The training topics should cover company policies

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Unformatted text preview: . The training topics should cover company policies, warranties, interpersonal skills, written and oral communication, listening skills, problem analysis, organizing and following through, resilience and stress management. Developing hiring criteria and training programs that take into account employees’ service recovery role directly affects customers’ fairness evaluations (Schlesinger and Heskett 1991) The information obtained by the bank is diffused to the people that are concerned with the problem. It is deemed strategic information and is suitably exploited. The feedback represents a tool of reinforcement of customer orientation (La Khanh and Kandampully 2004; Tax et al 2006). For example, a distinction is made between clients who left and those who continue to do business with the bank. Among these, a distinction is made between those whose transactions increased and those whose transactions remained stable or decreased. The complaints are processed in a way that types of dissatisfied customers are identified in terms of potential, competitive position, sales turnover, etc. by taking into account the customer’s proposal relating to the treatment of the complaint. Having a flexible system that takes individual circumstances into account and obtaining input from the customer on what the final outcome should be is a fair process exhibited by firms assuming responsibility for the failure (Tax and Brown 1998). 2. Weaknesses: Despite the fact that the complaints are transmitted to the relevant services, the reply deadlines differ from one service to the other. Apart from the face to face complaints received by the bank headquarters, all other complaints are not recorded and are not subject to processing, monitoring and follow-up. The bank needs a charter for complaint processing quality which translates the commitment of the different service complaints. It is also worth noting that the system before hand overemphasises written complaints while oral complaints (i.e. telephone or face to face) seem to be ignored. This may infuse the complaints management system with inequity. This may be due to the lack of integration of the call centre to the complaining service process. Besides the system suffers from a segregation problem. It only listens to important customers. Small accounts are totally ignored. 14 507-153-1 These identified weaknesses reflect the absence of commitment from frontline employees to solicit complaint and poor commitment of employee supervisor and manager to analyse and utilise complaint information which can be related to the prevalence of negative attitudes and their perception of the relative importance of complaints, the lack of adequate motivational systems and education and training and poor internal customer- supplier relationship (Lam and Dale 1999). The complaint handling system needs to be fully utilized and its symbolism understood and accepted by all employees (Mitchell 1993). Although the system enables firms to having a complete file on complainant (name, address, nature of complaint, date of the complaint received and resolved, target service, elements of response) which provide valuable information for future management complaint, the complaint information are inadequately categorize and not shared by all appropriate managers and employees. Lam and Dale (1999) affirm that direct computer access by other departments helps to overcome some problems or barriers associated with inter organizational communication (loss of detail, assimilation to expectations or attitudes and distortion to please the receiver). Fornell and Westbrook (1984) suggest that the introduction of a computerized complaint handling system represents the first step in breaking the “vicious circle” resulting from the increase in the transmission of complaints from the customer service department to other departments which causes its isolation from management decision making. The system of treatment of the complaints lacks maturity in comparison to state of the art CRM capabilities. Based on an Access data processing tool, the application has the following drawbacks. It does not record the complaint data so as to identify segments and to use models for the understanding and the prediction of client behaviours. Nor does it give access to pieces of information provided by the different services about the status of the complaint and the decisions made. According to Tax and brown (1998), Berry and Parasuraman (1997), the comprehensive data collection and dissemination to everyone involved in decisions provides key information needed for service improvement. Complaints represent a valuable form of market information. The system in hand cannot provide a tool for an advanced monitoring of service complaints so as to make adjustments and to improve service quality on the basis of indicators of performance such as the percentage of customers having received a reply in one or two days, repetition of errors, number of recidivist...
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