Customer Service Training For New Employees Essay Example


Customer service is a critical aspect of achieving success in any organization. It includes all interactions between an organization’s employees and its customers. In order to improve customer service, it is necessary for an organization to train its employees. A customer service training program improves the knowledge and skills of employees I order to increase customer satisfaction. It is important to conduct a needs assessment that determines the various levels of proficiency among employees. Implementation of a typical training program would involve four steps namely needs assessment, creation of a training program, identification of an appropriate training method, and reevaluation of the program to determine its effectiveness. Organizations should consider issuing certificates of participation and covering training expenses in order to motivate employees to undergo training.


Customer service is an important aspect of an organization’s success strategy that creates contact between its customers and employees. Employees handle customers with various needs every day. Therefore, it is necessary for them to learn how to attend to customers in an appropriate manner that encourages them to come back. One of the benefits of quality customer service is its potential to create customer loyalty that results in higher sales and revenue (Bonomo, 2002). In addition, it increases the value of an organization and creates a corporate culture that endears it to customers.

Customer service training involves equipping employees with the knowledge and skills necessary for providing quality service (Bonomo, 2002). Such training is important especially for new employees who possess little or no experience on proper customer treatment. A typical training program includes several training areas such as improvement of communication, proper handling of feedback, ways of dealing with different personalities and characters, effective listening, and ways of using language appropriately. The major benefits of customer service training for new employees include improvement of employee efficiency, creation of customer loyalty, improvement of organizational value, and enhancement of employee morale and productivity.

The role of needs assessment

The major aim of a needs assessment is to identify the level of employee performance, inherent weaknesses, and the necessary knowledge and skills needed to eliminate those weaknesses (Barbazette, 2006). For this reason, the assessment ensures that an organization’s resources (money, time, and human capital) are channeled to areas that need improvement (Bonomo, 2002). An effective assessment should identify any deficiency in performance based on an organization’s goals, mission and vision.

Finally, the assessment should identify the consequences of failing to fill the performance gap (Barbazette, 2006). A needs assessment would expose existing performance deficiencies in several ways. It would identify the level of organizational performance, individual employee performance, and determine the skills and knowledge needed to attain different outcomes though task analysis. Task analysis involves the determination of skills and knowledge needed in order to achieve specific organizational goals (Barbazette, 2006).

The analysis would determine whether employees possess those skills or not. In addition, it would identify the skills that employees lack as well as the level of customer satisfaction, which determines the efficiency of employees. Highly competent employees satisfy customers and improve brand loyalty. A needs assessment would determine the level of customer satisfaction by collecting feedback from customers detailing their different experiences (Bonomo, 2002). Positive feedback would imply that the customers are satisfied while negative feedback would imply that the customers are not satisfied.

Customer service training implementation plan

Implementation of the customer service training program will involve four major steps namely evaluation and identification of customer needs, needs assessment, creation of an appropriate teaching method and program, and reevaluation of the program’s success in achieving desired outcomes. An effective training program is based on the expectations and needs of customers. Those needs and expectations will be identified by issuing short questionnaires to customers who will be requested to fill and drop them at certain collection points.

In addition, the organization will collect feedback through its website especially for customers who shop online. Employees will ask customers about their experiences and the quality of service. On the other hand, the organization could consider hiring an external firm to conduct survey among its customers (Barbazette, 2006). The second step will involve needs assessment. Needs assessment will identify the levels of skills and knowledge possessed by employees and their consequent effect on customer service. In addition, it will involve identifying deficient skills that could improve customer service if employees possessed them (Bonomo, 2002).

An effective method of determining employee competency is through observation of employees’ interactions with customers over a certain period. Employees will be interviewed to indentify deficient skills and knowledge. The third step in the plan’s implementation involve the designing of a training program and selection of an appropriate training method. A training program will be designed only after conducting a needs assessment to determine the needs of customers and necessary skills. Examples of training methods that are commonly used by organizations in employee training include modeling, case studies, on-the-job training, simulation, presentations, and open discussions (Barbazette, 2006).

