Practical Research Body Template

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Chapter 1
THE PROBLEM AND ITS BACKGROUND
Introduction
A good customer service relates to the service you and your
employees provide before, during and after a purchase. For example, it is how you
interact with your customers. Improving your customer service skills can lead to
greater customer satisfaction and a more enjoyable experience for them. No matter
the size of your business good customer service, needs be at the heart of your
business model if you wish to be successful. It is important to provide good
customer service; to all types of customers, including potential, new and existing
customers.
According to Tan (2004), customer service can take extra resources, time
and money but it leads to customer satisfaction which can generate positive word-
of-mouth for your business, keep your customers happy and encourage them to
purchase from your business again. Good customer service can help your business
grow and prosper.
Customer service is all about bringing customers back; and about sending
them away happy - happy enough to pass positive feedback about your business
along to others, who may then try the product or service you offer for themselves
and in their turn become repeat customers. If you are a good salesperson, you can
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sell anything to anyone once. But it will be your approach to customer service that
determines whether or not you'll ever be able to sell that person anything else.
The essence of good customer service is forming a relationship with
customers - a relationship that individual customer feels that he would like to
pursue. How do you go about forming such a relationship? By remembering the
one true secret of good customer service and acting accordingly; "You will be
judged by what you do, not what you say” (Krashen, 2006).
Further, a good customer service involves giving customers a good first
impression of the business, with a friendly greeting and helpful attitude, as well as
a lasting good impression. Determining the customer's needs and solving problems
quickly will lead to satisfied return customers (Roberts, 2013).
Customer service is important to an organization because it is often the only
contact a customer has with a company. Customers are vital to an organization.
Some customers spend hundreds and even thousands of money per year with a
company. Consequently, when they have a question or product issue, they expect
a company's customer service department to resolve their issues. A company with
excellent customer service is more likely to get repeat business from customers.
Consequently, the company will benefit with greater sales and profits.
Contrarily, companies with poor customer service may lose customers,
which will have a negative impact on business. It costs a lot more money for a
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company to acquire a customer than to retain them, due to advertising costs and
the expense of sales calls. Therefore, the efforts that go into maintaining quality
customer service can really pay dividends over time.
Further, according to most researches, excellent customer service will result
to increased sales. It is therefore essential that skills of employees or sales
representatives providing customer service be revisited to check if they are meeting
the right expectations of the management and most especially the customers.
Background of the Study
Customer service is the provision of service to customers before, during and
after a purchase. Everyone in the organization is providing one or all of these-
perhaps they recognize which ones perhaps not. Kurtenbach (2000) explains that
those who are successful in customer service rank their customers experience as
the top priority.
Arrow Electronics was founded in 1935 when a retail store named Arrow
Radio opened on Cortlandt Street in the heart of lower Manhattan’s “Radio Row,”
the birthplace of electronics distribution. Arrow Radio, established by Maurice
(“Murray”) Goldberg, sold used radios and radio parts to retail customers. Other
industry pioneers with businesses nearby were Charles Avnet and Seymour
Schweber.
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By the 1940s Arrow was selling new radios—manufactured by RCA, GE,
and Philco and other home entertainment products, as well as surplus radio parts
that were retailed over-the-counter in a parts department at the back of the store.
Soon the firm started seeking franchises to sell new parts; the first manufacturers
to franchise Arrow were RCA and Cornell Dubilier. The business was incorporated
as Arrow Electronics, Inc. in 1946.
In the early 1950s, with additional franchises and a small field sales
organization, Arrow began selling electronic parts to industrial customers. A second
storefront/sales office was opened in Mineola, Long Island in 1956. By 1961, when
the company completed its initial public offering and listed its shares on the
American Stock Exchange, total sales amounted to $4 million, over half of which
came from the industrial sales division, with the remainder from the traditional retail
business. During the 1960s, Arrow moved its headquarters to Farmingdale, New
York (Long Island), and opened additional branches in Norwalk, Connecticut and
Totowa, New Jersey. The company relocated its headquarters office to Centennial,
Colorado in 2011.
Arrow Electronics Asia-Singapore Proprietary Limited, just like any other
business, invests a lot in customer service being the contributor to sales. With its
unwavering progress, the company organizes its structure by assigning sub-levels
in operation from manufacturing to after-sales service which mostly comprises of
multi-cultured employees came from different parts of Asia. While making its way
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to success, Arrow experiences normal operational lapses that primarily involves
their customers and frontlines in operation.
Furthermore, Arrow Electronics Asia-Singapore Proprietary Limited
continuously implements measures to manage risks in operation. Thus,
implementing them is necessary to minimize the occurrence of these operational
disturbances.
Since its inception, the company’s sales is on its upward trend making its net
balloon to worth $4.46 billion as of the fiscal year 2016. But this would have been
better discounting some losses in its operational arms.
This study focuses on one of the major drivers of operational excellence—
Customer Service to Sales. For the past years, Arrow Electronics- Singapore
incurred operational losses and one of the determined contributors is the
satisfaction of its customers catered by the company’s frontlines. The researcher
will mainly focus on the customer service skills of Arrow’s sales representatives and
the evaluation of the company’s training program.
Theoretical Framework
This study is anchored on the Customer Service Skills Model (2013) which
delineates the 3 skills, namely: customer focus, personal characteristics and
customer service challenge.

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Figure 1. Customer Service Skills (Fornell and Rust 2012)
These skills are the typical ones that drive excellent customer service. An
organization primarily deals with customers start to finish, should embody these
skills for an optimal output (Fornell and Rust, 2012).
Customer service skills of frontline employees is considered as an integral
part of any facet of industry and it defines the future of any organization. The rapid
advances in technology based systems related to internet are leading to
fundamental ways in how different organizations interact. This applies to the relation
of an organization with its customer (Hong et al., 2007).
Conceptual Framework
Using the foregoing Theoretical Framework, the researcher came up with
the following Research Paradigm (Figure 2) which underscores the Input- Process-
Output (IPO) framework.

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INPUT
The customer service PROCESS
skills of the sales Administration of
representative as researcher-made survey
assessed by two groups questionnaires
of respondents classified
as sales representatives Use of statistical tools
and treatment
itself and their
supervisors.
Analysis and
Interpretation
OUTPUT
Employee Training
Program
Figure 2. Research Paradigm
Figure 2 shows the Input-Process-Output (IPO) Framework in describing the
flow of this study. The Input Box contains the study variables- Profile of the
respondents in terms of age, gender, highest educational attainment, job
classification, and length of service.

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This study also determined the customer service skills of the sales
representative as assessed by two groups of respondents classified as sales
representatives itself and their supervisors. These make up the Input Box.
The Process Box explains how the gathered data are processed-
administration of survey tool/ instrument to target respondents, tally and coding of
data, and use of statistical tools and techniques. And finally, the Output Box
engages how these data were used to provide an enhanced employee training
program.
Statement of the Problem
The customer service skills of the sales representatives at Arrow Electronics
Asia- Singapore Proprietary Limited were assessed by its supervisors and sales
representatives. The results were made integral in providing an employee training
program to improve the customer service skills of its representatives.
Specifically, the following questions were answered:
1. What is the profile of the two groups of respondents as to:
1.1. age;
1.2. gender;
1.3. educational background;
1.4. job classification; and
1.5. length of service?

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2. How do the two groups of respondents assess the customer service skills of the
sales representatives in terms of:
2.1. Customer focus;
2.2. Personal Characteristics; and
2.3. Customer service challenges?
3. How significant are the differences in the assessments of the two groups of
respondents on the customer service skills of the sales representatives?
4. Based on the results of the study, what employee training program to improve
the customer service skills of the sales representatives can be offered?
Hypothesis
1. There is no significant difference in the assessments of the two groups of
respondents on the customer service skills of the sales representatives.
Scope and Limitations of the Study
This study determined the customer service skills of the sales
representatives at Arrow Electronics Asia-Singapore Proprietary Limited as
perceived by themselves and their supervisors. This instrument takes into
consideration the 3 customer service skills that make up a skilled sales

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representative. There were 48 employees, comprised of 18 supervisors and 30
sales representatives who took part in the study.
Significance of the Study
This study will benefit the following sectors:
Arrow Electronics Asia-Singapore Proprietary Limited. This study will
provide guidelines to the company on how they can improve customer service
specifically for the sales representative. This will also serve as a tool to test the
current effectiveness of the company’s customer-focused programs and provide a
long-term plan across with respect to an improved pre and post customer
satisfaction strategies.
Business Entities. This study will serve as a reference for all business
entities engaged in customer service or any business that involves customer
interaction. This will also help companies in training their employees especially front
liners who have direct contact with customers.
Customer Service Practitioners. This study will guide customer service
practitioners in dealing with different types of customers the best way possible.
They will be able to carry out the expected output of their profession through the
findings of this study by assessing their strategies in conducting customer-based
transactions.
Future Researchers. This study will provide baseline information that could
be beneficial in the future research for students who desire to conduct a study of
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similar topic. The result may serve as a related study to connect the gap that may
left unresolved. While this particular study may have certain inadequacies, at least,
this may give insights and encouragement to undertake a validation and follow up
study.
Definition of Terms
The following terminologies were conceptually and/or operationally defined
for better understanding of this research.
Customer Focus. This refers to creating and instilling a culture of customer
service in which employees are encouraged and expected to go to great lengths to
satisfy customers. Further, high-performing organizations work to create an
environment where employees focus on customer satisfaction in each encounter,
every day.
Customer Service Challenges. This entails the difficulties, challenges, and
problems being faced or encountered by the representatives. Moreover, this also
pertains to hindrances that the employees encounter in the delivery of a service or
product.
Customer Service Skills. Customer service skills are actions of employees
that make sure customers are happy and satisfied. If customers are not happy and
satisfied with the service they receive, they will go to another organization.
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Therefore, it is vital for an organization’s success that their customers’ needs and
expectations are met.
Personal Characteristics. These are attributes that are personal to the
employees which defines the kind of service delivery to the customers.
Training Program. It is a plan of action that will be adopted to enhance the
customer service delivery of the sales representatives which is based on the issues,
problems and concerns found in this study.

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Chapter 2
REVIEW OF RELATED LITERATURE AND STUDIES
The following literature and studies, both foreign and local, focused on the
customer service skills. The same provided a clear roadmap, strengthened,
supported, gave credence, and corroborated with the variables mentioned and
were made integral part in this study.
Foreign Literature
In the journal of (Fornell and Rust, 2012), customer service skills are
essential factors for success. Customers that satisfied with a product or service will
raise the repurchase frequency and future expectations. Due to the customer’s
higher expectations it will become more difficult for the firm to satisfy the customers
in the next purchase cycle. According to Ciavolino (2010), this might damage the
company in the long run. A company that raises customer’s expectation too high
will get problem with retaining the same customer satisfaction in the future. The
company would be better of reducing the expectations and then deliver more than
expected.
Furthermore, Rust (2012) emphasizes that satisfactions are a suitable goal
and argues that companies do not gain advantage by seeking a high level of
customer satisfaction when it just raises expectations that are hard to reach and, in
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turn, increases cost for trying to reach these higher expectations. Customer
perceived service quality is the customers’ own perception of the service based on
different factors contributing to the service, from the process to the final outcome.
Oliver and Rust (2012) further argued that, productivity within the company
will be damaged because of the cost and the search after customer satisfaction.
Furthermore, in addition to higher cost, the company must add more effort in
improving product attributes or overall product design to keep satisfaction at desired
level.
In order to implement the satisfaction programs, there is a need to focus on
the involvement of the customer. The interaction between customers and service
providers is an important determinant of perceptions of service quality (Zenithal et.
al, 2013). Sometimes the interaction will be largely transactional in nature but most
common interactions will be within the context of an ongoing service relationship.
On a careful inspection of the dimensions of quality, a major focus rests on
the component of human interaction in the service delivery that consists of human
behavior and attitudes. Looy et. al. (2013) is also of the same opinion that
customers are not one dimensional in judgment, because a lot of other factors
influence service quality, most researchers agree on these dimensions of service
quality as a measure of service quality.
Building effective and significant relationships can contribute significantly to
customer satisfaction, loyalty. Retention and improvement of performance
(Reichheld, 2014). If transaction is without customer involvement, the provision of

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many services cannot occur, and the way in which customers participate in the
delivery process can have an important implication for both customer and the
service provider (Binks, 2016). Customers who willingly participate in service
delivery process expect better quality of service for various reasons.
Consumer satisfaction is believed to mediate consumer learning due to prior
experience and to explain key post purchase behaviors such as complaints, word
of mouth, repurchase intention and product usage (Oliver, et. al., 2012).
Sullivan (2015) suggested that “a dissatisfied customer is more likely to
search for information on alternatives and more likely to yield to competitor
overtures than a satisfied customer”. In addition, a past research shows that
satisfaction is a reliable predictor of re-purchase intentions (Wang, 2015).
Maximization of customer loyalty is a priority for most industries.
Rust and Oliver (2012) say that a customer that is satisfied with a product or
service will raise the repurchase frequency and future expectations. Due to the
customers’ higher expectations it will become more difficult for the firm to satisfy the
customers in the next purchase cycle. Accordingly, this might damage the company
in the long run. A company that raises customer’s expectation too high will get
problem with retaining the same customer satisfaction in the future.
Appropriate incentive to staff who gives clients outstanding service. If they
are not motivated, they have no reason to go that extra mile for your customers.
Provide rewards, both monetary and non-monetary to ensure your staffs are
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motivated and empowered enough to want to service your clients to the best of their
abilities (http://www.ehow.com).
According to Saunders et al. (2011), enquiries can be classified in terms of
their purposes as well as the research strategy which is used. Three categories of
the enquiries are identified, but often one of them is used. It can either be
exploratory study, where the researcher is trying to find out what is happening so
as to seek new insights, to ask questions and access phenomena in a new light
(Robson, 2012). It is the best when the researcher is uncertain of which theories
are useful and when it is difficult to determine important characteristics and
relations. Descriptive study is used in descriptive studies portrays accurate profile
of situations’.
In Walliman (2015), the survey method is a popular and common strategy in
business research. It enables large amount of data to be collected from an ideal
population and in a highly economical way. Often, questionnaires are used and data
are standardized, it is easily understood and easy to compare. This method tends
to gain a deeper understanding for the problems investigated through different
sources of information, as well as to be able to describe a general picture of the
reliability in which the problem is involved.
The current business environment is becoming competitive and challenging
than before. With multidimensional challenges and demand of globalization, the
organizations are forced to reengineer their products and systems to improve the
service quality and remain competitive. (Yasin et al., 2013).

