WCW helped the company implement a comprehensive process to improve customer satisfaction. Beginning by interviewing top management from all locations and reviewing customer survey data, WCW uncovered a number of issues, which included: survey results weren’t shared with managers or employees or used as a guide for improvement; everyone felt they were doing a “good job” and the surveys were inaccurate; there were no plans in place and most managers felt they were too busy to think about new initiatives or create new methods.
With the general managers’ involvement, WCW designed a detailed plan that focused on improving employee/manager/company relationships and empowering employees to take care of customers. WCW believed that improving employee satisfaction would result in higher levels of customer satisfaction. Key components of the plan included strategic planning for management; concentrated and ongoing customer service, leadership and sales training for all levels and train-the-trainer sessions for managers; the creation of process improvement teams; increased and focused communication with all levels through meetings and a monthly newsletter; regular review of results, survey information and progress toward goals; a promotion and recognition process for managers, employees and locations; and a semi-annual employee survey.