I wanted to purchase a pair of shoes for my sister and since I knew I could do it online by placing an order on the website of Jamia Boutique, I proceeded to do so. I decided to inquire about the quotations of the different shoes on the store so I could come up with the best bargain and quality. Therefore I wrote an email to the sales department and waited for my quotation which came through almost immediately. Something wasn’ t clear on the quote so I sought to inquire more about it.
I wrote another email to gain more insight into it. The response came through but after studying the quotation, I realized that I was not in a position to purchase the pair of shoes because it was way out of my price range. I went ahead and told the customer assistant who was attending to my emails that I couldn’ t make any purchase then because I was short on cash but would definitely do it when I could. To my surprise, she responded with a nasty email saying I should never put her in such trouble and end up buying nothing at all.
She warned me that I should never contact her again and that I should put a stop to buying stuff from them again. On a scale of 1-5, Jamia Boutique gets a 1. The obvious reason is the cold treatment received by this service firm. I agree with Richard et. al (2000) when he observes that in every service encounter, customers relinquish certain control to the service firm, to get the job done, yet customers perceive they have some control (Siram et al 2000 p. 78).
I was exercising some control over the service because I believed it was my right to get the best service. The employee, on the other hand, felt like she had control over what service to offer me. The attribution theory could have well been at play here on the side of the customer assistant. She was too quick to be confident and proud of her job and was adamant to take the blame for her actions. Instead, she probably reported that my behaviour as a customer led to her poor service delivery.
Looking at this encounter more critically, I draw the inference that the employee had little or no motivation at all to offer good customer service.
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