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Due to intangible nature of services it is difficult for the firms to analyze how
the customers perceive and evaluate the desired outcome of the service quality
(Zeithaml, 2010). As customer evaluate their level of satisfaction by experimenting
the service quality, satisfaction with services is related to conformation or
disconfirmation of expectations (Smith and Houston, 2010). The issue of highest
priority today involves understanding the impact of service quality on profit and
other financial outcomes of the organization.
As Organizations are increasingly becoming customer focused and are
driven by customer demands. It is becoming equally challenging to satisfy and
retain customer loyalty. The research of Oliver (2012) suggests that both service
quality and customer satisfaction are two distinct but related constructs. It is
particularly true for the services firms where increased level of customer satisfaction
results in profit maximization.
Therefore, experts say that customer satisfaction should be the fundamental
principle of all the service firms as it is the key indicator of firm’s performance. As
said by Sakthivel et al. (2015). Customer loyalty and satisfaction is proved to be the
major determinant for long term survival and financial performance of the company
also customers are considered as final judges to judge the quality level of product
and services offered.
In service industry, the concept of quality holds the main position. The
relationship with the customer is based on the promise that customer satisfaction
is achieved through providing standard quality of service. The high quality demands
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on customer’s end is becoming prominent due to the growing fact that high level of
service quality leads to sustainable competitive advantage in the competitive
business environment (Sureshchandar et. al., 2013) It is not surprising to know that
quality level of services is the leading phenomena to plan strategies in the services
firms.
The concept of customer satisfaction has drawn the attention of practitioners
and academics from last several years based on the fact that customers are the
primary source of profit for most of the firms operating in the market (Tam, 2014).
In Churchill & Surprenant (2016) “customer satisfaction is an outcome of
purchase and use resulting from the buyers' comparison of the rewards and costs
of the purchase in relation to the anticipated consequences”. It is also defined in
terms of an emotional state that usually arises in response of evaluating a particular
service. The former concept highlights the fact that satisfaction is determined
through a cognitive procedure by comparing what customers give up to get a
service (cost) and what they receive in response (reward) however the later concept
takes satisfaction as an emotional feeling that results during the process of
evaluation. Consistent with this concept, we can say that “customer satisfaction is
defined as an emotional response, which results from a cognitive process of
evaluating the service received against the costs of obtaining the service”.
Customer satisfaction facilitates the measure of how service and products
provided by company meet customer expectation. It is a key performance indicator
in business terms. Typically, service firms monitor and examine the satisfaction
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level of customers on an ongoing base by using different scales like, to measure
the level of customer satisfaction which is mainly based on service encounter
experienced on their last visit (Peterson, 2016).
Quality and customer satisfaction both have long been recognized as crucial
role for success and survival in today’s competitive market. Considerable evidence
exists in literature that supports relationship between company’s performance and
level of satisfaction reported by customers (Bolton, 2015). Therefore, it is argued
that customer satisfaction should be considered the ultimate goal for all firm.
Empirical evidences have supported that customer satisfaction reduces the
likelihood of defection and/or is positively related with retention repurchase intention
and loyalty. Satisfaction is not inherent in service of product. But satisfaction is
mainly present in consumer’s perception of the service or product attributes that
relates to the specific individual. Therefore, different customers will express
different levels of satisfaction for the same service encounter or experience
(Ueltschy et al., 2014).
Sometimes service is produced and consumed at the same time, its
inseparability of service. In most services, quality occurs during service delivery,
usually when customer and service employee interacts (Lehtinen, 2012). Research
reveals that delivering high service quality produces measurable benefits in profit,
cost savings, and market share. Therefore, an understanding of the nature of
service quality and how it is achieved in organizations has become a priority for
research (Zeithaml, 2013).

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For that, companies need to develop an environment inside the organization
that is more prone towards meeting service quality standards according to the
customer requirements. There are number of organizations actively using some
form of customer satisfaction measurement in developing, monitoring, and/or
evaluating product and service offerings, as well as for evaluating, motivating,
and/or compensating employees (Anderson et. al., 2013). Success could be
achieved only if the internal environment is strong enough to meet the challenges
of external requirements.
To obtain products and service a consumer spends both money and
resources in the form of time, energy and effort. Service or product quality and
customer satisfaction both have long been considered crucial for success and
survival in today’s competitive market. But it is also important to understand what
contributes to customer satisfaction that could be a key to achieve competitive
advantage (Ennew et. al., 2010).
Consumers are now demanding higher quality in products than ever before
(Leonard, 2016). The search for quality is arguably the most important consumer
trend of the 1980s. The important feature of service firms is to focus on quality, the
way it is produced and being offered to the final customer. It is seen that continuous
improvements in the quality of services perceived according to the consumer
expectations positively affects the satisfaction level and customer’s perceptions
about the company (Rabin, 2015).

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However, it is worth noting that there are several distinct conceptualizations
of quality. Just as current quality is expected to have a positive influence on overall
customer satisfaction. So we can say that, the effect of expectations of quality on
customer satisfaction is positive and significant. Delivering quality service is
considered an essential strategy for success and survival in today’s competitive
environment. The primary emphasis of both academic and managerial effort
focused on determining what service quality meant to customers (Dawkins, 2014).
Service quality is a determinant of whether a customer ultimately remains
with or defects from a company. In marketing management literature service quality
takes a prominent position. It is usually defined as customer’s impression of relative
inferiority or superiority of service provide and its service. Also it is often considered
similar to overall attitude of customer towards company (Dolgova et. al., 2010).
It is also observed that the increased interest in service quality by the firms
is due to the fact that service quality is proved to be beneficial to maintain bottom
line performance of the firm. Both Service quality and Customer satisfaction terms
is being widely used by researchers interchangeably (Digman, 2011).
Studies show that the overall experience with the service quality results in
customer satisfaction which leads to customer loyalty. Where the overall service
quality (as perceived) is viewed as a combination of core and relational aspects. In
the service literature, core and relational quality are the most basic elements of
services. Where core is “what is delivered” and relational is “how it is delivered”
(McDougall, 2015).
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For marketers or service providers, achieving customer satisfaction is
important because it is supposed to be an important motive of customer loyalty,
repeated business (with customer) and positive word of mouth. However, quality is
not the only factor that effects the customer satisfaction, there are other factors
besides quality like Performance, Expectations desires and price factor affect the
customer perceptions and the overall satisfaction level. Where quality of service is
a descendent of customer satisfaction as described by Cronin & Taylor (2014),
Service quality is not the only factor that has direct impact on customer satisfaction.
Identification of other elements beside quality that effects the satisfaction is
critical. The other factors as described by Woodruff & Albert (2011) are value,
corporate reputation, images and transaction satisfaction. On other hand factors
that affect the service quality other than those of intangible nature like human
interaction in service delivery, rest are of tangible nature, design and décor
elements, the effect of atmospherics, employee appearance and appearance of
equipment etc. A clear understanding of all these factors that affect the relationship
between service quality, and customer satisfaction results in overall performance
of the firm and can help to ensure better implementation of resource that firm
required putting in place.
During past few decades the interest of academics and researchers has
been increased to measure the relationship between service quality and customer
satisfaction. Both customer satisfaction and service quality are considered as

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extensive and vast subjects of research and many studies related to customer
satisfaction are conducted in the area of service settings (Swan, 2010).
The Increased level of customer satisfaction, decreases the chances that
customers will be pointing the flaws in the quality. In service settings it would offer
a better perspective of the relative importance of service quality determinants by
developing more comprehensive models of the drivers of customer satisfaction. A
great similarity between the customer satisfaction and service quality is observed,
however researchers are careful to say that these two are different concepts
(MacMillan, 2014).
In academics both constructs are recognized as distinct and independent
(Oliver, 2012). Whereas a wide literature studies shows that both concepts are
distinct conceptually but also are closely related to each other (Parasuraman et al.,
2016) and any increase in one (quality) leads to increase in another (satisfaction).
However, there are number of variations found in literature between service quality
and customer satisfaction. Satisfaction is customer decision after an experience
while quality is not.
According to Patterson et. al. (2012) it is important to have this distinction
between the two concept for managers and academics, as there is a greater need
to understand either the firmed objective is to perform in a way that satisfies the
customers or they should strive to provide maximum level of service quality
perceived by its customers.

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There are researchers like Hurley & Estelami (2016) who states that that
service quality and satisfaction are distinct constructs, and there is a causal
relationship between the two, and the impression about the quality of service
influence emotions related to satisfaction which, in turn, affect future purchase
behavior. Also customer satisfaction is viewed as the overall assessment of the
service provider (Palangkaraya et. al., 2011).
The literature related to service quality and satisfaction has emphasized that
customers compare the performance of product and services on some standards
(Spreng, 2016). Also the quality of service as perceived by the customers is
considered as an important factor that affects the level of satisfaction. Due to its
relative importance in the service context it became a wide debatable topic and
focus of research for academics.
Literature revealed that the difference between perceived service quality and
satisfaction is due to the use of different standards of comparison. Different authors
stated that the standard of comparison to form satisfaction depends on customer’s
feelings regarding what will come out (predictive expectations) where perceived
service quality defines what customers believe that a firm should deliver, also it is
a result of comparing the performance (Roberts, 2013)
Overall what different authors state about these two constructs and consider
it as distinct concepts there is a great need to analyze the relationship between the
two to understand either these are two different concepts or are similar (McDougall,
2010).
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In Davidow’s (2013) research, satisfaction and service quality are both
distinct constructs. Also expectations are negatively related to satisfaction, but
through perceived performance, expectations are positively related to service
quality perceived and satisfaction. So managers should always try to decrease the
level of expectations in order to provide services that are “better than expected”
which will result in higher level of satisfaction.
Furthermore, their Davidow also stated that managers should balance the
negative and positive aspects of satisfaction because if firms lower the level of
expectations, the customer’s perceptions of performance will also go down and that
will decrease the level of satisfaction as well. It shows that lowering the
Expectations will also make the satisfaction down. Talking about desires,
Congruently, Maackoy’s (2016) research shows that desires are compatible
(congruency) with satisfaction as desires comes prior to satisfaction. Desires are
more straight forward determinant, as a key feature of both service quality and
customer satisfaction is to fulfil the desires of customers.
Perceived service quality and value influence customer satisfaction which in
turn affect the future intensions. Where perceived service quality consists of two
dimensions as described earlier, core, the basic service (as promised) and
relational (the way service is delivered). In addition to service quality dimensions
Tangibles, Empathy, Responsiveness, Reliability and Assurance that customers
use to judge or evaluate overall services the core and relational quality leads to
overall customer satisfaction or service quality.

