Following are the issues recognised in the case study and two recommendations to meet customer needs.
- The delivery of the computers is broadly 1.5 days over and above the benchmarked standards of delivery time. This is a lack of service that may or may not be demanded by the customers. Delivering the product after the benchmark delivery time in the industry can probably back fire a poor feedback from the customers, when they demand the delivery to be much faster than the standard delivery time. If it is more delayed than the standard time, this is a poor customer service and not the way of benchmarking it with a quality service tag.
- The phone line being a single one has caused a lot of dead calls from a lot of customers, and this is very poor service which may embarrass the customers and also develop wrong perception about Dell computers in the customers mind.
- The repeat business is close to 48% and below the required standard of 75%, which makes an enforcement of new customer acquisition which may be costlier than servicing a repeat customer. The earlier service gap of delayed delivery and a single phone line may encourage the customers to avoid shopping the product for the second time. Thus, the poor service is interrelated to each other and enhances other poor services.
- The price of the computers are 12% lower than the market price and competition and this is one quality that the company may win more customers but it has to be an added advantage in the entire service mix. This is an advantage which it can use to enhance its other gaps in the quality service provisions of offering online support to multiple customers at a time, and also to improve the delivery time and match it with the standardised time of delivery as performed by the customers.