Lessons to be Learned from a Business Case Study
CASE STUDY
By Dr. Kenneth Smith, PMP
Honolulu, Hawaii
& Manila, The Philippines
Identify the Customer for every task or promise.
Both parties must understand what is to be delivered,
when it is to be delivered, and how the progress is to be reported.
– Francis J. Kong
INTRODUCTION
A recent Project Management Institute (PMI) survey[1] revealed a dearth of project management applications in the business management marketing sector; to its detriment. Apart from the focus of that survey — effective campaign management to attract new customers – the other key aspect of marketing management is retaining existing customers; as Repeat Customers are the lifeblood of companies. This case study highlights the crucial need to also inject some systematic project management principles and approaches in that latter mode.
The Rationale: Customer Service Representatives (CSRs) are the linchpins to retain customers, as customers regard CSRs as ‘The Company.’ However, despite their critical role, even with people-pleasing personalities, when organizationally-isolated at the end of the company sales-chain, CSRs are rendered powerless. This is a major shortcoming, because every Process is a Project: i.e. ‘Start – Do – Finish;’ and many sales are Process-type Projects.
Unfortunately, in sales, occasionally things ‘go south’ and whenever that happens — remote from substantive internal company activities, the essential CSR function is preempted in favor of merely being a bulwark against customers wanting refunds &/or restitution. Consequently, customers become aggravated as handicapped CSRs proffer apologies, platitudes, and belated reactions, rather than swift action & remedial results. Subsequently, hapless CSRs receive the brunt of customer wrath, but in the long run it is the company image that suffers most. It is vital therefore that CSRs be strategically re-situated and strengthened — in a project management manner — to resolve such issues; and reinforce a favorable company image.
The Missing Millions: Anatomy of a Customer Complaint
This business case[2] highlights the inadequacies of Customer Service Representatives (CSRs) dealing with Process-type sales. Step-by-step, an inadvertent, but nevertheless progressively-dysfunctional performance by several powerless CSRs furthers a distraught customer’s disaffection; completely undermining company marketing efforts.
I’m uncertain how prevalent this practice is, but — as it is contrary to standard operating procedures for monitoring, coordinating & reporting project status to clients — hopefully where it prevails, insights from this case coupled with Francis Kong’s authoritative admonition will provide sufficient impetus for enlightened executives to restructure their organizations into more closely-knit teams; with CSRs taking a stronger role to coordinate customer servicing.
Feel free to utilize it in your own teaching programs.
- THE COMPANY
Trophy-Trove Inc.
Designer, manufacturer & seller of trophies, plaques and customized awards
- THE PROMISE
Fast turnaround time. Ready in just 5 days after lay-out approval.[3]
Free delivery in the local area.
Above all, we have exceptional customer service!
We truly put the spotlight on you,
Allowing you to focus on every other detail of your event.
More…
To read entire article, click here
How to cite this article: Smith, K.F. (2025). Enhance the Power of Customer Service Representatives: Lessons to be Learned from a Business Case Study, PM World Journal, Vol. XIV, Issue VII, July. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/07/pmwj154-Jul2025-Smith-Enhance-the-Power-of-Customer-Service.pdf
About the Author
Dr. Kenneth Smith
Honolulu, Hawaii
& Manila, The Philippines
Initially a US Civil Service Management Intern, then a management analyst & systems specialist with the US Defense Department, Ken subsequently had a career as a senior foreign service officer — management & evaluation specialist, project manager, and in-house facilitator/trainer — with the US Agency for International Development (USAID). Ken assisted host country governments in many countries to plan, monitor and evaluate projects in various technical sectors; working ‘hands-on’ with their officers as well as other USAID personnel, contractors and NGOs. Intermittently, he was also a team leader &/or team member to conduct project, program & and country-level portfolio analyses and evaluations.
Concurrently, Ken had an active dual career as Air Force ready-reservist in Asia (Japan, Korea, Vietnam, Indonesia, Philippines) as well as the Washington D.C. area; was Chairman of a Congressional Services Academy Advisory Board (SAAB); and had additional duties as an Air Force Academy Liaison Officer. He retired as a ‘bird’ colonel.
After retirement from USAID, Ken was a project management consultant for ADB, the World Bank, UNDP and USAID.
He earned his DPA (Doctor of Public Administration) from the George Mason University (GMU) in Virginia, his MS from Massachusetts Institute of Technology (MIT Systems Analysis Fellow, Center for Advanced Engineering Study), and BA & MA degrees in Government & International Relations from the University of Connecticut (UCONN). A long-time member of the Project Management Institute (PMI) and IPMA-USA, Ken is a Certified Project Management Professional (PMP®) and a member of the PMI®-Honolulu and Philippines Chapters.
Ken has two KENBOOKS: 1. Project Management PRAXIS which includes many innovative project management tools & techniques; and describes a “Toolkit” of related templates, and 2. MUSINGS on Project Management — a compilation of contemporary concerns in project planning, monitoring & evaluation, with some tools & techniques suggested for their solution. Either or both books are available from Amazon, and their related templates are available directly from him at kenfsmith@aol.com on proof of purchase.
To view other works by Ken Smith, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/dr-kenneth-smith/
[1] https://leadership.ng/97-of-creative-agencies-grapple-with-campaign-execution-challenges-report/
[2] Outlined herein as it transpired with time-markers and clarifying comments, but without embellishments or omissions. The name of the company has been fictionalized, and identities of the parties involved have been concealed for privacy purposes.
[3] The 5-day turnaround time applies to standard orders and may vary depending on the quantity.
