Tag Archive: improvement

Improvement Through Effective Handling of Sherwood Park Dodge Complaints

People come and go at Edmonton Dodge dealerships everyday. If all goes well with the service and overall transaction, the customer goes out with a satisfied smile on his or her face.

Certainly though, as an overused saying goes, you cannot please everyone. An old quote, but it rings out truth and reality. While car dealers do their best to keep a positive relationship with everyone who walks inside the showroom, there are instances when something goes wrong somewhere. In this case, you get a complaint, negative feedback.

Now, unhappy customers voicing out a flurry of Sherwood Park Dodge complaints must be addressed immediately. Their problems must be rectified accordingly by the dealership.

No one knows how far the ire of disgruntled buyers can go. Sometimes, if a car dealership really failed to satisfy those kind of customers, they retaliate to the extent that could damage a dealership’s reputation.

How would you avoid this from happening? If the Edmonton Dodge dealer is sincere in keeping its promise of quality service, it will do its best to handle Sherwood Park Dodge complaints.

Here are the following simple protocols that quality car dealers follow to resolve customer problems:

Listen to the complainant

This is the first thing that every dealership should never forget. The gravest sin that a car selling chain commit is posing a deaf ear to customer complaints, no matter how small.

No business ever prospered by shunning its buyers’ gripes. This explains why Sherwood Park Dodge sees to it that Sherwood Park Dodge complaints are responded to as soon as the matter has been verified.

Know and solve the problem

Clients who air Sherwood Park Dodge complaints may have experienced different problems. After lending a listening ear to the complainant, try to figure out what the grumbling is all about.

Common problems include defects on the products, which can be properly addressed by offering a money-back scheme, product exchange, product repair or a return policy.

Thank and apologize to the customers

Consider each complaint as a constructive criticism and an opportunity for the business to grow and for the staff to learn something. Take time to thank the customers for every feedback sent to you.

Also, it is best to apologize to buyers who issue their dissatisfaction. Sorry is the magic word to hear that can appease most hot-headed complainants.

Remember to check on them after you have corrected the problem

When you have reached an agreement and the customer has already responded favorably to your solution, try to call them after a few days as a follow up. This is to ensure that they receive complete satisfaction.

Building a reputation of giving out quality service takes time. That is why it is of utmost importance that all Sherwood Park Dodge complaints must be addressed accordingly.

Every single customer that steps inside the dealership chain is important, so take time to listen to them, no matter who they are, especially if they have grievances and feedback.

Improvement of the car dealership can be gained when complaints are heeded and the management is committed to make their clients happy. This is what Sherwood Park Dodge complaints and feedback is all about.

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While based in the UAE, we supply thorough services for doing business in the Middle East consisting of all the Free Trade Zones, consisting of offshore company formation. Make-up of business website is a substantial means to boost company profit as thousands of individuals utilize the Internet daily. Nowadays email marketing as well as SMS marketing are ending up being cheap marketing tools, as well as it absolutely targets a huge number of target market which would eventually profit you in profit you will definitely enhance your profit by executing on these strategies, and also this would inevitably aid you in safeguarding substantial market share.

Improvement Methods That Will Not Help You

In recent years, managers have been bombarded with hype about one or the other improvement method. But most of these improvements were initiated without any scientific proof that they truly work, so there was a lot of chaff under the wheat, so to speak. Organizations were regularly set on the wrong track and exerted a lot of effort in the area of improvement without a demonstrable, permanent result.

Our study of High Performance Organizations (HPOs) marks a dividing line. Because:

With this, managers can for the first time develop a targeted focus on things that are truly effective and eliminate other things that they might have devoted a lot of attention to in the past.

The five factors that influence an HPO the most are management quality, openness and action orientation, long-term orientation, continuous improvement and renewal and quality of employees. Many things that were traditionally considered as important appear not to be decisive for a high performing organization. These are matters that may be important but they do not necessarily ensure a continuously excellently performing organization. I describe a few examples of such matters in this article.

Organizational Structure

No particular organizational design or organizational structure appears to have a direct correlation with the results of an HPO. It therefore does not appear to matter whether an organization opts for a functional design, a process-oriented institution or a matrix organization: none of these organizational designs guarantees the transition to a high-performance organization. Reorganization, something for which many organizations appear to opt for time and again when difficulties arise, will not necessarily help sustainably improve the organization’s performance. A reorganization must be for the benefit of the five HPO factors; otherwise it will likely work in a counter-productive manner.

Employee Autonomy

Even a large degree of employee independence does not “automatically” lead to better results. And this despite the enormous amount of attention devoted to “empowerment” in recent years. What’s more: An excessively high measure of autonomy has a negative relationship with the organization’s result. Too much freedom for employees can lead to bad internal organization and lack of clarity. Ultimately it can even lead to a lot of damage, certainly if a certain measure of central coordination and direction is lacking. Management must indicate the playing field on which the employees can operate autonomously and the boundaries they may not exceed, under penalty of being fired, for example.

Strategy Sessions

An organization’s strategy plays a relatively unimportant role when it comes to high performance. It does not matter whether an organization opts for cost/price leadership, product differentiation, customer intimacy or a combination of these strategies: the distinguishing factor is the uniqueness of the selected strategy in the sector or market in which the market operates. The adoption of a “me too” strategy is always misplaced if the organization wants to be an HPO. Analysis of the HPO study shows that when strategy as a factor is compared to the management quality factor, the latter is more important to the success of the organization. In other words: a team of good people can achieve everything it wants, while an organization with a clear and well-defined strategy without the people to implement it will ultimately fail.


Technology, and in particular information and communication technology, is relatively unimportant. Many organizations spend a lot of time and energy implementing new ICT systems. However, these actions do not in turn “automatically” lead to achieving HPO status. For example, implementing an automated CRM system will not automatically lead to employees becoming more customer-friendly. Here too improvement of the ICT must be for the benefit of the five HPO factors. The HPO factor will not be able to make continuous improvement without good ICT systems.


Benchmarks are not an objective in and of themselves. Organizations often see benchmarks as an end goal, while the HPO sees a benchmark as a starting point. Or as a point of departure from which the HPO will try to move away as much as possible in order to differentiate itself from its competition.

These five examples show what many non-HPO organizations often spend their energy on. The golden HPO rule is that implementation of these things always has to support at least one of the five HPO factors in order to be effective.