These methods have specific advantages and disadvantages. The preferred method will ensure that the learning needs of all employees are addressed for optimal learning. The final step of the plan will involve reevaluation of the training program to determine its effectiveness in improving customer service. This step will involve analysis of customers and employees responses after the training. Employees will be required to give responses regarding the improvements that they observe in their service delivery. On the other hand, customers will be requested to evaluate the performance of employees. After-training evaluation motivates employees to work hard in order to improve their productivity and efficiency (Bonomo, 2002).

Preferred method of training

The preferred training method will include a blend of different methods namely role-playing, modeling, discussions, and case studies (Kamin, 2012). This blended training method will ensure that the different learning needs of employees are addressed appropriately. Using one method would be ineffective because employees have different knowledge and skills deficiencies. One of the most effective training methods is role-play. Role playing will help employees to improve their communication and listening skills, develop teamwork and cooperation, and develop creative methods of solving problems (Kamin, 2012). During training, employees will work in pairs.

They will rehearse different possible situations that employees are likely to encounter when dealing with customers. For instance, one of the employees will play the part of a customer with a negative personality or and the other will play the role of a courteous and polite employee. Through such rehearsal, employees will gain knowledge and skills that will improve their interactions with customers. Discussions will involve talking about the various challenges that employee face and possible solutions to those challenges. This method encourages open dissemination and sharing of knowledge (Kamin, 2012).

It is effective especially in situations where certain employees are more competent that others. Though discussions, the trainer will address the most common challenges and issues that employees face while dealing with customers. In many training programs, the use of case studies is effective especially for employees who have introverted personalities. This method will involve studying organizations that have improved their sales, performance, and productivity through customer service training (Kamin, 2012). Past cases of success will motivate employees to achieve similar levels of success achieved by other organizations. A blended training method comprising the aforementioned training approaches will be the most effective because of the different personalities, characters, and learning capabilities of employees.

Employee motivation

One of the factors that will determine the success of the training program is employee motivation. It is impossible to improve customer service in the organization if employees are not interested in the program. Employees lack motivation because of several reasons that include poor organizational leadership and management, low remuneration, nonflexible work schedules, and poor job designs (Kamin, 2012). The organization can motivate employees to undertake the program in two main ways that include providing certificates of participation and covering the expenses of the training. One of the main reasons why employees shun training programs is lack of recognition for participating and using their own money to pay for training.

An advantage of providing certificates is the feeling of recognition that improves employee productivity and performance (Sims, 2007). On the other hand, the organization can use these certificates in the process of awarding additional responsibilities and job promotions. Employees are more likely to feel motivated with the awareness that undergoing the training will provide opportunities for career advancement and promotion. Awarding certificates will make employees feel special and valued (Sims, 2007). It is the responsibility of an organization’s management to provide opportunities for growth and advancement.

Covering the expenses of the training program is another effective method of motivating employees. In addition to covering the program’s expenses, the organization could remunerate them for time spent undergoing the training. In many organizations, employee remuneration is increased based on acquisition of additional skills and knowledge (Sims, 2007). Undergoing customer service training is an important method of improving employee skills and knowledge. Employees will be motivated to complete the program with the awareness that the skills gained will increase their chances of promotion.

Survey to collect feedback

Reevaluation of the training program after completion will be important in order to determine its effectiveness in improving customer service. Program review will involve surveys and interviews. Employees will be required to answer the following questions based on their experiences after the training.

  • After undergoing the training, what aspects of the program had an impact on your ability to interact effectively with customers?
  • Do you think the training was necessary?
  • Did you achieve individual goals that you had set before joining the program?
  • How effective was the trainer in achieving the program’s goals?
  • How has your customer service delivery changed due to the knowledge and skills acquired?
  • What recommendations do you have for improvement of the training program?
  • The program had several parts that had different goals. Did the trainer cover all the areas effectively according to your personal assessment?
  • In which ways did the training program impact your personal productivity and efficiency?
  • After completing the program, what was your reaction with regard to its effectiveness and impact on you as an employee and an individual?
  • What are the most important things that you learned from the program that were not part of your work ethic?
  • What aspects of the program would you exclude in case you were given an opportunity to design the training program?
  • In case the organization conducts a similar training program in future, would you be interested in enrolling?


