core processes, as a call centre generates a service that aims to add value, and the supply of footwear to retailers helps add value for the organization through efficient production and delivery.The procedure map for both Nike trainers and Call Centre Procedure Harman utilizes Business Process Modelling Notations, allowing for a comprehensive understanding of the various symbols and diagrams used in complex procedure maps. This approach is now an industry standard and has the most support in the Business Process Modelling Notation. The Business Process Management Initiative played a role in its development. Examples of common symbols used include an Activity, Event, Gateway, Sequence Flow, and Message Flow. The main performance objective for the call Centre process is to meet customer needs by resolving issues or completing tasks efficiently and ultimately maintaining customer satisfaction.In this unique process, clients are guided through simple phases to help them achieve their intended goal using an IVR system or with assistance from a customer service representative, depending on their goal and the option they choose. These goals may involve aspects of the client's history, such as paying bills or obtaining information on meter readings, as well as addressing general inquiries. Another important objective of the call center is to handle and resolve issues reported by clients, such as power outages or general complaints, ensuring a satisfactory solution. This follow-up is necessary

to ensure customer satisfaction. The electricity sector is highly competitive, with a limited number of companies offering similar services. Therefore, providing a user-friendly system and excellent customer service is crucial to retain customers. To evaluate call center performance, managers can consider several measures outlined by Feinberg et al. (2000) including ASA (average speed of answer), queue time (time spent in line waiting for assistance), and the percentage of callers receiving satisfactory resolutions on their first call.

• Abandonment rate (the percentage of companies who hang up or unplug prior to reply);
• Average talk time (total time company was connected to telephone service representative);
• Attendance (are agents in their seats as scheduled?);
• Average work time after call (time needed to complete paperwork, do research after the call itself has been completed);
• Percentage of calls blocked (percentage of companies who receive a busy signal and could not even get in to the waiting line);
• Time before abandoning (mean time company held on before giving up in waiting line);
• Inbound calls per TSR eight-hour shift;
• TSR turnover (the number of telephone service representatives who left in a period of time usually annually);
• Total calls; and
• Service levels.

In addition to using operational measures to evaluate performance, call centers have systems for continuous monitoring of their staff. When staff are monitored, calls are assessed on aspects such as:

• Information provided
• Quality of information
• Tone of voice, and
• Enthusiasm of
  

the agent

Broadly, call centers employ three types of monitoring. The first is side-by-side monitoring, in which a quality control staff sits beside an agent to oversee how he/she handles a particular call.The text discusses different types of monitoring in a call center setting. The first type is the use of computing devices to recover information for managing calls. The second type is distant monitoring, where calls are monitored at remote locations using available technology. The third type involves call centers recording a specified number of calls. Distant monitoring is the most commonly used type. Directors can also assess performance by making follow-up calls to clients to gauge satisfaction. If a pattern emerges between unhappy clients and specific staff members, management can address the poor performance and monitor improvement. Steps can also be taken to rectify common problems for higher customer satisfaction. The text also mentions the process of supplying Nike products to retail stores, highlighting the importance of efficiently moving through all the stages to maximize profits and maintain customer satisfaction.This process begins with the selling and fabrication section. Their role is to source the materials for the Nike trainers at the lowest cost possible, while still maintaining the expected quality. These materials are typically imported from countries like China and Argentina, although this can change depending on cost efficiency.

Over time, Nike establishes relationships with reliable and efficient suppliers from these countries. This is known as the partnership model, where supplier selection is based on performance and a commitment to long-term development and building partnerships (Zairi, M, 2007). By doing this, Nike forms long-term commitments that benefit both parties, establishing a standard business practice. For

example, they may use the same delivery dates and transportation methods for each transaction.

The fabrication section then assembles the trainers on a large scale in Vietnam. Orders for the finished Nike products come from current customers or parties that have been approached by Nike after studying their business practices and reputation.

Nike is always seeking new business opportunities and has a large customer base.After the Nike trainer is assembled and orders are received, the fiscal department handles the processing of orders and associated costs. They utilize advanced technology to manage Physical Distribution Management issues. This method is popular because it saves time and provides convenience. It also provides accurate information on future demand for various products. Early computer systems were already providing significant advantages to Physical Distribution Management. The Operations department ensures that the trainers are distributed quickly and efficiently according to the retail stores' agreements, ensuring timely delivery to the customers. Supervisors can monitor and measure the performance of each process in various ways. Successful operations are thoroughly examined to ensure optimal utilization of resources. The first phase in measuring success in the Nike production process is when all necessary materials are gathered for production.The Nike directors can assess the speed of delivery and the cost effectiveness of the providers. This can be compared to previous transactions or the rates that competitors are paying. Once the goods are manufactured and Nike has finished products, they can use a commonly used method of measuring production output, such as the quantity of goods produced over a specific time period. Nike can compare this to previous months and production rates in their other factories. If performance figures are

not satisfactory, successful managers will determine the cause of the issue and find a solution.

References:
- Harmon, P. (2007). Business Process Change, Morgan Kaufmann.
- Herron, D.P. (1981). "The Use of Computers in Physical Distribution Management." Management Decision, 19(7), 26.
- Feinberg, R.A., Ko de Ruyter, I.S., Keen, L.H., & Cherie Keen (2000). "Operational determiners of company satisfaction in the call centre." International Journal of Service Industry Management, 11(2), 11.
- Zairi, M. (1998). "Best practice in supply chain management: the experience of the retail sector." European Journal of Innovation Management, 1(2), 8.
- Burlton, R. (2001). Business Process Management: Profiting from Process, Sams, Indianapolis, IN.