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Unformatted text preview: complainers. Nor does it 15 507-153-1
provide any indication on the outcomes of external investigations so as to assess client
satisfaction or client evaluation of the complaints treatment processes and consequences.
The impact of service recovery can be traced through improvements in the service
system and through the direct effect on satisfaction of resolving a customer complaint.
The various elements of weaknesses and strengths identified within the bank’s
environment, culture and its complaints management process are believed to have
contributed significantly to success/failure of its service recovery and the resultant level
of complainants’ satisfaction and to the improvement of quality. Theses attributes
(designating responsibilities, documenting standards on policies such as response time
and acknowledged guidelines; employee motivation, internal relationship, employee attitude, organizational resources and philosophy, culture, management support, the
system of complaint management, recovery-related learning process…) hinder or
enhance the ability’s bank of recovery. IV. Recommendations:
By the end of this period of interaction with front line personnel, complaint
management team and with customers, we proposed to the managers some simple tools
for promoting complaining behaviour and for monitoring complaint management
(Hermel, L 2006, Tax and Brown 1998, Lam and Dale 1993).
1. Promoting complaining behaviour:
An effort should be made to ensure that frontline employees play a major role in
implementing the consumer complaints management initiative. Front line personnel are
proposed to use different tools during their daily listening to consumer such as internal
communication, Intranet or paper cards (see appendix 1; Hermel, L 2006). It is also
suggested that the bank support to the maximum the expression of complaints of its
customers. A suggestion card can be put at the disposal of customers in all the agencies.
For instance, a poster can be put on the counters to introduce the suggestion card and to
invite customers to fill it in (see appendix 2; Hermel. L. 2006).
By examining the recovery practices of leading firms, Tax and Brown (1998)
refer to two approaches that are believed to help identify failure: 1-Training customer in
how to complain and with whom should initially lodge complaints, describing how to 16 507-153-1
make appeals, explaining step processes designed to help him get their complaint heard
and resolved using technological support (such as internet website, free telephone, call
centers) 2- Communicating the value of service recovery by stressing the importance of
taking responsibility for service failure, resolving customer problems and learning from
2. Monitoring complaint management:
The bank is advised to write a complaint quality charter that is to be shared by the
various structures in charge of its implementation. The bank is also advised to make sure
that the strategy of management of the complaints is adapted to customers by comparing
complaints processing outcomes to the perceived quality of such processing. It can also
elaborate a decisional system for the follow-up of the complaints in order to store data
about the complaints and to produce analyses and reports about them. Data must be
translated into information and presented to every one including management in a
useable format so that the organization can better align services and products to meet
customer expectations (Lam and Dale 1993). The assessment of needs among the users
of the system is the first thing to begin with in order to define analysis formats and
indicators. Axes that are believed to be relevant are:
• customers having exceeded a critical number of complaints per period (year,
month etc) in order to consider gearing commercial actions towards them; • Customer category: private individuals and professionals, large companies and
SME. • Customer type: degree of seniority (new/old), and the exclusiveness in this
relation (exclusive relation/multiple relations); demographic, psychological
characteristics, or psychographic characteristics. • Complaint type: argument over an operation, requirement of a new condition of
bank account, restitution of an account balance, card restitution, indecent
behaviour of personnel, credit procedure, request of information, etc; • Incident type: distributive, procedural or interactional incident. For each type
corresponds a particular expectation (rejection check, rejection of an application
for credit, high interest rate) and a particular solution; • Action type: this axis refers to the type of action taken: investigation, request for
further information, etc; 17 507-153-1
• Service: where the complaint is recorded and where the complaint is processed
(production, risks management, electronic money, accountancy, general, legal
taxation, guarantee, covering and dispute, quality, foreign department, treasury,
compensation, monitoring); • Persons in charge of processing: the persons in charge of carrying out specific
actions in the processing of the complaint; • Complaint level: the complaint is qualified as level 1 (the complaint is solved on
the level of the entity where it is recorded (arrangement, follow-up of
complaint…) or level 2 (complaint which requires a redirection to the s...
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This note was uploaded on 01/06/2013 for the course ECON 232 taught by Professor Anonymous during the Spring '12 term at Alaska Pacific University.
- Spring '12