Customer service is an important aspect of an organization’s strategy to improve efficiency and productivity. Customers are an important component of an organizations success. Therefore, it is necessary for employees to learn how to attend to customers in an appropriate manner that encourages them to seek their services again. A typical training program includes several training areas such as improvement of communication, proper handling of feedback, ways of dealing with different personalities and characters, different methods of listening I order to enhance communication, and how to use language appropriately.

A needs assessment identifies deficiency in an organization’s projected performance and productivity. Implementing a training program will involve four major steps namely evaluation and identification of customer needs, needs assessment, creation of an appropriate teaching method and program, and reevaluation of the program’s success. Lack of employee motivation is a common hindrance to the implementation of an organization’s growth strategies. In order to motivate employees, the organization should offer certificates of participation to employees and cater for training expenses. After the successful completion of the program, the organization should reevaluate its effectiveness and efficiency in improving the knowledge and skills of employees.


Barbazette, J. (2006). Training Needs Assessment: Methods, Tools, and Techniques. New York: John Wiley & Sons.

Bonomo, T. (2002). Customer Service: Aiming for Excellence. New York: Trafford on Demand Publishers.

Kamin, M. (2012). Customer Service Training. New York: Routledge.

Sims, R. (2007). Human resource Management: Contemporary Issues, Challenges, and Opportunities. New York: IAP.

Build & Imagine Company’s Ethical Dilemmas


Apart from the need to maximize their profits, businesses face the need to be ethical. Principles of business ethics may conflict, and this is when a company finds itself facing an ethical dilemma. It means that any possible decision in such a situation will violate certain ethical principles but will be possibly compliant with other principles (Weiss 96). Ethical decision-making is a crucial process that allows businesses to make the most successful and beneficial decisions. Build & Imagine, a toy-producing company (“What We Play with Matters”), came across an ethical dilemma regarding their targeting. To analyze the dilemma and the way it was managed, it is necessary to summarize the case, describe the company’s reaction and effects on stakeholders, reflect on the success of the ethical decision-making process and the available alternatives, and explore the way managing the dilemma changed the organization.

Summary of the Dilemma

The dilemma that the company encountered presented two possible courses of action: either to pursue positive impacts on the society or to commit to a business practice that had proved to be effective in terms of sales and profits. The practice was to primarily target boys in the toy production industry (Giang). According to the relevant marketing research, on the findings of which the industry’s participants relied for many years on on, girls were more likely to play with toys designed for boys than boys were likely to play with toys designed for girls. Laurie Peterson, the founder and CEO of Build & Imagine, was familiar with this strategy throughout several years of her work in toy-producing companies (Giang). However, Peterson wanted to implement positive change by creating more girl-oriented toys that could interest young players in science and professions in which there is a gender gap; i.e., in which there are fewer women than men.

Peterson’s initiative was based on the recognition that toys have remarkable potential for engaging children in certain activities that can grow into serious interests and affect the future choice of profession (“What We Play with Matters”). This recognition is supported by research; according to Feaster et al., toys are capable of making players more interested in science (74). However, before founding her own company, Peterson had to suspend this initiative; in this context, she later said, “There I was, year after year, representing this position that the best business decision we can make is to design toys for boys. I was never my authentic self because of that” (Giang). When Build & Imagine was created, the company’s dilemma was either to start developing toys for girls (which could turn out to harm the business) or to commit to developing toys for boys, which had been confirmed to be profitable but was ethically questionable because it excluded girls.

Organization’s Reaction

Build & Imagine’s reaction was to choose the first option; i.e., to launch the production of girl-oriented toys even though it was considered an ineffective (in terms of sales) approach in the industry. As Peterson put it, “Instead of designing products for boys and then looking for opportunities to invite girls to play, we’re designing for girls and then looking for opportunities to invite boys to play” (Giang). This decision was based on the acknowledgment that there is a gender gap in the field of science, technology, engineering, and mathematics; i.e., the number of women engaging in professions in the field is significantly smaller than the number of men (Legewie and DiPrete 259). The company wanted to make a positive contribution to solving this problem by “[getting] young girls excited about science” (Giang). This could be achieved by designing toys and games that have female characters capable of becoming role models for young children.