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Perceived value is defined as “benefits received relative to cost”. Customers
who think that they got something worth spending are better satisfied as compare
to those customers who think that did not get something worth spending (money)
(Olakitan, 2011).
Customer retention/ loyalty that results in repeated transactions is the main
goal of service providers as their profit and revenues are linked with it, increased in
customer retention and level of satisfaction generate positive word of mouth, more
revenues and reduce the marketing cost for the company (Heskett, 2014). So it can
be said that the overall assessment of service provider is viewed in terms of
customer satisfaction and future intensions and the customer interests of returning
back to the same service provider.
According to Jillian (2014) during a service encounter, the perception of
performance of service quality affect the customer willingness to buy more ...So if
the value perceived regarding the performance of quality is according to the
expectations, it will lead to satisfied responses by the customer about the service.
Overall customer satisfaction the first determinant is perceived quality and the
second determinant is perceived value. Further he supports that the perceived
value has positive influence on customer satisfaction.
A firm can improve the quality of its services by developing the service
improvement strategy in the organization which requires several steps and
measures to trigger improvements in the internal environment. Leonard (2009) has

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explained some steps for managers through which company can improve the
service quality.
For a service firm, employee’s performance has a strong influence on firm’s
efforts regarding delivering quality services to its customers. So services cannot
be standardizing and up to the mark unless company understand its employees,
deals and manage them in an effective manner. Because ultimately employees are
the people who carry company’s vision and mission and helps the company to
accomplish its objectives (Kanter, 2016).
Also they interact and deal with the customers directly. If employees are
satisfied and happy they will delight handle the customers, but if they are not happy
the will response otherwise. It simply means that company can be successful only
by effectively utilizing the abilities of its workforce and by expanding the scope of
their activities. Pfeiffer (2015) has explained the importance of workforce and
discussed few practices for managing people in the organizations that ultimately
help to achieve organizational goals.
Though marketers of tangible goods have defined and measured quality with
increasing levels of precision. It is difficult to describe quality according to the
marketers of services. Reason is, services cannot be seen, touched and measured
before it is actually delivery to the customer. In most services, quality occurs during
service delivery, usually when customer and service employee interacts
(Parasuraman, 2015).
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For this reason, service quality is highly dependent on the performance of
employees. Sometimes what employees consider about service quality is somehow
different than what consumers expect about quality. So a gap exists between
employee’s perceptions and consumer perceptions about service quality and
delivery (Parasuraman, 2015).
The impact of service quality on customer satisfaction is identified by using
different theories described by Zeithmal (2016), Leonard (2016), and Tam (2014).
These theories described the role and importance of service quality that leads to
customer satisfaction which is the main objective of all the service firms now days.
Also various authors described that quality of service along with other factors
positively affect the level customer satisfaction.
To better understand the effects of quality on customer satisfaction, the
relationship between constructs is explained by using Oliver’s (2013) satisfaction
and service quality model. It specifies the effect of desires, perceived performance
and expectations on overall service quality and satisfaction. Another model
presented by Mcdougall & Levesque (2010) was used to explain the relationship
between satisfaction and quality.
Foreign Studies
For a very long time, it was believed that IQ (Intelligence Quota) was the
primary determinant of success. It turns out that IQ has virtually nothing to do with
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success in life. Then a few a years ago, Emotional Quotient (EQ) was thought to be
a significant indicator of success- and yes, to some degree it is. But more recently,
Paul Stoltz, PhD has used the research of Dr. Albert Bandura on Efficacy to
demonstrate that people’s AQ (Adversity Quotient) probably has a much more
dramatic impact on their ability to succeed than anything else (McCrae et. al., 2012).
According to Stoltz (2014), Adversity Quotient (AQ) embodies two essential
components of any practical concept- scientific theory and real world application.
AQ tells you how well you withstand adversity and your ability to surmount it. AQ
predicts who will overcome adversity and who will be crushed. AQ predicts who will
exceed expectations of their performance and potential and who will fall short. AQ
predicts who gives up and who prevails. He also stated that AQ takes three forms.
First, AQ is a new conceptual framework for understanding and enhancing
all facets of success. It builds upon a substantial base of landmark research,
offering a practical, new combination of knowledge that redefines what it takes to
succeed.
Second, AQ is a measure of how you respond to adversity. Unchecked,
these subconscious patterns are yours for life. Finally, AQ is a scientifically-
grounded set of tools for improving how you respond to adversity, and, as a result,
your overall personal and professional effectiveness.
Furthermore, Adversity Quotient is developed to measure the resiliency of a
person. According to Lee (2016), Resilience refers to a person’s capacity to handle
difficulties, demands, and high pressure without becoming stressed.

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Resilient people are the opposite of Drama Queens. They maintain their
good cheer despite the frustrations and hassles that are part of everyone’s work
life. Resilient people handle pressure well. They do not become testy or sharp-
tongued in difficult situations. They don’t come unglued when confronted by difficult
situation or high pressure.
Resilient people are the one you can count on to come through when the
stakes are high. Resilient people respond resourcefully to change. Rather than fight
change and hang on to old, outdated ways, they respond to change with confidence
and flexibility. This is typically the quality of resilient people think of when they hear
the term. The more resilient people are, the more quickly they’re able to recover
from a setback, make the best of the new situation, and become a “new and
improved” version of themselves because of it. In the workplace, resilient individuals
don’t dwell on failures, request denied, or dark chapters in their employer’s past
(Goldberg, 2015).
American Psychological Association (2010), resilience is the process of
adapting well in the face of adversity, trauma, tragedy, threats, or even significant
source of stress such as family and relationship problems, serious health problems
or workplace and financial stressors. It means, “Bouncing back” from difficult
experiences. Research has shown that resilience is ordinary, not extraordinary.
Being resilient does not mean that a person does not experience difficulty or
distress. Emotional pain and sadness are common in people who have suffered
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major adversity or trauma in their lives. In fact, the road to resilience is likely to
involve considerable emotional distress.
Resilience is not a trait that people either have or do not have. It involves
behaviors, thoughts and actions that can be learned and developed in anyone.
Moreover, Siebert (2016) stated that resilient people, when faced with difficulty,
focus on solving the challenge. The least resilient people become overly emotional,
portray themselves as victims, blame others, and dwell on their misfortune. Highly
resilient people continuously learn new ways of doing things seek new experiences,
and frequently change how they interact with their circumstances. The least resilient
people drift into a calcified condition where they try to avoid change and new
experiences. Childhood curiosity, playfulness, and self-motivated, self-managed
learning lead to advanced resilience skills.
Resilient people are marvelously blessed with the ability to replace old
behaviors by learning new ones at any age. Resiliency is not an ability one either
has or does not have. Resiliency strengths can be developed, just as proficiency in
any sport or activity can be learned and developed. Therefore, resiliency means
being able to bounce back from setbacks that may seem overwhelming at first.
When resilient people have their lives disrupted, they handle their feelings in healthy
ways. They allow themselves to feel grief, anger, loss, and confusion when hurt and
distressed, but they do not let it become permanent state. An unexpected outcome
is that they not only heal, but often bounce back stronger than before (Martindale
et. al., 2016).

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Psychological resilience refers to an individual’s capacity to withstand
stressors and not manifest psychology dysfunction, such as mental illness or
persistent negative mood. This is the mainstream psychological view of resilience,
that is, resilience is defined in terms a person’s capacity to avoid psychopathology
despite difficult circumstances (Goldberg, 2015).
Psychological stressors or “risk factors” are often considered to be
experiences of major acute or chronic stress such as death of someone else,
chronic illness, sexual, physical or emotional abuse, fear, unemployed and
community violence. The central process involved in building resilience is exposure
to adversity and the training and development of adaptive coping skills. The basic
flow (called the transaction model) of stress and coping is: A stressor (i.e. a potential
source of stress) occurs and cognitive appraisal takes place (deciding whether or
not the stressor represents something that can be readily dealt with or is a source
of stress because it may be beyond one’s coping resource). If a stressor is
considered to be a danger, coping responses are triggered. Coping strategies are
generally either be outwardly focused on the problem (problem solving), inwardly
focused on emotion (emotion-focused) or socially focused, such as emotional
support from others (Hsieh et. al., 2011).
In Humanistic Psychology, resilience refers to an individual’s capacity to
thrive and fulfil potential despite or perhaps even because of such stressors.
Resilient individuals and communities are more inclined to see problems as
opportunities for growth. In other words, resilient individuals seem not only to cope
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well with unusual strains and stressors but actually to experience such challenges
as learning and development opportunities (Neill, 2016)
According to Brown Jr. (2016), job satisfaction does not have to mean
pursuing the ultra-glamorous or making money from your hobby. You can work at
job satisfaction, and find it in the most unexpected places.
Bolton (2015) underscored the most important factors that makes a
customer satisfied. According to Bolton, the heart of job satisfaction is in your
attitude and expectations; it’s more about how you approach your job than the
actual duties you perform. Whether you work on the farm, a production line, in the
corner office or on the basketball court, the secret is to understand the key
ingredients of your unique recipe for job satisfaction. There are three basic
approaches to work: is it a job, a career, or a passion? Depending on which type of
work you are in right now, the things that give you satisfaction will vary. If you work
at a JOB, the compensation aspects of the position will probably hold more appeal
than anything else, and have the greatest impact on whether you stay or go. If you
work at a CAREER, you are looking for promotions and career development
opportunities. Your overall satisfaction is typically linked with your status, power, or
position.
Bolton added that if you work at a PASSION, the work itself is the factor that
determines your satisfaction, regardless of money, prestige, or control. Inevitably,
these are generalizations, and you will probably find that you get satisfaction from
more than one approach to work. Being aware of the type of work you are doing,
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and the things you need for job satisfaction, will help you to identify and adjust your
satisfaction expectations accordingly. Dawis (2011) stated that if you are working
and dissatisfied, what can you do about it? First, it is important to know that there
are different kinds of job satisfaction. This is when a person considers the whole
job and everything about it.
Overall job satisfaction is actually a combination of intrinsic and extrinsic job
satisfaction. Intrinsic job satisfaction is when workers consider only the kind of work
they do, the tasks that make up the job while extrinsic job satisfaction is when
workers consider the conditions of work, such as their pay, co-workers, and
supervisor. These two types of satisfaction are different, and it helps to look at jobs
from both points of view. Second, you want to recognize that job satisfaction is
influenced by job expectations - what people look for or require from a job such as
job security, pay, prestige, or independence. And, that some people have higher
expectations for work than others. He created eight recommendations to maximize
job satisfaction. First is to know yourself. Know what is important to you and what
is not. Be clear about what you expect from or require of a job. Write your ideas
down. Then, you will know what to look for when choosing among jobs or careers.
Next is to learn about jobs that are most likely to meet your expectations. Identify
occupations that fit your personality and to get accurate information about each of
them (Batey et. al., 2016).
Consider consulting a professional career counsellor. Do not allow your job
dissatisfactions to go unresolved for long. Job satisfactions and dissatisfactions are

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barometers of your adjustment to work. They may lead to something worse - job
loss, accidents, even mental illness. Depression, anxiety, worry, tension, and
interpersonal problems can result from, or be made worse by job dissatisfaction. In
fact, job satisfaction was found to be the best predictor of how long you live better
than a doctor's rating of physical functioning, use of tobacco, or genetic inheritance
(Carmeli et. al., 2016).
Thus, it is important to work out a solution if your job is making you unhappy.
Have realistic expectations for work. Overall job satisfaction is a trade-off (like many
things in life). You should not expect 100% satisfaction or 0% dissatisfaction.
Chen et. al. (2010) indicates that there are usually dissatisfactions even in
the best jobs. And, in today’s work world you cannot expect your company to look
out for you; you have to take the initiative yourself. Look separately at the kind of
work you are doing versus the conditions of work (pay, supervisor, co-workers,
company, and physical working conditions). If you are becoming increasingly
dissatisfied with the kind of work you are doing, you should consider a career
change. If you are dissatisfied with the conditions of work, you might be able to set
matters right by negotiating with your supervisor or your coworkers, or by changing
companies. Look down the road at your possible career progress.
Present dissatisfactions might be worth bearing if you see your career
progressing. Lastly, examine your values - what is most important to you. You have
to answer this question honestly: How important is your job, your career to you?
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Only when this question is answered can you put your job satisfaction or
dissatisfaction in proper perspective (Barrick et. al., 2010).
According to Stollings (2015), there are currently four generations in the
workforce. The Traditionalists, born 1922-1943; the Baby Boomers, born 1943-
1960; Generation X, born in 1960-1980; and Generation Nexters, (or Millennials)
born 1980-2000. This makes for some very interesting dynamics in the workplace.
With an aging workforce comes a host of potential health care problems, increased
health care costs and the potential for decreased work productivity. Just because
of the sheer increase in numbers of older workers, work place injuries and health
costs will increase.
It is important that employers develop strategies to address this issue, both
from a specific, on-the-job-activity perspective as well as an overall employee
wellness perspective. Regardless of the way you look at the situation, it will be
necessary in the future to look at ways to address the costs of an aging workforce.
Let’s look at some of the common problems associated with the aging workforce
Unhealthy lifestyles: This includes alcohol consumption, poor food choices,
smoking, lack of exercise and resistance to preventive health screenings. This
unhealthy lifestyle brings with it a host of lifestyle-related diseases. This can
certainly affect productivity at work in the firm of increased absenteeism, on the job
injuries, etc. Resistance to change: One of the biggest challenges in today’s
workforce is that employees can be resistant to chance (Sanghi, 2015).

