Conclusion the management of complaints is a

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Unformatted text preview: ervice concerned with issue). Conclusion: The management of complaints is a strategic issue. It emanates from the commitment of top management. It is worth noting that the culture of blame seems to be predominant in the bank. The investigations conducted to identify responsibility of a specific service of the bank in case of dysfunction require too much time. Complaining to frontline personnel does not have any consequences at all. In all cases of complaints processing, the bank rectifies the situation without any compensation. Some customers expressed feelings of inequity. This case study enabled us to propose the following ideas. On the one hand the management of the complaints should depend on the type of the incident and the perception of its effectiveness depends on the characteristics of the customer (general negative attitude, seniority, implication, expertise…). In addition, the management of the complaints is in need of measures to be taken at the operational, managerial and marketing levels. The operational or procedural level refers to the feedback and the information flow between the services in charge of follow-up and the rest of the company. The managerial level refers to the interaction between the collaborators among themselves and between the directors and the collaborators. The marketing level is the interaction proper with the dissatisfied customer. The messages reporting customer complaints and the replies to them reveal the importance of an adequate internal management of complaints. Indeed, the procedures and the interactions between the different services affect the quality of the proposed solutions and the judgements and the behaviours of the complaining customers about 18 507-153-1 their effectiveness. The case before hand made it possible to make a description of the management process of complaints and ended up with the proposition of tools that are useful for its promotion. Such tools are believed to help reinforce customer satisfaction, quality service and to be applicable to banks as well as to other service institutions such as insurance companies. 19 507-153-1 BIBLIOGRAPHY Andreasen, and Best, Arthur (1977),”Consumers Complain-does Business Respond? ” Harvard Business Review, July/August, pp. 93-101. Andreassen Tor W. (2000), “Antecedents to satisfaction with service recovery”, The European Journal of Marketing, Vol 34, N° 1-2, pp.49. Berry L.L and Parasuraman (1997), “Listening to the customer: The Concept of a Sevice-Quality Information System”, Sloan Management Review, Volume 38, Spring 1997, pp.65-76 Boshoff Christo (2005), “A re-assessment and refinement of RECOVSAT. An instrument to measure satisfaction with transaction-specific service recovery”, Managing Service Quality; 15, 5, pp. 410-425. Boshoff Christo (1999),”An instrument to measure satisfaction with transactionspecific service recovery”, Journal of Service Research, Vol. 1, N°3, pp. 236-249. Blodgett, J. G., Hill, D.J. and Tax, S.S. (2001), “The effect of distributive, procedural and interactional justice on post complaint behaviour”, Journal of Retailing, Vol. 73 N°2, pp. 185-210. Chi kin, Flora Fang Gu, Kimmy Wa Chan, David K. Tse, (2003), “Justice Based service recovery expectations: Measurement and antecedents”, Journal of consumer satisfaction, dissatisfaction, and complaining behaviour, 16, pp. 36-52. Crié, Dominique (200 3), « Consumers’complaint behavior. Taxonomy, typology and determinants: Towards a unified ontology », Journal of Database Marketing Strategy Management, Sep, 11, 1, pp. 60-79. Day, R.L (1984), “Modeling choices among alternative responses to dissatisfaction”, Advances in Consumer Research, Vol.11, pp. 496-499. Fornell, C. And Westbrook, Robert A. (1979), “An Exploratory Study of Assertiveness, Aggressiveness, and Consumer Complaining Behaviour”; Advances in Consumer Research, Vol.6; pp. 105-110 Gilly Mary C.; Stevenson William B.; Yale Laura J. (1991),”Dynamics of Complaint Management in the Service Organisation », the Journal of Consumer Affaire, Vol. 25, N° 2, pp. 295-32. Hirschman, O. Albert (1970), Exit, voice and loyalty: Responses to Decline in Firms, Organisations and states, Cambridge M.A Harvard University Press. Hermel. L (2006), Stratégie de gestion des réclamations clients, 2e édition, ANOR. 20 507-153-1 Hoffman Douglas.K, Kelley Scott W. (2000), “Perceived justice needs and recovery evaluation: a contingency approach”, European Journal of Marketing, Vol 34, N°3/4, pp. 418-432. Homburg Christian; Fürst Andreas. (2005) « How Organizational Complaint Handling Drives Customer Loyalty: An Analysis of the Mechanistic and the Organic Approach », Journal of Marketing, Vol. 69, pp 95-114. Homburg Christian; Fürst Andreas. (2007) “See no Evil, Hear no Evil, Speak no Evil: A study of defensive organisational Behavior towards customer”, Journal of the Academy of Marketing Science, In press Kelly, S.W. and...
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