The issue of gender roles promoted by toys has been extensively studied by researchers (Smith). The company’s concern was that toys featuring primarily female characters would be less attractive for boys than toys featuring male characters would be attractive for girls. However, Peterson, an award-winning toy designer, decided to target young girls with more thorough techniques than mere turning the existing boy-oriented construction toys pink; this widespread technique in the toy production industry is something Peterson refers to as “pink think” (“What We Play with Matters”). The company could have expected that it would be less successful than its competitors; from this perspective, the decision Peterson made was unethical because it undermined the effectiveness of the adopted business strategy. However, the company’s leadership opted for a decision they thought was more ethical: to pursue innovation and positive social change.

Effects on Stakeholders

To properly analyze the decision-making process described above, it is primarily necessary to identify the stakeholders in the presented case. First of all, the company itself, including its employees, managers, and leaders, is a stakeholder; second, its suppliers and any other businesses that participated in the process of designing and manufacturing the company’s products (construction toys) are stakeholders, too. Another category of stakeholders consists of potential customers and targets, including not only young children but also their parents who decide on whether to purchase the product or not. Finally, the overall community of the participants of the toy production industry should be identified as a stakeholder as well because it can be argued that the industry as a whole was affected by the business strategy adopted by Build & Imagine.

The company could be expected to lose competitive advantage because it based its business model on the premise that was known to be an unprofitable approach. However, Build & Imagine gained a different competitive advantage: it was the praise it received from critics and customers who appreciated the business model, which helped to further build a favorable image among the company’s targets (“What We Play with Matters”). Therefore, the suppliers and partners received reputational benefits, too; also, the sales were not ultimately as low as it could have been expected, which means that the project turned out profitable after all. Potential customers have received an opportunity to purchase award-winning toys that are capable of not only prompting children to play for hours but also developing their technological, scientific, and mathematical skills. Finally, the entire toy production industry was affected because Build & Imagine changed the standards and showed that refraining from designing toys specifically for girls is not necessarily a profitable strategy.


I think that Build & Imagine made the right decision. First of all, there are no universally applicable solutions to ethical dilemmas (Weiss 24). Instead, the ethical decision-making process is focused on considering every possible course of action and analyzing the effects of each one of them; the selection of the course of action to be pursued should be based on the considerations of the most beneficial and least harmful outcomes. I understand that adopting a business model that was thought to be unprofitable was not an easy decision for Build & Imagine. For years of work in the industry, Peterson could not have pitched her idea to the leaders of the toy-producing companies she had worked for because there was a strong belief (supported by research findings) that girl-centeredness is less likely to lead to commercial success. This would have been unethical for Peterson to let down her colleagues and managers by proposing to implement a strategy that could harm the business.

Even when she founded her own company, Peterson might have been hesitant about adopting the girl-oriented business model because it meant jeopardizing Build & Imagine’s staff and investors. However, she decided to take the risk and ended up raising the bar in the industry. Toy-producing businesses relied more on boy-oriented products because it was known that girls would be more likely to play with toys designed for boys than boys would be likely to play with toys designed for girls. Build & Imagine has shown that designing toys for girls and promoting the engagement of boys is possible and can make a business that commits to such a business model quite successful. Violating the principles of evidence-based operation and avoidance of negative scenarios and following the principles of innovation and pursuit of positive contribution to society instead have turned out to be wise and ethical decisions.

Alternative Responses

As it has been stressed above, an important element of the ethical decision-making process is considering every possible decision and analyzing the effects of each of them; in the presented case, the company’s alternative responses should be discussed, too. First of all, Peterson could have based the business model of the new company on the recognition that designing toys for boys specifically but in a way that allows girls to play as well is more likely to be a profitable approach. In this case, the company still could have invented attractive toys that would have been selling well, but the competitive advantage of the favorable image based on girl-centeredness would have been lost in this case.

