What role does emotion play in integrating CSR throughout a firm’s strategic perspective and day-to-day operations? In particular, how can a firm accommodate the range of emotions triggered as its various stakeholders interact with the firm and the products and services it generates? The article in the url below presents an interesting take on the value of integrating emotions into operations processes and systems:
“Emotions are far more predictable and manageable than many operations managers believe.”
Allowing for predictable emotional responses from customers and building customer service processes that accommodate them, results in very different outcomes, both for the customer and the firm:
“Let’s say you have bought a laptop and within the first month of owning it, it fails three times. Your third call will be a more emotionally intense call than your first. But will the laptop manufacturer assign a more seasoned service agent to deal with you? Or will you simply be led through the same complaint process you experienced with your first call? … You do not need to train all employees in the same way. Rather you can identify the emotions they most frequently deal with and train them to deal with those.”
Take care
David
Instructor Teaching Site: http://www.sagepub.com/strategiccsr/
The library of CSR Newsletters are archived at: http://strategiccsr-sage.blogspot.com/
Find a way into the heart of customers
Delves Broughton, Philip
820 words
9 November 2010
Financial Times
USA Ed1
12
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