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In Scott (2014), workers may not see the need for wellness programs or
preventive measures to make their workplace or work task safer. They are
accustomed to performing a task in specific way. Changing the tasks to improve
the employee’s safety can prove to be challenging. However, it is well worth the
effort. Physical demands: There are many jobs out there that are very physically
demanding. Physically demanding jobs can certainly present the danger of serious
injury. Of course, this can happen in any age group, but there are factors that affect
increase the aging worker’s potential for injury.
An article of Jung (2010) in the Journal of Occupational and Organizational
Psychology emphasizes that the assessing age differences in the performance of
a particular job, a number of selection factors may be operating that either inflate
or reduce the apparent productivity of older workers. On the other hand, less
productive older workers may be well transferred to other work, dismissed or
persuaded to take early retirement.
On the other hand, more productive older workers may be promoted to
supervisory positions, leaving less productive older workers behind. Furthermore,
the most productive younger workers may leave jobs for elsewhere, especially in
industries where there is high demand for labor. In all these cases, comparisons of
age differences in job performance are likely to be vitiated. Such comparisons are
therefore more likely to be valid when turnover and internal transfer rates are low,
and when checks are made on task allocation within particular jobs.
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Cronin and Taylor (2015) investigated the conceptualization and
measurement of service quality and the relationships between service quality,
consumer satisfaction, and purchase intentions. A literature review suggested that
the current operationalization of service quality confounds satisfaction and attitude.
Hence, the authors tested (1) an alternative method of operationalizing perceived
service quality and (2) the significance of the relationships between service quality,
consumer satisfaction, and purchase intentions.
The research yielded a new measurement device known as SERVPERF.
Their empirical study utilized structural equation modeling, which yielded a finding
that service quality should be viewed as a determinant of customer satisfaction. The
results suggested that (1) a performance-based measure of service quality may be
an improved means of measuring the service quality construct, (2) service quality
is an antecedent of consumer satisfaction, (3) consumer satisfaction has a
significant effect on purchase intentions, and (4) service quality has less effect on
purchase intentions than does consumer satisfaction.
According to Taylor and Baker (2014) assessed the relationship between
service quality and customer intentions across four unique service industries. The
results of the research, coupled with the weight of the evidence in the emerging
services literature, suggested that consumer satisfaction was best described as
moderating the service quality/purchase intention relationship. From the findings
they strongly advocated the position that customer satisfaction and service quality
were separate and distinct.

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In their paper entitled item Scale for Measuring Consumer Perceptions of
item instrument (called SERVQUAL) for assessing customer perceptions of service
quality in service and retailing organizations. After a discussion of the
conceptualization and operationalization of the service quality construct, the
procedures used in constructing and refining a multiple-item scale to measure the
construct are factor structure, and validity on the basis of analyzing data from four
independent samples was presented next. They concluded with a discussion of
potential applications of the scale (Parasuraman, et.al., 2015).
Anderson, et.al., (2013) investigated the nature and strength of the link
between customer satisfaction and economic returns, in the Customer Satisfaction,
Market Share, and Profitability: Findings They discussed how expectations, quality,
and price should affect customer satisfaction and why customer satisfaction, in turn,
should affect profitability; these results in a set of hypotheses that are tested using
a national customer satisfaction index and traditional accounting measures of
economic returns, such as return on investment.
The findings supported a positive impact of quality on customer satisfaction,
and, in turn, profitability. The authors demonstrated the economic benefits of
increasing customer satisfaction using both an empirical forecast and a new
analytical model. In addition, they discussed why increasing market share actually
might lead to lower customer satisfaction and provided preliminary empirical
support for this hypothesis. Finally, they emerged with two findings: First, the
market's expectations of the quality overall satisfaction with the firm; and second,
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these expectations are largely rational, albeit with a small adaptive component.
Furthermore, these investigators revealed that customer satisfaction is considered
to be based upon value; therefore, it is closely related to price, unlike service quality
that is not related to price.
Ennew & Binks (2010) in their article exemplified the then recent
developments in relationship marketing that had focused attention on the beneficial
effects of customer retention, by exploring the relationship between service quality
customer relationships and customer loyalty and retention using evidence from the
UK banking sector and its small business customers.
The notion of building relationships and delivering quality service in order to
encourage loyalty was perhaps of particular importance in the service sector where
it was often argued that customer attraction costs are significantly higher than
retention costs. Central to the idea of investment in the development of service
quality and customer relationships was the belief that such investments had
enhanced loyalty, retention and profitability. Empirical evidence on the extent to
which such links existed was still partial.
Fontana (2012) argued that financial institutions are not responding to what
he felt as a looming sea change in consumer behavior. The investigator quoted that
"we're living in a society where people have everything, and the "multi-optional"
society that Fontana talked about was the product of waning quality of life.
Oppewal & Vriens (2016) sought to bridge the lack of empirical data by
establishing service quality and customer satisfaction relationships utilizing the

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original ten dimensions of SERVQUAL (Parasuraman, et al, 2015) as a starting
point for their research. But, in their research article proposed the use of integrated
conjoint experiments to measure perceived service quality. They also demonstrated
the process of modeling the hierarchical relations between operationally defined
services attributes, strategically relevant service dimensions, and overall
preference for banks or banking products. Understanding the antecedents to and
outcomes of customer satisfaction is a critical issue for both academics and bank
marketers. Previous research has identified service quality, expectations,
disconfirmation, performance, desires, affect and equity as important antecedents
of customer satisfaction (Jamal and Naser, 2012).
Howcroft, et.al. (2011) discusses the Attitude and The Usage and Adoption
of Home-Based Banking in the consumer attitudes towards bank delivery channels.
Accordingly, a questionnaire was designed to obtain information about which
delivery channels consumers had used when acquiring four types of financial
service. That information was then contrasted with data on how these consumers
would acquire the same services if they had to purchase them again at some time
in the future. The questionnaire also obtained information about the factors which
consumers believed to be important in encouraging and discouraging the adoption
of home-based banking. It was found that variables such as age and other
demographics had impact on customer selection and satisfaction.
Churchill and Suprenant (2012) investigated whether it was necessary to
include disconfirmation as an intervening variable affecting satisfaction as was

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commonly argued, or whether the effect of disconfirmation was adequately
captured by expectation and perceived performance. Further, they modeled the
process for two types of products, a durable and a nondurable good, using
experimental procedures in which three levels of expectations and three levels of
performance are manipulated for each product in a factorial design. Each subject's
perceived expectations, performance evaluations, disconfirmation, and satisfaction
are subsequently measured by using multiple measures for each construct. The
results suggested the effects are different for the two products. For the nondurable
good, the relationships are as typically hypothesized.
The study of Cronin et al. (2015) aimed at both synthesizing and building on
the efforts to conceptualize the effects of quality, satisfaction, empirical assessment
of a model of service encounters that simultaneously considered the direct effects
of these variables on behavioral intentions. The study constructed on recent
advances in services marketing theory at their time and assessed the relationships
between the identified constructs across multiple service industries. Several
competing theories are also considered and compared to the research model. A
number of notable findings are reported including the empirical verification that
service quality, service value, and satisfaction may all be directly related to
behavioral intentions when all of these variables are considered collectively. The
results further suggested that the indirect effects of the service quality and value
constructs enhanced their impact on behavioral intentions.

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Hallowell (2011) performed a study to examine the relationship of customer
satisfaction, customer loyalty and profitability for which the data was banking
operations. The service management literature argues that customer satisfaction is
the result of a where value equals perceived service quality relative to price. The
findings illustrated the relationship of customer satisfaction to customer loyalty and
customer loyalty to profitability, using multiple measures of satisfaction, loyalty, and
profitability. An estimate of the effects of increased customer satisfaction on
profitability (assuming hypothesized causality) suggested that attainable increases
in satisfaction could dramatically improve profitability.
Fornell et al. (2016) discussed the nature and purpose of American
Customer Satisfaction Index (ACSI) which was a type of market-based
performance measure for firms, industries, economic sectors, and national
economies, and explained the theory underlying the ACSI model, the nationwide
survey methodology used to collect the data, and the econometric approach
employed to estimate the indices.
They also illustrated the use of ACSI in conducting benchmarking studies,
both cross-sectionally and over time. The authors found customer satisfaction to be
greater for goods than for services and, in turn, greater for services than for
government agencies, as well as found cause for concern in the observation that
customer satisfaction in the United States was declining, primarily because of
decreasing satisfaction with services. The authors estimated the model for the
seven major economic sectors for which data are collected. Highlights of the
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findings included that (1) customization was more important than reliability in
determining customer satisfaction, (2) customer expectations play a greater role in
sectors in which variance in production and consumption was relatively low, and (3)
customer satisfaction was more quality-driven than value- or price-driven.
Athanassopoulos (2010) proposed an instrument of customer satisfaction
that contains service quality and such other attributes as price, convenience, and
innovation. The proposed framework of customer satisfaction was verified
empirically yielding four distinct facets for business customers and five for individual
customers. The performance implications of the customer satisfaction instrument
are also explored. Customers segments are exposed, in fact, yield statistically
different satisfaction scores, which verify the managerial value of customer
segmentation practices. From the results it was noted that customer satisfaction is
closely associated with value and price, but service quality was not dependent on
price, if the customer was generally satisfied. Finally, the investigators tested
successfully the facets of customer satisfaction as explanatory cues for the
switching behavior of individual and business customers.
Taylor (2014) examined the quest for a better understanding of how
consumers' quality perceptions and satisfaction judgments contributed to ultimate
purchase intentions continued to represent one of the key challenges facing service
marketers. Using regression models the traditional approach was to employ direct
measures of these constructs to identify the additive contributions of quality

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perceptions and satisfaction judgments as independent variables to consumers'
stated future purchase intentions as a dependent variable.
The study demonstrated that unobserved potential higher-order factors (and
their interactions) in such efforts can lead to problems associated with interpreting
regression coefficients as importance weights. A framework was proposed and
empirically validated in a multi-industry study, to assist service marketers in
identifying potential higher-order factors and their interactions in their own models
of consumer decision-making in service settings, illustrated customer satisfaction
and service quality as predictive indicators of customer loyalty.
The paper of Beckett (2014) presented the development of a model which
attempts to articulate and classify consumer behavior in the purchasing of financial
products and services by utilizing focus group studies of UK citizens from divergent
areas of England. The theoretical insights generated by the model of these
researchers are then used to examine qualitative research data gained from focus
group discussions on Keir financial providers and their financial products. The
researchers found that a substantial number of their respondents purchasing
complex investment and pension products lacked confidence in their financial
institutions. As a result of this lack of confidence, they found the respondents would
seek advice from someone other than their financial institution. Finally, their findings
are examined for the potential insights they provided to bank providers attempting
to identify appropriate strategies which are conducive to increased customer
retention and profitability.

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According to Gronroos (2010), “quality is what customers perceive”.
Customers buying service consider everything that contributes to the process and
the final outcome in making their assessments of the service. However, the
subjective assessment of the actual service experiences is the customer perceived
service quality as pointed out by Looy et al (2013), and Zeithaml et al (2016).
Sureshchander et. al. (2012), points out that service firms have a difficulty
envisioning and understanding what aspects of the service that define high quality
to the consumers and at what levels, they are needed to be delivered. Also, that
the aspect of managing a service interaction also requires understanding the
complicated behavior of employees that find its way into the customer’s perception
of the service quality.
behavior and attitudes. Looy et al (2013) is also of the same opinion that customers
are not one dimensional in judgment, because a lot of other factors influence
service quality, most researchers agree on these dimensions of service quality as
a measure of service quality.
Tangibles are the appearance of physical facilities, the personal. The tools
or equipment used to provide the service and communication material. In other
words, every material that is used to give tangibility to service. Reliability: this is the
consistency of the service performance, which breeds dependability, from the first
time the service is correctly performed to the ability of the firm to keep its promises.
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According to Zeithaml et al (2016), it is the ability to perform the promised service
dependably and accurately.
Various studies in service management have shown that the perception of
the quality of services through the eyes of the customer is formed by a judgment of
many encounters, with an organization. According to Zeithaml et al (2016),
“customers perceive services in terms of quality of the service and how satisfied
they are overall with their experiences.” However, these encounters are mainly the
joint effort of the employees who have contacts with the customers, and the
customers themselves, who therefore may be in better position to understand them,
and solve their service related problems.
Customers perceive service in terms of quality, but how satisfied they are
with the overall experience, is what defines their satisfaction. Whether the customer
is satisfied after purchase depends on the offer’s performance or the customer
service in this case, in relation to the customer expectations. However, according
to Zeithaml et al (2016) although service quality and customer satisfaction are used
interchangeably, there is indeed a distinction.
Customer Satisfaction is when the outcome of the service matches the
expectations of the service. As pointed out by Looy et al (2013), even though they
differ one is a component of the other. Zeithaml et al (2016) defines it as the
customer’s evaluation of a product or service in terms of whether the product or
service has met his needs or expectations. Failure to meet needs results in
dissatisfaction, or a poor perception of the service quality.