In another alternative scenario, the company could have adopted the approach to which Peterson refers as “pink think” (“What We Play with Matters”); i.e., it was possible to resort to the conventional methods of targeting girls commonly used by toy-producing companies. If Build & Imagine had pursued this strategy, it would have been producing toys intended to be played with by girls exclusively, and the intention would have been implemented rather clumsily, based on the questionable premise that “girls have an innate predisposition to acquire pink, glittery toys” (Smith). In this case, the company could have succeeded in reaching young girls only and achieving the goal of raising their interest in science, technology, engineering, and mathematics; however, the plan to reach both boys and girls would not have been implemented. Instead, Build & Imagine decided to pursue the effort that was thought to be challenging: designing toys for girls in a way that would invite boys to play as well.


It can be argued that the decision made in the presented ethical dilemma had a major impact on the company’s relationships with its stakeholders. The construction toy designed by Build & Imagine received many positive reviews from critics and customers (“What We Play with Matters”), which improved the image of the company and brought benefits both to the leadership and investors. As the company has confirmed its ability to implement innovations, raise industry standards, and challenge previously used business models, it is now more attractive for investments and has the potential for continuing innovative efforts.

Importantly, the relationships with customers have changed as well. Appreciating Build & Imagine’s effort aimed at making young girls more interested in science and technology, parents are now more likely to prefer the construction toy invented by the company to alternative construction toys that are either designed for boys or designed for girls but in an awkward way; i.e., simply turned pink or covered with glitter. The way the company resolved its ethical dilemma is a major component of communication messages delivered by Build & Imagine to its current and potential customers. This shows that the company is proud of its ethical decision making and bases its customer relations on its ethical decision to a great extent.


Choosing between a business practice of confirmed profitability and practice of confirmed unprofitability but potentially more socially beneficial, Build & Imagine opted for pursuing potential social benefits. It provided the company with an opportunity to be innovative, improve business standards of the toy production industry, and challenge this confirmed unprofitability by inventing new approaches. The company received highly positive feedback from critics and customers, which is why it can be said that Build & Imagine made not only the right ethical choice but also the most ultimately profitable choice.

Works Cited

Feaster, Yvon, et al. “Serious Toys: Three Years of Teaching Computer Science Concepts in K-12 Classrooms.” Proceedings of the 2014 Conference on Innovation & Technology in Computer Science Education, Association for Computing Machinery, 2014, pp. 69-74.

Giang, Vivian. “7 Business Leaders Share How They Solved the Biggest Moral Dilemmas of Their Careers.” Fast Company, 2015.

Legewie, Joscha, and Thomas A. DiPrete. “The High School Environment and the Gender Gap in Science and Engineering.” Sociology of Education, vol. 87, no. 4, 2014, pp. 259-280.

Smith, Michelle. “Barbie for Boys? The Gendered Tyranny of the Toy Store.” The Conversation, 2014. Web.

Weiss, Joseph W. Business Ethics: A Stakeholder and Issues Management Approach. Berrett-Koehler Publishers, 2014.

“What We Play with Matters.” Build & Imagine, Web.

The Drug Enforcement Administration Business Model


The Drug Enforcement Administration (DEA) operates under a business model that ensures efficient activities of its employees and good cooperation with partners. However, two building blocks of the existing canvas can be altered to enhance the efficiency of operations. Firstly, approaches to the coordination of actions and cooperation can be improved, which would increase the number of successful cases for DEA. Secondly, communication with customers is crucial for the establishment because they both provide valuable information regarding drug trafficking and benefit from successful outcomes. This paper aims to evaluate the business canvas of the DEA and provide recommendations for the improvement of cooperation with partners and communication strategies.

Business Model Canvas Summary

Figure 1 displays the Business Model Canvas of the DEA, which will help identify specific improvements for the establishment. It was created using the approach designed by Osterwalder, Pigneur, Bernarda, Smith, and Papadakos (2014) and tailored to DEA’s operations. Firstly, the critical activity that will be subjected to research and examination to determine possible issues is coordination with local and foreign authorities.

