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Individual Reflective Essay



  • Awarding of contracts and tenders

  • Company Branding

  • Outsourcing

By NameBy Name 1By Name 2By Name 3By Name 4By Name 5By Name 6By Name 7By Name 8

Raw material

Finance Process

HR or People Process

  • Technology

  • Workshops and seminars

  • Emergency Plans:

Type of insurance products to be offered

Processed information


Creativity and innovative plans


By Name 9 ack-Stage Operations

  • Staff training and recruitment

  • logistics and delivery system

  • Marketing Strategies

Finished products and services


  • Provision of solution by the customer or employee

  • Changing means of service provision

By Name 10By Name 11By Name 12By Name 13By Name 14

Customer with an inquiry or need a service

Filling Inquiry form or Lining-up to meet the manager

By Name 15 ront-Stage Operations

  • Direct Interaction with employees, manager, or other customers

  • Complaint to top management

Complaint presented to the supervisor or interaction between manager and the Customer

At AIA Australia, interaction between the consumer and the business has always been a component of the commerce process. Irrespective of the type of product and services offered, communication between the business and the customer will unavoidably occur (Compare the Market, 2014). Basically, AIA Australia is an Australian-based company that sells wide range of insurance products like life cover. When changes at AIA Australia need greater innovations and even faster response, the company together with the customers have always learnt to anticipate, adapt, and actively help one another. Notably, this is not a relationship anchored in customer delight or customer satisfaction, rather, the interactive and inventive quality of this association is based on a level of consumer loyalty, which is valuable to both parties, and may turn out to be very important to their collective futures (Torres & Shery, 2013, p.642). In insurance industry, competitors can easily lure away a customer that are satisfied by providing a small additional satisfaction, and also can steal away a delighted customer by giving them a little additional delight. However, a loyal customer as mentioned by Bowen and Chen (2001, p.213) is a customer who views his future emerging in some measure, thanks to business and mutual dedication. Building synergy as well as win-win agreements has turned out to be the communication passwords between the customer and AIA Australia. This as a result, has added long-standing value between both parties (Besterfield et al., 2013, p.21).

Training programs at AIA Australia underline the principles of creativity, teamwork, cooperation, design and invention. In these programs, real suppliers as well as customers are featured, and often included in the retraining and training programs. At AIA Australia, the customers are mo more politely and simply «served,” rather they are legitimately cared for by means of conscientious association that creates momentum and trust with time. The company’s service representatives do not tenderly push or hard sell the products; rather they closely work with the customers to make certain that suitable services and products are pulled from AIA Australia present capabilities; thus, influencing the company’s future commitments as well as competencies. What’s more, management and workers share the similar mindset towards the AIA Australia customers: whereby the customers concerns are the company’s concerns. And under this environment of developing trust, the company’s customers have as a result made loyal long-term commitments back to us (Sargeant & Jr, 2007, p.31). The customers have ended up relying on, counting on, and evolving with AIA Australia. AIA Australia is at the moment test-marketing a new life cover, and this is in direct reaction to consumers who complained that the company the life cover offered by the company was extremely expensive as compared to that offered by other insurance companies in Australia.

AIA Australia is reaping a bigger portion of the investment and savings pie given that insurance agents no longer ask customers the kind of life insurance they want. Rather, AIA Australia offer its agents with completely fresh categories of insurance and investment products that handles people concerns and rise to shifting needs. Customers’ perception of service depends on service encounter. The back-stage and front-stage operation at AIA Australia build a positive relationship between customer loyalty and satisfaction as well as service quality. According to (Söderlund, 2013, p.307), positive service encounter is a crucial sign to achievement for any service company given that it leads to high loyalty among customers as well as further recommendation from customers, especially with regard to front-stage operations. At AIA Australia, we believe that high competitiveness inspires both the management and employees to be more oriented towards the customers. The company has survived and become successful because of excellent customer interaction, and this has compelled the company to comprehend the significance of positive service encounter as the finest tool for customer retention. In the insurance industry there is intense competition, and this as a result has drawn more concentration on study of service encounters and workers in comprehending service quality as well as its connection with customer loyalty and satisfaction.