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Satisfaction can be acknowledged in various senses depending on what
needs the customer had before the service; it ranges from feelings of fulfilment,
contentment, pleasure, delight, relief, and ambivalence. Although it tends to be
measured as a static quantity, it is dynamic and evolves over time being influenced
by a variety of factors.
Service quality is one of those factors that contribute to customer
satisfaction, in other words a component of customer satisfaction measure. As Looy
et al (2003), points out the distinction between the two is a very important one. The
level of customer satisfaction is the result of the customer’s comparison of the
service quality expected in a given service encounter, with the perceived service
quality.
In addition, the distinction is that in measuring customer satisfaction, the
actual experience of the customer is the basis of assessments while in service
quality measurement the customer experience is not required. According to
Zeithaml et al, (2016), satisfaction or dissatisfaction is a measure or evaluation of
a product or service’s ability to meet a customer’s need or expectations.
Kondo (2011) argues that customers value satisfaction and quality in many
different ways. Therefore, the expression “no customer dissatisfaction”, does not
necessarily go hand-in-hand with “customer satisfaction”. Changes in satisfaction
are consequences from past decisions. He continues to explain that quality is
judged by the consumer and that the most important measurement of quality is how
it affects customer satisfaction.

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Rust and Oliver (2012) say that a customer that is satisfied with a product or
service will raise their repurchase frequency and future expectations. Due to the
customer’s higher expectations it will become more difficult for the firm to satisfy the
customers in the next purchase cycle. According to Rust and Oliver (2012), this
might damage the company in the long run. A company that raises customer’s
expectation too high will get problem with retaining the same customer satisfaction
in the future. The company would be better of reducing the expectations and then
deliver more than expected (Ciavolino, 2010).
Furthermore, Rust and Oliver (2012) wonder if satisfactions are a suitable
goal and argues that companies do not gain advantage by seeking a high level of
customer satisfaction when it just raises expectations that are hard to reach and, in
turn, increases cost for trying to reach these higher expectations.
Customers who participate may be aware of some of the constraints on the
service providers in terms of what they can deliver and what they cannot. For that
matter, such customers are more likely to form more realistic expectations about
service quality and as a consequence the gaps between expectations and
performance may be smaller.
Local Literature
A study conducted by Lazaro (2012), focused on the relationship between
adversity quotient and performance level measured by the 360-degree feedback
system among selected middle managers in the different departments of the City
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of Manila. Specifically, the researcher tested if there was a significant relationship
between the respondents’ profile variables such as age, gender, civil status, and
length of service on the adversity quotient and performance level revealed by the
330-degree feedback system. Likewise, differences among the ratings given by the
different raters of the 360-degree feedback system were also explored.
Another study undertaken by Lugtu (2010) was to identify the significant
relationship of Adversity Quotient and Personality-Temperament Traits of the
Specific Weapon and Tactics (SWAT) Police Manila. The Findings of the study led
the researcher to come up with the following conclusions: 1) Most of the Special
Weapons and Tactics Police (SWAT) Police of Manila are in the adulthood level in
human development, are middle-born children, are from average family size, and
are from middle class families. Additionally, majority the SWAT respondents were
on the Police Officer ranks and have been in the Police Service for eleven to sixteen
years. 2) Generally, the respondents have an average level of Adversity Quotient
characterized by being able to significantly navigate life, and thus may suffer
unnecessarily due to life’s frustrations and challenges.
Moreover, the SWAT respondents were found to have average level of the
four dimensions of AQ namely; Control, Origin and Ownership, Reach, and
Endurance. This signifies that most of our SWAT Police are competent and
unbiased enough to do their respective jobs. Majority of the SWAT respondents
have fairly non-discriminatory and unbiased personality patters as revealed by the
Guildford-Zimmerman Temperament Survey. Most of them manifest an average

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level of Sociability, Emotional Stability, Thoughtfulness, and Masculinity. In
addition, the respondents were found to have an above average level of General
Activity, Restraint, Ascendance, Objectivity, Friendliness, and Personal Relations.
The existence of non-significance between the levels of Adversity Quotient
to the demographic characteristics to the respondents signifies that the
development of Adversity Quotient is not partial in terms of one’s demographics.
This implies that other factors should be considered in developing one’s level of
AQ. In addition, the existence of non-significance between the Personality-
Temperament Traits of the respondents to several demographic characteristics
signifies little influence in such.
However, factors like birth order, social experiences, and age might have
little influence in the developmental change in one’s personality. The existence of
non-significance between Adversity Quotient and Personality-Temperament Traits
of the respondents signifies that certain personality traits do not influence the
development of AQ and AQ to personality traits for this group of respondents.
However, Trait Ascendance and Trait Sociability are factors to look into in terms of
the development of AQ and vice versa. By identifying the level of AQ and
personality types of the possible Police candidate, will help the recruitment and
selection unit of SWAT in identifying the right person for the SWAT job. This could
avoid job mismatch and possible future problems in employee performance.
Other related study is by Antwi (2014), the central problem of his study was
to determine the relationship of work attitude, reward systems and personality of

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workers to the job performance and motivation. The study is focused on the
following work attitudes: job satisfaction, organizational commitment, and job
involvement. Reward system is composed of extrinsic and intrinsic rewards, while
personality focused only on extroversion and introversion. This study is quantitative
descriptive-correlational in nature.
To get the factual information from the respondents and to determine the
relationship of work attitude, reward system and personality to job performance and
motivation, data were gathered using questionnaire. Based on the hypothesis and
the findings of this study, it can be concluded that job satisfaction, organizational
commitment, job involvement, reward systems, and personality correlates with job
performance and motivation.
Intrinsic rewards tend to influence job performance and motivation greater
than extrinsic reward. This is because workers were found not to be so dependent
on the rewards offered by the institution, but on their ability to reward themselves.
Age, gender, marital status and work category makes a significant difference in job
performance. Those who tend to perform better are older, male, married and faculty
respondents. The male faculty is the ones who are motivated. Those who are likely
to perform well in the job are the ones who are satisfied, involved, faculty, male,
and have the ability to reward themselves, by having a sense an accomplishment,
fulfillment and security etc. Job satisfaction, intrinsic reward, being faculty and
personality predicts motivation.

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The study of De La Cruz (2013) aims to determine the job performance and
job satisfaction of PNP personnel. This study also aims to establish some
personality factor, the educational background and experience correlates with job
performance and job satisfaction. This study was based on the premise that the
factors that contribute to job performance and job satisfaction are educational
attainment, experience, work attitude, emotional maturity, social maturity and
interpersonal relationships.
This study focused on the job satisfaction and performance of the police
officers. The scope of the study was the job satisfaction of PNP officers and their
correlates. The study was limited to the police officers of 29 municipalities and 3
cities of Nueva Ecija. The study was limited to the calendar year 1997-1998. The
study was also limited to the descriptive method of research and the instruments
used. All the instruments used in the study were presented to the thesis committee
during the thesis proposal defense.
The instruments used in the study, namely emotional maturity scale and
interpersonal skills, which were developed by the researcher were subjected to a
dry-run. Fifty police officers who were not part of the sample were used in the dry-
run to determine the reliability of the instrument. The results of this dry-run were
used to improve the final draft of the instrument. The other instruments used which
had been adapted from the studies were not subjected to a dry-run anymore since
they were already found to be reliable and valid. Based on the findings at the study,
the following conclusions are made: Majority of the police officers are college
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graduates, with long years of experience as police officers, and had been in their
present rank for a number of years. Majority of police officers are satisfied with their
job. Most of the police officers have a job performance rating that is very
satisfactory.
There is a significant correlation between job performance and educational
attainment, training, number of years in present rank, but is not significantly
correlated to the number of years as police officers, work attitude, emotional
maturity, social maturity and interpersonal relationships. There is a significant
relationship between job satisfaction and the following variables: educational
attainment, training, number of years as police officers, number of years in present
rank, work attitude, emotional maturity, social maturity and interpersonal
relationship.
Local Studies
Organizational structures of manufacturing companies are currently subject
to major change (Magpantay, 2011). Many capital goods manufacturing companies
have changed their organizational structures in order to become more responsive
to customer needs or to expand into the service business.
In this context, researchers have questioned whether classical product-
focused and geographically-focused organizational forms are still adequate (Ibanez
et al., 2010). Tulli et al. (2007), for example, argued that companies still tend to
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have a product-centric view of organizational structures, whereas customers tend
to focus on the relational processes with their suppliers. Often, manufacturers
existing organizational structures do not actively support the setting up of such
relational processes with customers. Such relational processes concentrate on
value creation and increasingly focus on bundles including capital goods and
services, rather than only supplying the product.
As a result, companies are not only extending their total offering towards
integrated solutions that combine products and services to customer specific
solutions; they are also jeopardizing their existing organizational structures. In this
context, jeopardizing means that companies are looking for more service-focused
and customer-focused organizational structures.
Broga (2015) argued that integrating product and service organizations is a
determinant of success for the development of business-to-business services and
for moving towards a more customer-centric organizational approach. Whether a
capital goods manufacturer should integrate or separate its product and service
organizations depends on the service strategy the company has chosen to use in
order to move into the integrated solutions business.
In order to gain a better understanding of whether it should integrate or
separate its service organization, a company should consider detailed
organizational functions (R&D, manufacturing, sales, marketing, human resources,
etc.) associated with single strategic business units (SBUs), rather than having the
change take place at the overall level of the organization (Auguste et al., 2016).
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Furthermore, Hanag et al. (2010) argued that companies that are structured
with multiple product-focused and service-focused SBUs tend to move toward
customer-focused SBUs. However, despite the increasing number of academic
contributions that examine customer focused and service-focused organizational
structures, they are rarely linked to each other. Given the interrelated nature of
customer and service orientations in the organizational structure, there is a clear
need for systematic research into the common patterns that underlie the
organizational changes. Against this background, this article focuses on three
primary objectives. Firstly, it looks for common patterns in the organizational
structure when increasing the service orientation. Secondly, it seeks common
themes underlying various aspects of customer orientation in the organizational
structure. Thirdly, the article explores the interrelatedness of customer and service
orientations in the organizational structure.
As explained at the start of this paper, the study makes three main
contributions to the existing research. Firstly, the descriptions of the four patterns
of changes in the potential organizational structures are considered to enlighten the
existing discussion on changes in organizational structures towards a service
orientation.
The increasing importance of service orientation follows Nayo’s (2015)
argumentation that companies should integrate services into the product
organization, as opposed the argument that companies should set up a distinctive

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service organization. The creation of a separate organization to handle the service
offering is a determinant of success.
However, Kalledo’s (2013) definition of a separate service organization
might also include what we call emphasizing a service orientation by setting up
service management functions within product SBUs. Although the finding of the
study of Pagalunan (2015) could not be fully supported by the second part of their
argumentation that these newly created units had a dedicated sales force. In the
case of pattern 1, there is no dedicated sales force selling service products. Specific
sales channels and forces for services are only established for pattern 2, with a
distinctive service SBU. In addition, the findings for patterns 1 and 2 reinforce
Nayo’s (2015) argumentation for increasing the importance of collaborations
between organizational units. Pattern 1 requires intra-business unit collaboration
across organizational functions that are responsible for products and services.
Furthermore, despite the increasing need to manage major customers
through customer-focused SBUs, the needs of many smaller customers can often
be met adequately through product and service SBUs. Thirdly, and most
importantly, the findings link the relatively independent discussions of service and
customer orientations in the context of organizational structures. The four patterns
provide a better understanding of how capital goods manufacturers integrate
increased customer and service focuses within their organizational structures. The
results suggest that managers and researchers should consider that movements
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towards service-focused and customer-focused organizational structures are
interrelated (Rustica, 2015).
Zarate (2016) stated that there are simple structural changes in the
organization or replacements of people in particular location that may have
consequences that others promote or hinder changes in attitude and performance
change can alter cultural values, personal values, attitudes and feelings of
individuals within the work environment. Work changes operate through each
employee’s attitudes and feelings towards change. What is important in adjusting
to change in the bringing about of specific changes through the development of new
attitudes value and/or behavior, either through identification or internalization,
Synthesis
In Synthesis, the three components of Customer Service- Customer Focus,
Personal Characteristics, and Customer Service Challenges were highlighted by
the following reviewed literature and studies.
Customer issues or problems should be addressed outright. This is
emphasized in Spreng (2016) that the same is essential to Customer loyalty and
satisfaction that proved to be the major determinant for long term survival and
financial performance of the company.

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Further, anent to addressing customer’s issues or problems, are answers
provided by Anderson et. al. (2013) who states that companies need to develop an
environment inside the organization that is more prone towards meeting service
quality standards according to the customer requirements.
behavior and attitudes. The foregoing findings engages Looy et al (2013) who
emphasizes that customers are not one dimensional in judgment, because a lot of
other factors influence service quality, most researchers agree on these dimensions
of service quality as a measure of service quality.
Stress, as mentioned this review, points to the definition of Lee (2016) which
refers to resilience as a person’s capacity to handle difficulties, demands, and high
pressure without becoming stressed. Resilient people are the one you can count
on to come through when the stakes are high. Resilient people respond
resourcefully to change. Rather than fight change and hang on to old, outdated
ways, they respond to change with confidence and flexibility. This is typically the
quality of resilient people think of when they hear the term. The more resilient
people are, the more quickly they’re able to recover from a setback, make the best
of the new situation, and become a “new and improved” version of themselves
because of it.
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Finally, the ability of the employee to deal with the customer’s emotional
charge is described by Zarate (2016) as fight or clash, when people disagree,
because they see a situation differently. Differences in perception are due to
differences in needs, values, personality, preferences and interests, orientation,
education or training, or background experiences. Conflicts normally occur between
sales and marketing, marketing finance, marketing and manufacturing, production
and quality control, and etc.; It is important to practice professionalism in handling
conflict situation.
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Chapter 3
RESEARCH METHODOLOGY
This chapter discusses the methods and procedures used in this study, the
procedure of how the study is investigated; tools use to gather the data as well as
the statistical treatment employed.
Research Methods Used
This study used the descriptive research method due to the appropriateness
to the problem. The researcher assessed the customer service skills of the sales
representatives at Arrow Electronics Asia- Singapore Proprietary Limited for the
purpose of having a reference on employee training program.
Descriptive research is a type of research that describes what exists in a
current situation and may help to uncover new facts and meaning through
observation, description and documentation of the situation as it normally occurs
(Polit & Hungler 1999). This involves the collection of data that will provide an
account or description of individuals, groups or situations.