The primary revenue source is asset forfeiture that occurs when DEA agents can trace drug trafficking channels. The fact that DEA only has one source of obtaining revenue can present challenges because the organization largely depends on the number of illegal substance cases.

Additionally, there are only two channels for reporting such activities – the 1800 number and criminals willing to cooperate with the authorities. The expansion of a number of information resources could present more opportunities for DEA. It should be noted that the organization requires significant costs to maintain its operations and pay wages to agents, analysts, and investigators it employs. Due to the fact that the initial offer of DEA is to investigate and combat drug smuggling activities, it can be concluded that the establishment should focus on improving its communication with customers to enhance outcomes and provide more information regarding its activities.

Business Canvas Model for DEA
Figure 1. Business Canvas Model for DEA (created by the author).

The primary importance of the business model is the delivery of value to customers. In the case of DEA, the organization’s operations enable to control the distribution of illegal substances across the US; thus, providing benefit to the citizens of the country. However, as the Business Model Canvas displays in Figure 1, the primary customers are criminals that violate the national laws regarding the possession and distribution of drugs.

The metaphor that can be applied to DEA is organizations as organisms due to the crucial value of relationships within the DEA and with customers and partners that affects the number of cases, which the administration can investigate.

Additionally, Morgan’s frames offer a proper perspective on DEA’s functioning as an organism. The framework that can explain the DEA’s operations in human resources because the establishment relies significantly on the ability of its agents and investigators to locate drug trafficking channels. This component provides an understanding that investing in personnel’s development can benefit the organization by improving the quality of work and customer satisfaction. The general and behavioral trends of the organization present an understanding that DEA function’s as a cohesive system; however, several improvements can be made to increase productivity.


The theory, metaphors, and frames that were presented above help understand the operations of DEA more comprehensively. It is evident that the emphasis of prospective recommendations should be on the relationships both within and outside the organization, which would allow leveraging the existing resources. DEA’s leaders pay a lot of attention to their human resources, which can help facilitate the improvements.

The primary idea guiding these enhancements is that the DEA can increase its revenue and establish better relationships with its clients – the US citizens, by improving the cooperation process with other agencies, particularly its international partners. Additionally, by investing in expanding the number of channels through which customers can receive and provide information DEA’s employees will be able to investigate more cases and obtain more revenue for the establishment.

The modernization theory can be applied to explain the importance of DEA adopting new approaches to activities, more specifically, to gathering information from customers. The plan describes changes that inevitably occur in society due to various factors. Thus, the areas that need improvement according to the Business Model Canvas are – channels and key partners. This will help leverage human resources within and outside the organization and contribute to the development of DEA as an organism.


The Business Model Canvas allows identifying two primary issues that DEA can resolve to improve its efficiency. Due to the fact that DEA is a national agency, approaches to its business model differ from those applied by traditional businesses. Therefore, to create these recommendations case studies from both US and foreign organizations were used, for instance, the example of the Food and Beverage Administration and the government of South Australia.

Customer Communications

Firstly, the number of information channels through which the organization receives its knowledge regarding possible illegal activities connected to drug trafficking is two. Expanding the range and providing more possibilities for individuals to contribute to the matter can help DEA capture more criminals and obtain more revenue through forfeiture. Additionally, communication with the organization’s primary stakeholders – US citizens can be improved by providing them with more relevant information that would increase awareness regarding drug trafficking problems within a particular area.

The modernization theory that was previously discussed presents an understanding of altering existing approaches to business operations in regard to changes in the external environment. Karjaluoto, Mustonen, and Ulkuniemi (2015) state that digital communication channels (DCC) help companies reach their marketing objectives more effectively when compared to traditional methods.

For DEA this means that more people will be aware of the activities and contribution to public safety that the organization makes. Therefore, they will be more inclined to provide information that can help DEA agents locate and capture criminals. Currently, DEA headquarters have several social media accounts, inclosing those administered by local divisions. However, the updates are not constant, and no two-way communication with individuals is present.

