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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
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