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Starbucks Customer Satisfaction

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Bryan Houghton

on 28 May 2013

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Transcript of Starbucks Customer Satisfaction

People are resistance to change
Long-rooted conflicts + low trust in management

Employees may initially lose trust in the plan

Weekly meeting to keep employees focused on the store goal and emphasize on the need for change. Identifying The Problem Alex Zhouk Customer Satisfaction Employee Research Andrew & Hang Customer Research Adam & Meghan How We Helped Starbucks Step Up Qualitative response analysis outlined quantitative survey question framework.
Questions crafted to allow for a variety of specific reasons to highlight why customer service is below average.
Questions we included:
On a scale of 1-4 (1 being never, 2 not often, 3 usually, and 4 being always):
Expectations and guidelines of individual employees are clear.
I feel adequately prepared and trained to do my job. Quantitative - Employees Open ended questions for possible poor customer service explanations.
Questions phrased to avoid framing bias.
Questions we included:
If you could improve one aspect of the working environment of Starbucks, what would it be?
Do you approve of your manager and are you satisfied by how they’re doing? Qualitative - Employees We found that the overwhelming employee responses tied together a lack of guidelines with a lack of communication by the manager.
This in turn translated to employees feeling increasingly frustrated with the job, and in turn directly correlated with task conflict & role ambiguity. Findings Increase in efficiency
Decreased tension between employees
Increased attention to customers
Increase trust and enhance employee-management relationship Expected Outcomes Role Ambiguity
Clarifying expectations and role responsibilities
Method: Communication Binder
Task Conflict
Management must learn how to handle conflicts
Method: Training Causes & Solutions Overall Satisfaction- 58%
Friendliness of Employees- 95% to 69%
Order Accuracy- 80%- 86% relatively fixed
Skill/Knowledge in Preparing Bev- 81%-80%

 Customer dissatisfaction NOT due to to employees’ lack of skills RESULTS: Customer Service Surveys Customer- Quantitative Data Interviewed customers anonymously
10 questions
Poor Customer Service
Employee’s Attitudes Customer Qualitative Customer Solutions Ryan Conclusion Bryan Questions? Risk: Slow effect Benefit:
Flexible time
Can‘t monitor management training process
=> Meetings to discuss the application of knowledge obtained through training Online Workshops Practicality: Cost Lack of Autonomy

Personal Conflicts Still Exist
Full transcript