Examples of other agencies can help DEA create their program for communication with clients. For instance, Shan et al. (2015) present an example of the Food and Beverage Administration and its approaches to customer communication. The main idea is to have a two-way channel between the organization and a customer. Additionally, by using emerging technology that is applied by many people in the US, DEA would be able to enforce a better connection with clients because reaching them would be more comfortable. People already use smartphones to access social media and various websites in their daily lives and DEA can provide them with an easy to use the channel for reporting illegal activities.

Due to the fact that DEA is a governmental agency, its approaches to managing customer relationships differ from those of a traditional business. According to Shan et al. (2015), political organizations typically apply a top-down approach to communication with the public. As was previously mentioned, DEA does provide a possibility for connection, but it implies phone calls. Shan et al. (2015) substantiate this by stating the following: “traditionally, interaction with the public has occurred through channels such as telephone and email” (p. 104). Moreover, even though the majority of establishments created social media accounts, the collaborative style of communication remains. It presents several challenges for these companies because they are neglecting a valid source of instant feedback from clients.

It is essential to understand that for DEA the crucial component that enables successful anti-drug trafficking operation is information that helps locate criminals. Therefore, the first recommendation is to establish an anonymous website that would guarantee its users a secure connection and enable the provision of valuable insight into drug operations. In this way, individuals would be able to inform DEA without subjecting themselves to any possible danger. Secondly, DEA should dedicate more attention to its social media presence.

This will require staff training and additional investment in the creation and development of a secure communication channel. However, the government of South Australia presents a case study of improved customer relationship management, which results in multiple business benefits for the organization (“Case study: Customer relationship management,” 2017). The example emphasizes a need for the leadership to understand technology and changes that are required to implement such solutions. Additionally, resources in the form of technical and customer support will be necessary for successful operations. The anticipated outcomes are discussed in the next section of this paper.

Cooperation with Other Establishments

Another aspect of improvement in collaboration with other agencies, both within the US and outside the country and with other establishments. While the component is crucial and functions adequately, several changes can be made. Thomas and Lee (2015) describe a case study of Cisco entering the Chinese education market. The authors emphasize that both parties cooperated closely on all stages of this project’s development, which enables successful outcomes.

The examples present an understanding that governmental organizations can successfully partner with businesses to leverage their capabilities. A similar case is discussed by Kitzman (2015) who provides evidence to the benefits of combining the two forces because the author states that such action “affects the development of civil society” (p. 313). Thus, the collaborative efforts of DEA and local companies can provide benefits to the communities across the US.

Currently, companies engage in activities that help improve society and particular communities as part of their global strategies. According to Kitzman (2015), “socially engaged corporations combine several novel conceptions of economic growth as a response to the turbulent modern reality: social innovation, sustainability, or even social economy” (p. 313). Therefore, DEA can expect that they would be interested in helping the establishment in its activities. The first recommendation for cooperation is to engage businesses to help DEA raise awareness regarding drug trafficking problems in local areas. This would imply an improvement in the domain of key partners within the Business Model Canvas.

The recommendation is to partner with local businesses and other organizations to focus on preventing drug use, which subsequently affects the trafficking process. As was mentioned in the Business Canvas summary, DEA uses large funds to support its operations; however, nothing in the existing strategy targets the aspect of prevention. According to Wainwright (2016), “when it comes to fighting crime, money is no object – as long as it is spent on enforcement, rather than prevention” (para. 10). The author argues that if agencies were to focus more attention on ensuring that individuals do not engage in using illegal substances, then their value to the customer, in this case, the US society, would increase significantly.

Businesses should be interested in helping DEA by reporting suspicious activities and raising awareness because they are directly affected by the problem. However, currently, no specific cooperation practice would enable the work is in place. Worall (2015) states that companies globally lose over $352 billion because of drug trafficking and activities connected to it. Therefore, cooperation with DEA would benefit them in various aspects.

Currently, DEA works closely with other agencies, including Homeland Security and local police officers that help carry out operations and capture criminals. The factor is facilitated due to a need for engaging outside specialists that can deliver additional knowledge or skills. According to White (2016), sustainable development has become crucial for many corporations across the world, which implies cooperation which governments.

