Customer Service Improvement Plan for Shopee Pte. Ltd. Report (Assessment)

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Role	What do they do	Who
Change Sponsor	The CO and the MGD will assess expenses to improve the complaint/refund processes to reduce the average dispute resolution time (Trustpilot, n.d.). Improving Shopee’s hotline service, including new tools, workforce expansion, and processes for investigating lost package cases without delay, will be considered (Trustpilot, n.d.). In collaboration with the COO, the two evaluators will assess the resources required for return logistics improvement (Trustpilot, n.d.). The new expenses will be approved by the CEO and incorporated into Shopee’s financial plan for 2023.	Junjie Zhou (Commercial Officer); Monica Vionna E. (Marketing Growth Director); Terence Pang (Chief Operations Officer); Forrest Li (Chief Executive Officer) (The Org, n.d.).
Change Champion(s)	The COO will be responsible for offering high-level support to all regional change agents involved in executing Shopee’s operations in seven markets (The Org, n.d.). The seven Executive Directors will communicate the required change in operations to the lower-level change champions, promoting the spread of new techniques and customer service philosophies.	Terence Pang (Chief Operations Officer). Executive Directors: Chris Kuo (Thailand); Vincent Lee (Phillippines); Christine Djuarto (Indonesia); Jianghong Liu (Colombia/Mexico); William Liang (Taiwan); Teck Lim (Brazil); Anh Tuan Tran (Vietnam) (The Org, n.d.).
Change Agent(s)	Local managers and employees responsible for personnel development will be active in implementing the plan’s components. They will assist the workforce in Shopee’s various markets with adapting to new customer service methods and performance requirements, thus promoting improvement in all locations. This group will be responsible for addressing staff shortages affecting customer service quality and implementing staff education to foster a culture of respectful and effective complaint management.	Shopee’s local HR managers and managerial staff in seven markets.
Change Targets and Employee Involvement	All members of Shopee’s large international team that engage in client communication will be anticipated to alter their customer communication approaches. Particular targets associated with the plan’s areas will be specified for various locations. Employees will be anticipated to follow new guidelines and minimize the average amount of time needed to manage quality complaints, refunds, and returns.	All representatives of Shopee’s workforce participating in customer communication and complaint management.

Force Field Analysis and Action Plan

Focus	Strategies and plans
Change theories, models, or conceptsthat will assist the change process	The change project will use Lewin’s 3-stage model of change and the culture mapping approach.
Stage 1 of Lewin’s Model	Determining the needs – survey Shopee’s staff regarding their attitudes to customer service, practices, and challenges in serving customers and integrate the Culture Map to understand intraorganizational communication challenges. Obtaining support – hold a meeting with Shopee’s executive team and state the need for improving customer service quality and its financial and reputational effects. Creating and communicating a change message – present a compelling message to advocate for massive changes to Shopee’s current customer service system and communicate it across the organizational structure.
Stage 2 of Lewin’s Model	Communicating complete and accurate information on changes – create FAQ resources for Shopee’s managers and employees, provide and disseminate the revised customer service guidelines, and hold meetings to clarify any misunderstanding. Promoting active implementation – provide Shopee’s managers with assistance in directing the staff and resolve implementation issues as they arise. Promoting engagement – involve new parties as appropriate, including all customer service employees, Shopee’s logistics partners, and so on.
Stage 3 of Lewin’s Model	Making recent changes part of Shopee’s culture – using information from change agents, identify Shopee’s barriers to change and facilitators and plan on removing the former and strengthening the latter. Designing methods to sustain the change – as appropriate, consider permanent changes to Shopee’s organizational hierarchy to support better customer service. These might include establishing a new reward system to prioritize customer satisfaction metrics and designing processes for Shopee teams to report organizational barriers to optimal customer service. Planning short- and long-term training strategies to maintain change – create and implement education programs for Shopee’s staff, including best practices in handling complaints, customer notification, and referrals to other specialists.
Culture Mapping	Defining professional subcultures – establish internal cultural subgroups partially responsible for complaints, such as Shopee’s IT teams, logistics coordinators, and direct client communication teams. Interviewing the representatives of each subculture – select representatives from each group, conduct and analyze interviews, and identify client service barriers/facilitators as seen by each subculture. Documenting data on employee behaviors, blockers, and enabling factors by creating a comprehensive culture map – use the resulting map to inform need determination in Stage 1 and plan education in Stages 2 and 3.

References

Trustpilot. (n.d.). Shopee. Web.

The Org. (n.d.). Shopee. Web.

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