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Respondents of the Study
The respondents of the study included the sales representative of Arrow
Electronics Asia-Singapore Proprietary Limited and their supervisors. Below is the
distribution of the respondents of the study.
Table 1
Distribution of Respondents as to Age
Sales
Supervisors Representatives
Category Frequency Percent Frequency Percent
26 to 30 0 - 5 16.7
31 to 35 0 - 3 10.0
36 to 40 0 - 19 63.3
41 to 45 10 55.6 2 6.7
46 and above 8 44.4 1 3.3
Total 18 100.0 30 100.0
The Table above enumerates the age of the two groups of respondents.
Most (f= 10, 55.6 percent) of the supervisor- respondents are already in their early
40’s (between 41 and 45 years old), while the others (f= 8, 44.4 percent) are already
seniors (46 years old and above). On the other hand, majority (f= 19, 63.3 percent)
are in their late 30’s (between 36 and 40 years old), and few (f= 5, 16.7 percent)
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are still young or those within the 26 and 30 year- old bracket. This data infers that
the employees are just in the right age and position like other business industries.
Table 2
Distribution of Respondents as to Sex
Sales
Male 5 27.8 7 23.3
Female 13 72.2 23 76.7
Total 18 100.0 30 100.0
The sex of the respondents is presented in Table 2. The female supervisor
and sales representative- respondents are mostly (f= 13 supervisors, 23 sales
representatives) females. This data proves that females are most preferred in jobs
that require interaction with the clients/ customers; as females are thought to be
more accommodating and patient than their male counterparts.

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Table 3
Distribution of Respondents as to Highest Educational Attainment
Sales
technical/
vocational 0 - 5 16.7
bachelor’s 3 16.7 22 73.3
master’s degree 15 83.3 3 10.0
Total 18 100.0 30 100.0
The highest educational attainment of the respondents is reflected in the
foregoing table. Almost all (f= 15, 83.3 percent) of the supervisor- respondents have
completed a master’s degree; while 22 or 73.3 percent of the sales representative-
respondents have at least a bachelor’s degree, and three or 10.0 percent have
managed to finish an advanced study. This information indicates that Arrow, Limited
has high regard for education that may be reflected in their criteria for promotions.
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Table 4
Distribution of Respondents as to Job Classification
Sales
frontline 4 22.2 22 73.3
support 12 66.7 5 16.7
after- sales 2 11.1 3 10.0
Total 18 100.0 30 100.0
Table 4 shows the job classification of the respondents in the Customer
Service Department of Arrow, Limited. A substantial number (f= 12, 66.7 percent)
of the supervisor- respondents are assigned as Support; four (f= 4, 22.2 percent)
are supervising the Frontline operations, and two or 11.1 percent are taking- care
of the After- Sales. The sales representative- respondents however, are mostly (f=
22, 73.3 percent) are in the Frontline office of the Customer Service Department of
Arrow, Limited, while a few (f= 5 and 3; 16.7 and 10.0 percent) are assigned in
Support and After- Sales. This infers that the Customer Service Department of the
company invests heavily in frontline service or ensuring the best experience for their
clients.
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Table 5
Distribution of Respondents as to Length of Service
Sales
2 to 4 years 0 - 3 10.0
5 to 7 years 0 - 15 50.0
8 to 10 years 3 16.7 12 40.0
11 years and
above 15 83.3 0 -
Total 18 100.0 30 100.0
Table 5 engages the Length of Service of the respondents. Majority (f= 15,
83.3 percent) of the supervisor- respondents have been working with Arrow, Limited
for more than 11 years; while three or 16.7 percent for more than 8 but less than 10
years. The sales representative- respondents on the other hand, are mostly 5 to 7
years’ (f= 15, 50.0 percent) length of service; while a substantial number (f=12, 40.0
percent) for at least 8 to 10 years. This information indicates that the company may
have a low attrition rate.

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Sampling Technique
Best and Khan (1993:13) defines a population as a ‘group of individuals that
have one or more characteristics in common that are of interest to the researchers’.
The population is a ‘group of people who are the focus of a research study and to
which the results would apply (Cardwell 1999: 179). Thus, the population is the
group to which the researcher would like to make references.
Purposive sampling technique was used in this study. A purposive sample
is a non-probability sample that is selected based on characteristics of a population
and the objective of the study. This type of sampling can be very useful in situations
when you need to reach a targeted sample quickly, and where sampling for
proportionality is not the main concern. Purposive sampling method may prove to
be effective when only limited numbers of people can serve as primary data sources
due to the nature of research design and aims and objectives.
Instrumentation
The research instrument is based on the standardized instruments of the
Customer Service Model Questionnaire which is divided into 3 components that
effectively measures the skills of the said target respondents.

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The instrument is tailor-fitted by the researcher to gather the profiles of the
respondents that are deemed necessary. The parts in the said instrument followed
the same sequence as the specific questions posed in Chapter 1.
Data Gathering Procedures
A letter was sent to the head of operations of the Customer Service
Department of Arrow Electronics Asia-Singapore Proprietary Limited. Upon
approval, the researcher facilitated the survey questionnaire to the employees of
the said department. Afterwards, the gathered data were organized, tallied,
analyzed and interpreted.
Statistical Treatment of Data
The frequency distribution, percentage, weighted mean, T-test were the
statistical tools used in the study through the Statistical Package for Social Science
(SPSS) version 20.0.
Frequency Distribution (f). This tool was used to facilitate the tallying and
counting of frequencies falling under the profile categories.
Percentage (%). This tool was used to find out the part of the whole
respondents’ assessment based on the frequency/tally gathered. The following
formula was used to determine the same based on the variables determined.
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f
----------------------- x 100 = Percentage
Where:
f = Frequency
N = Total Population
100 = constant
Weighted Mean (WM). This was used to determine the Customer Service
Skills of the Sales Representatives at Arrow, Limited. The Weighted Mean was
computed using the formula:
TWF
WM = -------------------------
Where:
WM = Weighted Mean
TWF = Total Weighted Frequency
N = Total Population
T-Test of Two (2) Independent Samples. Is a two-sample t-test that
examines whether two samples are different and is commonly used when the
variances of two normal distributions are unknown. This test determined the
significant differences in the assessments of the two groups of respondents. The
following formula was employed:

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Where:
𝑥̅ 1 = mean of sample 1
𝑥̅ 2 = mean of sample 2
n1 = number of subjects in sample 2
s12 = variance of sample 1
s22 = variance of sample 2
Arbitrary Scale of Values
To determine the customer service skills of the sales representatives of
Arrow Electronics Asia- Singapore, a four-point Likert scale were used that
determined the perception of the two groups of respondents. The following rating
and verbal interpretation used is presented below:
Score Verbal Interpretation Description
4 Strong (S) This describes the sales

representative possessing the all
the skill or most of the time
3 Moderate (M) This describes the sales

representative to be possessing
the skill partly or some of the time
2 Improvement This describes the sales

Opportunity representative as possessing the
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skill very little or not at all
1 Not Applicable (N/A) Not applicable to the sales

representative at this time
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Chapter 4
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
This Chapter presents the analysis and interpretation of data pertaining to
the customer service skills of the sales representatives at Arrow Electronics Asia-
Singapore Proprietary Limited.
Customer Service Skills of the Sales Representatives
Table 6
Customer Service Skills of the Sales Representatives in terms of Customer
Focus
Sales
Supervisors
Indicator Reps. TWM VI
WM VI WM VI
The Sales Representative…
shows strong commitment to provide our customers
1 M S M
with excellent service. 2.52 3.67 3.10
believes that our customers are important to us, our
2 M S M
department, our agency, and the State in general. 2.58 3.27 2.93
feels that we know and understand what excellent
3 M M M
customer service is. 2.90 2.89 2.90
has a good understanding of what our customers expect
4 M M M
and require 2.67 3.00 2.84
believes that their job providing customer service is
5 M M M
very important, and they understand why. 2.54 3.25 2.90
understands that they are the primary person who will
6 be working with the customers to solve their problem or M M M
2.89 2.57 2.73
answer their questions.
believes that they are members of a team of
7 representatives in their unit who work together on M M M
2.99 2.98 2.99
behalf of our customers.
knows that the company has a process in place in the
8 event that they don’t have an answer or ready solution, IO IO IO
2.40 2.43 2.42
and they’ll use it.
sees that they are responsible to see that our
9 customers' issues or problems are addressed whether IO M M
2.46 2.69 2.58
or not they are the one with the answer.
wants to deal with our customers' issues correctly the
10 M M M
first time they deal with them. 2.55 2.59 2.57
M M M
Overall Mean 2.65 2.93 2.79
Legend: 3.26- 4.00= Strong (S); 2.51- 3.25= Moderate (M); 1.76- 2.50= Improvement Opportunity (IO); 1.00- 1.75= Not
Applicable (NA); WM= Weighted Mean; VI= Verbal Interpretation
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Table 6 discusses the Customer Service Skills of the Sales Representatives
in terms of Customer Focus. The overall mean of 2.65, rated as ‘Moderate’
according to the supervisor- respondents in terms of Customer Focus, points to
‘Moderate’ Customer Service Skills of the sales representatives as to believing that
they are members of a team of representatives in their unit who work together on
behalf of our customers (WM= 2.99), feeling that they know and understand what
excellent customer service is (WM= 2.90), and understanding that they are the
primary person who will be working with the customers to solve their problem or
answer their questions (WM= 2.89). However, the sales representatives need
‘Improvement Opportunities’ in terms of seeing that they are responsible to see that
our customers' issues or problems are addressed whether or not they are the one
with the answer (WM= 2.46), and has a process in place in the event that they
don’t have an answer or ready solution, and they’ll use it (WM= 2.40).
It is imperative that customer issues or problems are addressed outright.
This is emphasized in Spreng (2016) that the same is essential to Customer loyalty
and satisfaction that proved to be the major determinant for long term survival and
financial performance of the company.
Further, anent to addressing customer’s issues or problems, this problem is
provided answers by Anderson et. al. (2013) who states that companies need to
develop an environment inside the organization that is more prone towards meeting
service quality standards according to the customer requirements.

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The sales representative- respondents were honest in rating themselves as
‘Moderate’ in Customer Service Skills, owing to the overall mean of 2.93. Among
their ‘Strong’ points, however, is their ability to show strong commitment to provide
our customers with excellent service (WM= 3.67), and in believing that our
customers are important to us, our department, our agency, and the State in general
(WM= 3.27). On the other hand, the items that need further ‘Improvement
Opportunity’ is in the area of knowing that the company has a process in place in
the event that they don’t have an answer or ready solution, and they’ll use it (WM=
2.43). In this case, standard operating procedures established by companies offer
important reference materials for the employees. The goal of which is to ensure that
customer needs are met and issues/ problems addressed. This in turn improves
customer satisfaction measurement in developing, monitoring, and/or evaluating
product and service offerings, as well as for evaluating, motivating, and/or
compensating employees.
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Table 7
Customer Service Skills of the Sales Representatives in terms of Personal
Characteristics
Sales
Supervisors TWM VI
Indicator Reps.
WM VI WM VI
has patience with our customers, even when

1 M M M
their actions are difficult to handle. 2.55 2.89 2.72
shows respect for our customers and our
2 M M M
co-workers. 3.00 3.09 3.05
possesses positive attitude and outlook
3 about their job, our customers, and our S S S
3.50 3.60
agency. 3.70
acts confident in their abilities to do their job
4 and in their interactions with our customers S S S
3.89 3.90
and co-workers. 3.90
manages the stress of their job well, even
5 S S S
when things get tough. 3.68 3.97 3.83
Shows efficiency in all aspects of their job
6 S S S
and handle their time very well. 3.54 3.87 3.71
applies high ethical standards as they fulfil
7 S S S
their job roles and functions. 3.90 3.92 3.91
follows through with our customer to ensure
8 M M M
that they are happy with our services 3.14 3.07 3.11
shows deep concern with the company, the
9 S S S
management, and co-employees 3.56 3.54 3.55
helps in the maintenance of the company's
10 S S S
facilities, equipment, and amenities 3.65 3.61 3.63
S S S
Table 7 presupposes the Customer Service Skills of the Sales
Representatives in terms of Personal Characteristics. The overall mean of 3.44,
according to the supervisor- respondents, is rated as Strong in Personal