The author emphasizes that such partnerships can be challenging to establish and maintain due to the difference in the nature of the organizations. However, by working with DEA firms would mitigate their risk, which would help them grow and develop. One approach to such cooperation is the ability to attract analysts to form companies that can help structure data and locate drug trafficking channels. Additionally, such practice can be used to enhance daily operations of DEA by analyzing current approaches that the establishment applies and altering them for more efficient ones.

Outside the US the practice of collaboration between agencies and businesses has been developing over the past years. White (2016) provides examples of corporations such as Coca Cola, Heineken, Johnson & Johnson, and others that partners with local officials to create initiatives that would target issues in a particular region. These programs aimed at battling health problems and using local sourcing to support communities. DEA can establish and administer a plan that would help enhance an understanding of drug trafficking issues; thus promoting reporting of illegal activities.

Due to the fact that trafficking hurts legal businesses and communities, it is possible to create a program that would educate individuals and support vulnerable populations. Through this approach, the DEA would be able to eventually minimize its spending and maximize the value to the society that the organization brings. DEA specialists can deliver extended lectures to people by presenting their knowledge and experience to individuals. Cooperation with businesses implies the ability to contact executives and provide information regarding drug trafficking in a particular area that would raise awareness regarding the issue and encourage employees to report illegal activities.


The result expected from these changes is improved efficiency of DEA’s operations and more engagement of the US citizens in preparation for services. Firstly, the implementation of two-way communication through social media will allow DEA to receive information and feedback from its clients – local citizens. This will help the organization understand particular improvements that it can make to enhance its work. Additionally, DEA will be able to present updates on its work to inform the stakeholders regarding successful activities and potential dangers that they should know. Secondly, the secure website for reporting should help increase the number of cases that DEA investigates. Through this, the agency will be able to increase its revenue by capturing criminals.

The third outcome of the changes is improved awareness of the drug trafficking problems through a partnership with businesses and other agencies. This approach will help DEA emphasize the severeness of drug trafficking. It is anticipated that the actions will encourage individuals and business owners to report suspicious activities, which will benefit DEA. The establishment’s specialists can explain the purpose and importance of their work to community members, as well as the dangers of drugs. Through the approach, DEA will leverage its human resources and will enable growth. Finally, the partnerships can be used to improve the existing practices, thus making DEA more productive.


Overall, the current model that DEA uses for its operations is valid and ensures efficiency. Several changes were offered considering the organizations as organisms theory, human resources frame, and modernization theory. Firstly, DEA should improve its customer communication by establishing a two-way channel and providing an additional opportunity to report suspicious activities through an online website. Secondly, the cooperation practices should be enhanced to attract more attention to DEA’s actions and improve the understanding of the organization’s work within the communication. The anticipated outcome of these changes is an increase in revenue due to a more significant number of cases and improved cooperation with other organizations.


Case study: Customer relationship management. (2017). Web.

Karjaluoto, H., Mustonen, N., & Ulkuniemi, P. (2015). The role of digital channels in industrial marketing communications. Journal of Business and Industrial Marketing, 30(6), 703-710. Web.

Kitzman, K. (2015). The need for cooperation between enterprises and non-governmental organizations. Zarzadzanie Publiczne, 4(32) 2015, 313–324. Web.

Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., & Papadakos, T. (2014). Value proposition design: How to create products and services customers want. Haboken, NJ: Willey.

Shan, L. C., Panagiotopoulos, P., Regan, A., De Brun, A., Bernett, J., Wall, P., & McCononc, A. (2015). Interactive communication with the public: Qualitative exploration of the use of social media by food and health organizations. Journal of Nutrition Education and Behavior, 47(1), 104-108. Web.

Thomas, H., & Lee, R. P. (2015). Cisco and cloud-based education in China. Harvard Business Review. 

Wainwright, T. (2016). Narconomics: The business of drug trafficking. Houston Chronicle

White, D. (2016). Business collaboration with government: Does reward outweigh risk? 

Worall, S. (2015). How the cocaine trade affects everyone’s lives. National Geographic

error: Content is protected !!