Basically, service encounter as indicated by Mattila and Enz (2002, p.268) is a crucial determinant of customer’s conduct towards the delivered service. Hanser (2008, p.121) suggests that a prolonged or single set of service encounters results in either customer dissatisfaction or satisfaction. Therefore, AIA Australia knowledge of service encounter as well as customers’ opinions of its worker’s behavior symbolizes direct customer satisfaction determinants. As indicated in the flow chart, service quality at AIA Australia is characterized by both service encounters and customer’s perceptions. Service quality perceptions, as per Srinivasan (2012, p.118) is a forebear to satisfaction of the customers. At AIA Australia, customer satisfaction is a vital indicator of the performance. Besides that, satisfaction of the customer is an antecedent to loyalty of the customers by delivering better service value. Even though subjective, Rai (2012, p.324) posits that these constructs are vital in determining the choices of the customer, their resolutions to strengthen or end an association and for that reason are important for durable profitability.

At AIA Australia, we understand that managing service quality effectively needs a clear comprehension of the significance of service quality to the customer. For this reason, the company makes sure it comprehends the nature of customer value service quality, as well as customer satisfaction, and how such factors interrelate. So, for AIA Australia to improve the quality of service, it always tries to manage the service delivery, service environment, and the service product. As a managerial implication, AIA Australia service managers comprehend the consequence of cultural differences of providers as well as customers so as to steer clear of customer discontent with the encounter. Modern insurance companies, as written by Pieters and Young (1999, p.31) are operating in a demanding business environment with wide-ranging uncertainties. As a frontrunner, AIA Australia has managed to foresee the swings in the market and respond promptly with least costs of adjustment as well as successful response strategies. Consequently, the company has developed suppleness in acclimatizing to unexpected changes in Australian markets and also financial crises have grown to be a vital element of management strategy at AIA Australia.

Furthermore, at the company, management of supply chain presents a particularly vital domain where flexibility is vital to realizing a consistently flourishing performance. According to Gimenez et al. (2012, p.584), integration of flexibility into any company’s supply chains needs developing resourceful response systems for adjusting to changes. In modern’s complex as well as competitive markets, management of any company has to go hand in hand with understanding of consumer behavior and satisfaction. Therefore, developing effective organisational strategies at AIA Australia always involve a complex integration of decision synchronization, information sharing, incentive alignment, as well as two-way forecasting and planning. Conclusively, improving the visibility of information, enhancing communication amongst insurance partners, in addition to creating successful collaborative tools for decision support has proven vastly to be valuable in realizing the need strategic goals.


Besterfield, D.H. et al., 2013. Total Quality Management Revised Edition: For Anna University, 3/e. Delhi, NCR: Pearson Education India.

Bowen, J.T. & Chen, S., 2001. The relationship between customer loyalty and customer satisfaction. International Journal of Contemporary Hospitality Management, vol. 13, no. 5, pp.213 — 217.

Compare the Market, 2014. AIA Australia. [Online] Available at: [Accessed 27 August 2014].

Gimenez, C., Vaart, T.v.d. & Donk, D.P.v., 2012. Supply chain integration and performance: the moderating effect of supply complexity. International Journal of Operations & Production Management, vol. 32, no. 5, pp.583 — 610.

Hanser, A., 2008. Service Encounters: Class, Gender, and the Market for Social Distinction in Urban China. Stanford: Stanford University Press.

Mattila, A.S. & Enz, C.A., 2002. The Role of Emotions in Service Encounters. Journal of Service Research , vol. 4, no. 4, pp.268-277.

Pieters, G.R. & Young, ‎.W., 1999. The Ever Changing Organization: Creating the Capacity for Continuous Change, Learning, and Improvement. Boca Raton, Florida: CRC Press.

Rai, D.A.K., 2012. Customer Relationship Management: Concepts And Cases. 2nd ed. New Delhi: PHI Learning Pvt. Ltd.

Sargeant, A. & Jr, W.W., 2007. The Routledge Companion to Nonprofit Marketing. New York: Routledge.

Söderlund, M., 2013. Positive social behaviors and suggestive selling in the same service encounter. Managing Service Quality: An International Journal, vol. 23, no. 4, pp.305 — 320.

Srinivasan, D.R., 2012. Services Marketing: The Indian Context. 3rd ed. New Delhi: PHI Learning Pvt. Ltd.

Torres, E.N. & Shery, l.K., 2013. From customer satisfaction to customer delight: Creating a new standard of service for the hotel industry. International Journal of Contemporary Hospitality Management, vol. 25, no. 5, pp.642 — 659.