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Characteristics. This means that the sales representative- respondents are Strong
as to applying high ethical standards as they fulfil their job roles and functions (WM=
2.90), and acting confident in their abilities to do their job and in their interactions
with our customers and co-workers (WM= 3.89). However, the sales
representatives have ‘Moderate’ Customer Service Skills as putting up with our
customers, even when their actions are difficult to handle (WM= 2.55), and in
showing respect for our customers and our co-workers (WM= 3.00), as among the
weak points, which the sales representative- respondents themselves agree as
having challenges or difficulties.
behavior and attitudes. The foregoing findings engages Looy et al (2013) who
emphasizes that customers are not one dimensional in judgment, because a lot of
other factors influence service quality, most researchers agree on these dimensions
of service quality as a measure of service quality.
The sales representative- respondents themselves rate their Personality
Characteristics as Strong, with an overall mean of 3.56. This information integrates
that the employees are able to manage the stress of their job well, even when things
get tough (WM= 3.97), and acting confident in their abilities to do their job and in
their interactions with our customers and co-workers (WM= 3.90).
Stress, as mentioned in the foregoing, points to the definition of Lee (2016),
Resilience refers to a person’s capacity to handle difficulties, demands, and high

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pressure without becoming stressed. Resilient people are the one you can count
on to come through when the stakes are high. Resilient people respond
resourcefully to change. Rather than fight change and hang on to old, outdated
ways, they respond to change with confidence and flexibility. This is typically the
quality of resilient people think of when they hear the term. The more resilient
people are, the more quickly they’re able to recover from a setback, make the best
of the new situation, and become a “new and improved” version of themselves
because of it.
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Table 8
Service Challenges
Sales
Supervisors
Indicator Reps. TWM VI
WM VI WM VI
views every customer as a unique
1 individual with a need to fulfil, problem to S S S
3.59 3.75
solve, or an issue to address. 3.90
Discovers effectively and try to understand
2 M S S
their customer's point of view. 3.08 3.60 3.34
knows how to recognize the signs of
3 emotional communication (anger, fear, S S S
3.50 3.59
guilt, etc.). 3.67
knows ways to diffuse a customer's
4 emotional "charge" and move the M M M
3.04 3.07
interaction to a problem-solving process. 3.09
does not add to an emotional interaction by
5 S S S
reacting emotionally to it themselves. 3.48 3.57 3.53
knows that some of their customers have
difficulty with the issues or problems they
6 present to them and prepares themselves S S S
3.45 3.40
to handle the stress associated with tough
interactions. 3.34
focuses on the results they can achieve by
solving their customer's difficult problems
7 S S S
and keep these goals firmly in front of them 3.90 3.91
at all times. 3.91
does not use judgmental or blaming
8 behavior when they interact with customers S S S
3.50 3.58
who are experiencing difficulties. 3.65
recognizes and knows what to do when
they encounter customers who create
difficult circumstances, such as dishonest
9 M M M
interactions, abusive behavior, and 3.05 3.07
defensive/attacking verbal and nonverbal
communication. 3.09
recognizes and knows what to do when
they encounter customers who have
special needs including the elderly, the
10 S S S
disabled, customers from different cultures, 3.97 3.94
and people who speak English as a second
language or don't speak English at all. 3.90
S S S
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Table 8 indulges the Customer Service Skills of the Sales Representatives
in terms of Customer Service Challenges. According to the supervisor-
respondents, the overall mean of 3.46, rated as Strong, leads to the sales
representatives’ abilities in recognizing and knowing what to do when they
encounter customers who have special needs including the elderly, the disabled,
customers from different cultures, and people who speak English as a second
language or don't speak English at all (WM= 3.97), and focusing on the results they
can achieve by solving their customer's difficult problems and keep these goals
firmly in front of them at all times (WM= 3.90). Both this ‘Strong’ points were agreed
by the sales representative- respondents themselves.
However, the supervisor- respondents rated the sales representative-
respondents (which they agree) as ‘Moderate’ in terms of knowing ways to diffuse
a customer's emotional "charge" and move the interaction to a problem-solving
process (WM= 3.04), and in recognizing and knowing what to do when they
encounter customers who create difficult circumstances, such as dishonest
interactions, abusive behavior, and defensive/attacking verbal and nonverbal
communication (WM= 3.05), as among the items that need to be improved.
The aforementioned ability of the employee to deal with the customer’s
emotional charge is described by Zarate (2016) as fight or clash, when people
disagree, because they see a situation differently. Differences in perception are due
to differences in needs, values, personality, preferences and interests, orientation,
education or training, or background experiences. Conflicts normally occur between

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sales and marketing, marketing finance, marketing and manufacturing, production
and quality control, and etc.; It is important to practice professionalism in handling
conflict situation.
Table 9
Summary of Customer Service Skills of Sales Representatives
Sales
Indicator Supervisors Reps. TWM VI
WM VI WM VI
Customer Focus 2.65 M 2.93 M 2.79 M
Personal Characteristics 3.44 S 3.56 S 3.50 S
Customer Service Challenges 3.46 S 3.57 S 3.51 S
Table 9 presents the summary of Customer Service Skills of Sales
Representatives. As assessed by the supervisor- respondents, the total weighted
mean of 3.46 accrues to the ability of the sales representative- respondents as
‘Strong’ in handling Customer Service Challenges, followed by the Personal
Characteristics with 3.44; both rated as ‘Strong’; and ‘Moderate’ with 2.65 as to
Customer Focus.
On the other hand, the sales representative- respondents agree that
handling Customer Service Challenges are their strength, followed by Personal
Characteristics (WM= 3.50), but ‘Moderate’ in terms of Customer Focus (WM=
2.93).
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Differences in the Assessments of the Grouped Respondents
Table 10
Differences in the Assessments of the Grouped Respondents on the
t- P-
Indicator value Value Decision Remarks
Customer Focus -2.06 0.0459 Reject Ho Significant
Personal Characteristics -0.62 0.5407 Accept Ho Not Significant
Customer Service
Challenges -0.81 0.4262 Accept Ho Not Significant
Table 9 indicates the Differences in the Assessments of the Grouped
Respondents on the Customer Service Skills of the Sales Representatives. The
Customer Focus’ t-value of -2.06 with a computed P-value of 0.0459 lesser than
the Probability Value at 0.05 leads to reject the null hypothesis that there is no
significant difference. In other words, the supervisors are one in pronouncing that
the sales representatives’ Customer Service Skills as to Customer Focus can
further be developed through training and education so as to reach their fullest
potential in fully understanding the needs of the customers. On the other hand, the
two other indicators- Personal Characteristics (t-value= -0.62, P- Value= 0.5407)
and Customer Service Challenges (t-value= -0.81, P-value= 0.4262) leads to
accept the null hypothesis.

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Proposed Training Program for Sales Representatives
Rationale:
Customer Service Skills is a major component of competencies. This
includes the possession of technical knowledge, practical behaviors and attitudes
which inform the way one operate in working life. The skills are a natural
progression, building on aspects of the person specification in greater detail. This
training program equips the Customer Service employee in better serving their
clienteles that is directly aligned with the Company’s goals.
Objective Strategies Activity Duration

Understands the Understands the Seminar on 2 hours
contribution their role
business makes to the success of
Understanding the
environment in the business goals of Customer
which the Understands the Service
needs for the business
business to generate increased
operates income and Focus Group 3 hours
and considers understands how their Discussions on
team can support this
the wider impact the current
Questions actions
of their where appropriate and business
decisions and identifies more cost- practices
actions effective approaches
Meets the
expectations of
customers without
compromising budgets
Gets message Clear when they Role Playing 3 hours
communicate
across in a Constructive and
persuasive way positive in what they Teambuilding 5 hours
have to say exercises
Involved at meetings,
asks questions, listens
and gives information
when appropriate
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Keeps an open Invites regular Focus Group
feedback on
mind and adapts performance from team
Discussions on
to changes in members and the Working
the working customers Environment
Quickly turns new
environment ideas into clear and
effective improvements
Looks for better ways Brainstorming
of doing things and
suggests improvements
Shares their ideas
with colleagues and
seeks support from
management
in developing those
ideas
Understands Demonstrates Role Playing
common courtesy even
customer needs when customer is
and builds difficult or demanding Focus Group
effective Responds promptly to Discussions on
customer requests and
customer whenever possible
Building
relationships within agreed Relationships with
timeframes Customers
Assesses customer
needs accurately by
listening /sensitive
questioning
Keeps promises made
to customers
Shows awareness of
who their customers are
Builds own and Identifies what Understanding 5 hours
learning and
others’ development they need
oneself and
confidence, to do their job others: A
knowledge and effectively Teambuilding
Is flexible and willing
skills to adapt and learn
Exercise
Participates fully in
reviews and in agreed Focus Group 3 hours
SMART development Discussions on
objectives
Seeks and responds Difficulties/
positively to feedback Challenges
regarding their learning Encountered in
and development
Feedback
Mechanisms
Prioritizes and Overcomes obstacles Focus Group 4 hours
to ensure work gets
orders activities done on time
Discussions on
to get results Prioritizes workload to
meet important
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objectives Workload 2 hours
Motivates and
encourages people to
Assignments
achieve planned results
If appropriate to role,
manages team
effectively, delegating
work to use
resources to best effect
Informs colleagues of
changes in priorities and
helps them to plan their
workload
Monitors progress and
puts effort in where it is
most needed
Works with Actively participates Teambuilding 5 hours
within the team
others towards Helps others within
Exercises towards
shared goals the team, sharing improving
cooperatively workload Cooperation and
and Communicates openly Participation
and effectively with
collaboratively other team members
with other teams Focuses on shared
goals playing a full part
in their successful
completion
Is reliable and aware
that consequences of
own behavior affect
others within the team
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Chapter 5
SUMMARY, FINDINGS, CONCLUSIONS, AND
RECOMMENDATION
This section shows the summary, findings, conclusions, and
recommendations on the study pertaining to the Customer Service Skills of the
Sales Representatives at Arrow Electronics Asia- Singapore Proprietary Limited.
Summary
The customer service skills of the sales representatives at Arrow Electronics
Asia- Singapore Proprietary Limited were assessed by its supervisors and
managers. The results will be made integral in providing an employee training
program to improve the customer service skills of its representatives. Specifically,
questions on the two groups of respondents’ assessment on the customer service
skills of the sales representatives in terms of Customer focus, Personal
Characteristics, and Customer Service Challenges were answered. Further, the null
hypothesis that there is no significant difference in the assessments of the two
groups of respondents on the customer service skills of the sales representatives
was tested.
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This study used the descriptive research method due to the appropriateness
to the problem where the sample- respondents were purposively chosen. The
research instrument is based on the standardized instruments of the Customer
Service Model Questionnaire which is divided into 3 components that effectively
measures the skills of the said target respondents. The frequency, percentage,
weighted mean, and the T-Test of Two (2) Independent Samples.
Findings
Following are the findings of this study:
 The overall mean of 2.65, rated as ‘Moderate’ according to the supervisor-
respondents in terms of Customer Focus, points to ‘Moderate’ Customer
Service Skills of the sales representatives as to believing that they are
members of a team of representatives in their unit who work together on
behalf of our customers (WM= 2.99), feeling that they know and understand
what excellent customer service is (WM= 2.90), and understanding that they
are the primary person who will be working with the customers to solve their
problem or answer their questions (WM= 2.89). However, the sales
representatives need ‘Improvement Opportunities’ in terms of seeing that
they are responsible to see that our customers' issues or problems are
addressed whether or not they are the one with the answer (WM= 2.46), and
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knowing that the company has a process in place in the event that they don’t
have an answer or ready solution, and they’ll use it (WM= 2.40).
‘Moderate’ in Customer Service Skills, owing to the overall mean of 2.93.
Among their ‘Strong’ points, however, is their ability to show strong
commitment to provide our customers with excellent service (WM= 3.67),
and in believing that our customers are important to us, our department, our
agency, and the State in general (WM= 3.27). On the other hand, the items
that need further ‘Improvement Opportunity’ is in the area of knowing that
the company has a process in place in the event that they don’t have an
answer or ready solution, and they’ll use it (WM= 2.43). In this case, standard
operating procedures established by companies offer important reference
materials for the employees. The goal of which is to ensure that customer
needs are met and issues/ problems addressed. This in turn improves
customer satisfaction measurement in developing, monitoring, and/or
evaluating product and service offerings, as well as for evaluating,
motivating, and/or compensating employees.
 The overall mean of 3.44, according to the supervisor- respondents, is rated
as Strong in Personal Characteristics. This means that the sales
representative- respondents are Strong as to applying high ethical standards
as they fulfil their job roles and functions (WM= 2.90), and acting confident
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in their abilities to do their job and in their interactions with our customers
and co-workers (WM= 3.89). However, the sales representatives have
‘Moderate’ Customer Service Skills as putting up with our customers, even
when their actions are difficult to handle (WM= 2.55), and in showing respect
for our customers and our co-workers (WM= 3.00), as among the weak
points, which the sales representative- respondents themselves agree as
having challenges or difficulties.
Characteristics as Strong, with an overall mean of 3.56. This information
integrates that the employees are able to manage the stress of their job well,
even when things get tough (WM= 3.97), and acting confident in their abilities
to do their job and in their interactions with our customers and co-workers
(WM= 3.90).
 Customer Service Skills of the Sales Representatives in terms of Customer
Service Challenges’ the overall mean of 3.46, rated as Strong, leads to the
sales representatives’ abilities in recognizing and knowing what to do when
they encounter customers who have special needs including the elderly, the
disabled, customers from different cultures, and people who speak English
as a second language or don't speak English at all (WM= 3.97), and focusing
on the results they can achieve by solving their customer's difficult problems
and keep these goals firmly in front of them at all times (WM= 3.90). Both
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this ‘Strong’ points were agreed by the sales representative- respondents
themselves.
respondents (which they agree) as ‘Moderate’ in terms of knowing ways to
diffuse a customer's emotional "charge" and move the interaction to a
problem-solving process (WM= 3.04), and in recognizing and knowing what
to do when they encounter customers who create difficult circumstances,
such as dishonest interactions, abusive behavior, and defensive/attacking
verbal and nonverbal communication (WM= 3.05), as among the items that
need to be improved.
 As assessed by the supervisor- respondents, the total weighted mean of
3.46 accrues to the ability of the sales representative- respondents as
‘Strong’ in handling Customer Service Challenges, followed by the Personal
Characteristics with 3.44; both rated as ‘Strong’; and ‘Moderate’ with 2.65 as
to Customer Focus.
handling Customer Service Challenges are their strength, followed by
Personal Characteristics (WM= 3.50), but ‘Moderate’ in terms of Customer
Focus (WM= 2.93).

