Σ 64 6:03 AM Thu Nov 28 ||| = CASE STUDY 2-2 Performance Management at KS Cleaners *S Cleaners (KSC) is a small company that provides several services to its customers: dry cleaning of clothes, laundry, ironing, and some clothing repair work. KSC specializes in low-cost volume, promising that dry cleaning will be returned to its customers the day after it is turned in. The charge is $2.25 for each item dry-cleaned; there is an extra charge for ironing, although ironing is usually not necessary because the items are placed on clothes hangers immediately after they are removed from the dryers. Laundry is $1.50 per item, with an extra charge for ironing, if desired. Clothing repair, such as hemming, replacement of buttons and zip- pers, and so on, is charged by the hour. In addition to Kevin, the owner and manager, there are eight employees: two dry cleaners, a seam- stress, and five general duty employees, who rotate where they are needed among front counter customer service and sorting clothes, loading the machines, removing clothes from machines, folding or hang- ing up the items, and preparing them for pickup. Kevin has found that he can hire teenagers for the general duty positions, because these duties do not require much training. The company needs employees who are focused on customer satisfaction and quick turnaround; when there are slow times, however, these high school students often work on homework, socialize, or spend time on their smart phones, which is acceptable behavior as long as the work gets done and the customers are happy. Pay ranges from minimum wage for the general duty employees to $20 per hour for the dry cleaners. The seamstress is paid on a negotiated piecework basis, depending on the complexity of the task. This shop has been doing so well that Kevin is thinking about opening another one. He has done some research and realizes that he will need to formalize procedures that, heretofore, he has run almost by instinct. A new manager will need to operate the new shop in a fashion that is identical to the successful way he has run his current shop. Although he dreads the process, he recognizes that it is time to document procedures and to formalize job descriptions. He has hired you to help him develop a performance management process. 1. In the context of KSC, critically evaluate the availability of any prerequisites to implementing a performance management process. 2. Discuss your plans for developing formal job descriptions for the employees at the second shop. 3. Explain key features of developing performance plans for the employees. Provide examples of factors you would consider in developing such plans for the dry cleaner. 4. In the context of KSC, create two results- oriented performance standards for the general duty employees. 5. The following information was obtained from O*NET. 41-2021.00 - Counter and Rental Clerks Knowledge: Customer and Personal Service Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. Technology Skills: Database user interface and query software-Database software. Abilities: Oral Expression―The ability to communicate information and ideas in speaking so others will understand. Work Activities-Performing for or Working Directly with the Public-Performing for people or dealing directly with the public. This includes serving customers in restaurants and stores, and receiving clients or guests. Discuss the factors that should be considered in establishing behavior-oriented 89/409 а AA 国

Σ 64 6:03 AM Thu Nov 28 ||| = CASE STUDY 2-2 Performance Management at KS Cleaners S Cleaners (KSC) is a small company that provides several services to its customers: dry cleaning of clothes, laundry, ironing, and some clothing repair work. KSC specializes in low-cost volume, promising that dry cleaning will be returned to its customers the day after it is turned in. The charge is $2.25 for each item dry-cleaned; there is an extra charge for ironing, although ironing is usually not necessary because the items are placed on clothes hangers immediately after they are removed from the dryers. Laundry is $1.50 per item, with an extra charge for ironing, if desired. Clothing repair, such as hemming, replacement of buttons and zip- pers, and so on, is charged by the hour. In addition to Kevin, the owner and manager, there are eight employees: two dry cleaners, a seam- stress, and five general duty employees, who rotate where they are needed among front counter customer service and sorting clothes, loading the machines, removing clothes from machines, folding or hang- ing up the items, and preparing them for pickup. Kevin has found that he can hire teenagers for the general duty positions, because these duties do not require much training. The company needs employees who are focused on customer satisfaction and quick turnaround; when there are slow times, however, these high school students often work on homework, socialize, or spend time on their smart phones, which is acceptable behavior as long as the work gets done and the customers are happy. Pay ranges from minimum wage for the general duty employees to $20 per hour for the dry cleaners. The seamstress is paid on a negotiated piecework basis, depending on the complexity of the task. This shop has been doing so well that Kevin is thinking about opening another one. He has done some research and realizes that he will need to formalize procedures that, heretofore, he has run almost by instinct. A new manager will need to operate the new shop in a fashion that is identical to the successful way he has run his current shop. Although he dreads the process, he recognizes that it is time to document procedures and to formalize job descriptions. He has hired you to help him develop a performance management process. 1. In the context of KSC, critically evaluate the availability of any prerequisites to implementing a performance management process. 2. Discuss your plans for developing formal job descriptions for the employees at the second shop. 3. Explain key features of developing performance plans for the employees. Provide examples of factors you would consider in developing such plans for the dry cleaner. 4. In the context of KSC, create two results- oriented performance standards for the general duty employees. 5. The following information was obtained from ONET. 41-2021.00 - Counter and Rental Clerks Knowledge: Customer and Personal Service Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. Technology Skills: Database user interface and query software-Database software. Abilities: Oral Expression―The ability to communicate information and ideas in speaking so others will understand. Work Activities-Performing for or Working Directly with the Public-Performing for people or dealing directly with the public. This includes serving customers in restaurants and stores, and receiving clients or guests. Discuss the factors that should be considered in establishing behavior-oriented 89/409 а AA 国

MARKETING 2018

19th Edition

ISBN:9780357033753

Author:Pride

Publisher:Pride

Chapter1: An Overview Of Strategic Marketing

Section1.2: Dollar Shave Club: The Company For Men

Problem 1C

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