Within the very busy, chaotic Chelsea pharmacy, days could get very stressful for Kim and her teammates. Every shift had its own unique challenges and time constraints, but many problems were predictable, too: customers needing prescriptions or over-the-counter, non-prescription medical products that were not in stock; staff not showing up to work; or, so many tasks and responsibilities that staff simply did not have the bandwidth to take care of all the orders and daily tasks within standard operating hours. There were often piles of prescriptions left unfinished from the day before, resulting in long lines of frustrated customers. Despite their dissatisfaction with the Chelsea store, Poplar’s was the only conveniently located pharmacy in the community. Kim felt that more customers surely would have left if there were other options. She wondered if improving customer service had been overlooked in the past since the store continued to meet its sales expectations. Considered a “needs improvement” store mainly for its poor performance in customer service, Chelsea’s KPM scores had been consistently running in the high 60s when Kim decided to take steps to address the problems.
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Problems at the Chelsea Store
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