E if the plaintive customer brought evidence

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Unformatted text preview: lected, will be analyzed internally. This phase checks if the complaint is founded, i.e., if the plaintive customer brought evidence supporting his complaint and if he is really sincere, in order to avoid opportunist or inattentive customers “who try to benefit” from the service of complaints to obtain an illicit advantage or, who claim, as a result of misinformation, a product offered by a competitor. A company must be cautious about accusing consumers of submitting 7 507-153-1 fraudulent complaints. It may be in the company’s best interest to adopt the premises that most consumers are sincere when assessing complaint’s validity (Mitchell 93, p. 25) If the internal investigation reveals that further information is required, the concerned service is asked for follow-up of the complaints so as to ascertain an equitable resolution of the incident. Once the person in charge of follow-up gets needed information, the complaint is reactivated and put into the processing channel. 4. Reply formulation and sending to complainant: On the basis of a brief response provided by the qualified services, a draft reply is prepared by the person in charge of the follow-up and is transmitted to top management. The general manager refines the answer and gives instructions to improve the failing service. The mobilization of the internal expertise and the implication of the general manager brings the solution to the complaint. The service in charge of follow-up of the complaints addresses the reply to the customer. 5. Integrating data, tracking of trends and use of information to improve service process: This step reflects the type of control proposed by Vanderleest and Borna (1988) labelled “strategic complaint control”. It entails a critical review of the entire complaint programme on a regular basis (e.g yearly). This review takes account of changes in the internal and external environment. The bank can benefit from using complaint information to identify trends or service areas that are in need of improvement to minimize the likelihood that similar complaints will recur in the future (Gwinner 1998). Handling complaints and problems one at a time, without gaining anything from the information, is inefficient and should be avoided. Customers usually understand that mistakes happen, but they expect the organisation to have a problem corrected the next time (Sarel , Marmorstein , 1999) The complaint information is gathered in the data base. The development of a tracking system that captures and aggregates consumer complaints is enhanced by using a coding scheme that categorizes complaints into data base software that generates reports containing department- specific, location-specific and organization wide information. Since its setting-up in February 2006, the service in charge of complaints received 124 complaints 116 of which were treated (93.6%). Such an analysis makes it possible to locate failing services that need company assistance for service improvement. 8 507-153-1 Distribution of complaints throughout period and by state of processing 100 number treated 50 0 76 6 40 period 1(07/02-13/04) 2 processing period 2(14/04-04/09) period The fact that six complaints of period 1 are still in process is indicative of the complexity of these complaints: two complaints were transformed into law suits; one complaint was transformed into an internal enquiry by the inspection direction; three complaints required further investigations. The complaints reached customer service through the following channels: Channel Number % Mail 77 62,09 Phone 14 11,29 E-mail 14 C omplaints classified by channel f ace to f acef ax 8% 7% 11,29 F2F 9 10 telephone e-mail letter 63% f ace to f ace 8,06 124 telephone 11% 7,25 Fax letter e-mail 11% 100 Total f ax The mail represents the channel of complaint that is mostly used. The complaints concerned 11 internal services on a total of 21 and 54 agencies on a total of 95. We notice that the production service followed by the risks management service and of the electronic money are responsible for the majority of the complaints (more than 51% of the complaints). Period 2 shows that object of complaints inherent to production service such as dispute over an operation represent the most important number. 9 507-153-1 Service Production Risks management Top management Quality management Electronic money Foreign service Legal & Taxation issues Treasury & Compensation Recovery & Dispute issues Control System Accounts Department Total Number 47 17 8 5 14 5 6 3 6 % 37,9 13,7 6,4 4,0 11,2 4,0 4,8 2,4 4,8 3 10 124 2,4 8,0 100 Object of the complaints Dispute over an operation Request for information or lack of information % 28,57 23,80 Request for rebate Request for legacy Dispute over timing issue Request for a new condition from the bank Request for arrangement Request for a meeting Restitution of an account balance Dispute over a credit refusal Card restitution Total Distribution of the complaints by service Numbers 12 10 5 3 3 2 2 2 1 1 1 42 11,90 7,14 7,14 4,76 4,76 4,76 2,38 2,38 2,38 100 The distribution of the complaints over period 2 (14/04-04/09) on the basis of object The complaints distribution throughout the period reveals a concentration during the first two months: Com plaints dis tribution by m onth 60 numbe r of c ompl a i nt l et t er s 40 20 0 f ebr uar y apr i l j une m onth 10 august 507...
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