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Differences in the Assessments of the Grouped Respondents
 The Customer Focus’ t-value of -2.06 with a computed P-value of 0.0459
lesser than the Probability Value at 0.05 leads to reject the null hypothesis
that there is no significant difference. In other words, the supervisors are one
in pronouncing that the sales representatives’ Customer Service Skills as to
Customer Focus can further be developed through training and education so
as to reach their fullest potential in fully understanding the needs of the
customers. On the other hand, the two other indicators- Personal
Characteristics (t-value= -0.62, P- Value= 0.5407) and Customer Service
Challenges (t-value= -0.81, P-value= 0.4262) leads to accept the null
hypothesis.
Conclusions
The supervisor- respondents in terms of Customer Focus, assessed the
sales representatives’ as ‘Moderate’. This means that believe that they are
members of a team of representatives in their unit who work together on behalf of
our customers, feels that they know and understand what excellent customer
service is, and understands that they are the primary person who will be working
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with the customers to solve their problem or answer their questions. However, the
sales representatives need ‘Improvement Opportunities’ in terms of seeing that they
are responsible to see that our customers' issues or problems are addressed
whether or not they are the one with the answer, and knowing that the company
has a process in place in the event that they don’t have an answer or ready solution,
and they’ll use it.
‘Moderate’ in Customer Service Skills. Among their ‘Strong’ points, however, is their
ability to show strong commitment to provide our customers with excellent service,
and in believing that our customers are important to us, our department, our agency,
and the State in general. On the other hand, the items that need further
‘Improvement Opportunity’ is in the area of knowing that the company has a process
in place in the event that they don’t have an answer or ready solution, and they’ll
use it. In this case, standard operating procedures established by companies offer
important reference materials for the employees. The goal of which is to ensure that
customer needs are met and issues/ problems addressed. This in turn improves
customer satisfaction measurement in developing, monitoring, and/or evaluating
product and service offerings, as well as for evaluating, motivating, and/or
compensating employees.
According to the supervisor- respondents, the sales representative-s are
rated Strong in Personal Characteristics. This means that the sales representative-
respondents are Strong as to applying high ethical standards as they fulfil their job
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roles and functions, and acting confident in their abilities to do their job and in their
interactions with our customers and co-workers. However, the sales
representatives have ‘Moderate’ Customer Service Skills as putting up with our
customers, even when their actions are difficult to handle, and in showing respect
for our customers and our co-workers, as among the weak points, which the sales
representative- respondents themselves agree as having challenges or difficulties.
Characteristics as Strong. This information integrates that the employees are able
to manage the stress of their job well, even when things get tough, and acting
confident in their abilities to do their job and in their interactions with our customers
and co-workers.
Service Challenges’ were rated as Strong. This leads to the sales representatives’
abilities in recognizing and knowing what to do when they encounter customers
who have special needs including the elderly, the disabled, customers from different
cultures, and people who speak English as a second language or don't speak
English at all, and focusing on the results they can achieve by solving their
customer's difficult problems and keep these goals firmly in front of them at all times.
Both this ‘Strong’ points were agreed by the sales representative- respondents
themselves.
respondents (which they agree) as ‘Moderate’ in terms of knowing ways to diffuse

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a customer's emotional "charge" and move the interaction to a problem-solving
process, and in recognizing and knowing what to do when they encounter
customers who create difficult circumstances, such as dishonest interactions,
abusive behavior, and defensive/attacking verbal and nonverbal communication, as
among the items that need to be improved.
As assessed by the supervisor- respondents the sales representative-
respondents are ‘Strong’ in handling Customer Service Challenges, followed by the
Personal Characteristics (both rated as ‘Strong’); and ‘Moderate’ as to Customer
Focus.
handling Customer Service Challenges are their strength, followed by Personal
Characteristics, but ‘Moderate’ in terms of Customer Focus.
The difference in assessments of the grouped respondents as to Customer
Focus is significant. This infers that the supervisors are one in pronouncing that the
sales representatives’ Customer Service Skills as to Customer Focus can further
be developed through training and education so as to reach their fullest potential in
fully understanding the needs of the customers. On the other hand, the two other
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indicators- Personal Characteristics and Customer Service Challenges leads to
accept the null hypothesis.
Recommendations
Following are the recommendations to improve the Customer Service Skills
of the Sales Representatives at Arrow, Limited:
1. That Arrow, Limited Management teams, especially the Customer
Service Department provide a training program towards enhancing the
relationship of the employees with the clients, improving customer care
delivery, addressing issues/ and concerns of the customers. Standard
Operating Procedures or Agreements be established as easy reference
for the employees. Investments in these training and development
programs may increase employee productivity and ultimately increase
Sales and Profits.
2. The training programs for enhancing Customer Service Skills be used as
reference for all business entities engaged in customer service or any
business that involves customer interaction.
3. Customer Service Practitioners proactively engage and submit
themselves in trainings, seminars, workshops that may enhance their
capabilities. That they inculcate in themselves transparency and
openness to change carry out the expected output of their profession.

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4. Future Researchers engage in similar topics of hybrid focus that
effectively connect the gap that may be left unresolved. Certain
inadequacies, at least, may give insights and encouragement to
undertake a validation and follow up study.

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APPENDICES
RESEARCH INSTRUMENT
Part I. Respondent’s Profile.

Age :
____ 25 and below _____ 31 to 35 _____ 41 to 45
____ 26 to 30 _____ 36 to 40 _____ 46 and above
Gender :
____ male _____ female
Educational Background :
____ bachelor’s ______ master’s degree _____doctorate
____ technical/ vocational ______ others______________ (pls. specify)
Job classification :
____ frontline ______ support ______ after- sales
____ others ____________________ (pls. specify)
Length of Service :
____ 1 year and below ______ 2 to 4 years ______ 5 to 7 years
____ 8 to 10 years ______ 11 years and above
Part II. Customer Service Skills Assessment on the Sales Representatives.
S = Strong. This describes the sales representative possessing the all the skill
or most of the time.
M = Moderate. This describes the sales representative to be possessing the
skill partly or some of the time.
I = Improvement opportunity. This describes the sales representative as
possessing the skill very little or not at all.
N/A = Not applicable to the sales representative at this time.
Customer Focus
The Sales Representative… S M I N/A
1. shows strong commitment to provide our customers with
excellent service.
2. believes that our customers are important to us, our department,
our agency, and the State in general.
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3. feels that we know and understand what excellent customer
service is.
4. has a good understanding of what our customers expect and
require.
5. believes that their job providing customer service is very
important, and they understand why.
6. understands that they are the primary person who will be working
with the customers to solve their problem or answer their
questions.
7. believes that they are members of a team of representatives in
their unit who work together on behalf of our customers.
8. knows that the company has a process in place in the event that
they don’t have an answer or ready solution, and they’ll use it.
9. sees that they are responsible to see that our customers' issues
or problems are addressed whether or not they are the one with
the answer.
10. wants to deal with our customers' issues correctly the first time
they deal with them.
Personal Characteristics
1. has patience with our customers, even when their actions are
difficult to handle.
2. shows respect for our customers and our co-workers.
3. possesses positive attitude and outlook about their job, our

customers, and our agency.
4. acts confident in their abilities to do their job and in their
interactions with our customers and co-workers.
5. manages the stress of their job well, even when things get tough.
6. Shows efficiency in all aspects of their job and handle their time
very well.
7. applies high ethical standards as they fulfil their job roles and
functions.
Customer Service Challenges

1. views every customer as a unique individual with a need to fulfil,
problem to solve, or an issue to address.
2. Discovers effectively and try to understand their customer's point
of view.
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3. knows how to recognize the signs of emotional communication
(anger, fear, guilt, etc.).
4. knows ways to diffuse a customer's emotional "charge" and move
the interaction to a problem-solving process.
5. does not add to an emotional interaction by reacting emotionally
to it themselves.
6. knows that some of their customers have difficulty with the
issues or problems they present to them and prepares
themselves to handle the stress associated with tough
interactions.
7. focuses on the results they can achieve by solving their
customer's difficult problems and keep these goals firmly in front
of them at all times.
8. does not use judgmental or blaming behaviour when they interact
with customers who are experiencing difficulties.
9. recognizes and knows what to do when they encounter
customers who create difficult circumstances, such as dishonest
interactions, abusive behaviour, and defensive/attacking verbal
and nonverbal communication.
10. recognizes and knows what to do when they encounter
customers who have special needs including the elderly, the
disabled, customers from different cultures, and people who
speak English as a second language or don't speak English at all.

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STI- College Global City

THE PROBLEM AND ITS BACKGROUND

A good customer service relates to the service you and your

business model if you wish to be successful. It is important to provide good

grow and prosper.

The essence of good customer service is forming a relationship with

customers - a relationship that individual customer feels that he would like to

pursue. How do you go about forming such a relationship? By remembering the

Further, a good customer service involves giving customers a good first

quickly will lead to satisfied return customers (Roberts, 2013).

Customer service is important to an organization because it is often the only

contact a customer has with a company. Customers are vital to an organization.

a company's customer service department to resolve their issues. A company with

Contrarily, companies with poor customer service may lose customers,

customer service can really pay dividends over time.

Further, according to most researches, excellent customer service will result

to increased sales. It is therefore essential that skills of employees or sales

representatives providing customer service be revisited to check if they are meeting

Background of the Study

Customer service is the provision of service to customers before, during and

after a purchase. Everyone in the organization is providing one or all of these-

the top priority.

the birthplace of electronics distribution. Arrow Radio, established by Maurice

as Arrow Electronics, Inc. in 1946.

organization, Arrow began selling electronic parts to industrial customers. A second

Arrow Electronics Asia-Singapore Proprietary Limited, just like any other

unwavering progress, the company organizes its structure by assigning sub-levels

in operation from manufacturing to after-sales service which mostly comprises of

their customers and frontlines in operation.

Furthermore, Arrow Electronics Asia-Singapore Proprietary Limited

continuously implements measures to manage risks in operation. Thus,

implementing them is necessary to minimize the occurrence of these operational

better discounting some losses in its operational arms.

This study focuses on one of the major drivers of operational excellence—

incurred operational losses and one of the determined contributors is the

satisfaction of its customers catered by the company’s frontlines. The researcher

the evaluation of the company’s training program.

delineates the 3 skills, namely: customer focus, personal characteristics and

customer service challenge.

Figure 1. Customer Service Skills (Fornell and Rust 2012)

skills for an optimal output (Fornell and Rust, 2012).

Customer service skills of frontline employees is considered as an integral

advances in technology based systems related to internet are leading to

of an organization with its customer (Hong et al., 2007).

Using the foregoing Theoretical Framework, the researcher came up with

Output (IPO) framework.

Figure 2. Research Paradigm

Figure 2 shows the Input-Process-Output (IPO) Framework in describing the

respondents in terms of age, gender, highest educational attainment, job

classification, and length of service.

representative as assessed by two groups of respondents classified as sales

administration of survey tool/ instrument to target respondents, tally and coding of

Statement of the Problem

The customer service skills of the sales representatives at Arrow Electronics

representatives. The results were made integral in providing an employee training

program to improve the customer service skills of its representatives.

Specifically, the following questions were answered:

1. What is the profile of the two groups of respondents as to:

1.3. educational background;

1.4. job classification; and

1.5. length of service?

sales representatives in terms of:

2.1. Customer focus;

2.2. Personal Characteristics; and