Lieber Case_introduaction


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Unformatted text preview: eir “key“ clients and compete with Vancouver Lighting, Lieber has instituted a customer care group. Lieber defines the key clients as those who order at least 1,000 units per year. The cost of this initiative is roughly $30,000 per year and it involves the dedication of a part time worker to oversee customer needs. By catering to the key clients, Lieber has been able to “win back” 15% more of Chieftain’s business. Customer surveys of the key clients indicate that there is satisfaction with the product quality and that on the customer support question Lieber scored in the excellent category. Survey results indicate that Lieber scored high on timeliness of delivery and order accuracy. However, below average results were found in the innovation category of the survey, to which Tamara Chu from marketing stated, “we sell skylights not medical devices”! Tamara was adamant that the results not be communicated to the workers because some were not positive. The survey was commissioned by the CEO and was done by a firm external to the company. It cost $99,0...
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