Geographic zones zone business district northern

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Unformatted text preview: -153-1 Distribution of the complaints according to geographic zones Zone Business district Northern Tunis Tunis Center Southern Tunis Cap-Bon Western north Center 1 Center 2 Sfax South 1 South 2 Western South Total Period 1 8 14 15 10 6 3 1 4 0 9 3 7 81 * Period 2 20 2 3 3 1 0 0 3 3 0 1 2 38 * Total 28 16 18 13 7 3 1 7 3 9 4 9 119 % P1 9,87 17,28 18,51 12,34 7,40 3,70 1,23 4,93 11,11 3,70 8,64 100 % P2 52,63 5,26 7,89 7,89 2,63 7,89 7,89 2,63 5,26 100 %T 23,52 13,44 15,12 10,92 5,88 2,52 0,8 5,88 2,52 7,56 3,36 7,56 100 Most complaints (62, 9%) relate to the business districts and the Tunis zones which account for 33, 6% of the agencies. 41 agencies i.e. 43, 15% of the whole of the network did not register any complaint. The distribution of the complaints on the basis of account types is as follows: Numbers % 45 36,2 2 20 1,61 16,1 Firms Non Customer Total 52 5 124 41,9 4,0 100 % Private individual Association Traders Distribution of complaints by account type 50 40 30 20 10 0 41,9 36,2 firm private individual 16,1 1,6 1 4 trader association Non customer The firms are found to have a higher propensity to claim in comparison to other customers. 11 507-153-1 Complaint Consumer motivation (Relationship quality switching cost), Relationship (Depth, duration), Ability (Consumer Knowledge) Response before quest Acknowledge receipt step1 Reception of complaint Mail to General manager step2 Classification of complaint Service recovery executive : Telephone, Face to face Level 1 Internet Webmaster Level 2 Request for more information and clarification step3 Internal Analysis of complaint Step 4 Elaboration, synthesis and sending of reply to client step5 Integrating data, improving service and tracking trends - ask for information at different internal sevices - check reliability of complaint Answer items by internal expertise Launching program of improving services concerned with complaint Project answer by the department of service recovery Final draft of reply by the service recovery executive Fine tuning of reply by the general manager Taking strategic actions to improve Service process - Saving data in a complaint database - Update and Statistics elaboration IV. Diagnosing the complaint management in the bank: Service recovery process (Gilly, William and Laura 1991; Hermel 2006; Mitchell 1993, and Tax and Brown 1998) 12 507-153-1 Our daily observation during this three month probation period made it possible to make the following comments regarding the strengths and weaknesses of the bank in managing complaints. 1. Strengths : The creation of a service dedicated to complaint management provides a global view on the number and the nature of complaints. The processing of the complaint is centralized in the bank’s headquarters and decentralized in the different services at the same time. This mobilizes the bank’s staff to a maximum and sensitises them to the importance of customer orientation. Top-level commitment to effective complaint management establishes the motives and incentives for all personnel to strive for consumer satisfaction (Lam and Dale 1993). The complaint service is valorized by an adequate hierarchical unit as well as by the involvement of the person in charge of it in meetings and decision making. The complaints are managed on a daily basis so as to account for the seriousness of the case. The involvolvement of top management in managing complaints is believed to improve the processing of the complaints and to reinforce the change towards a client oriented mindset and behavior. Many information processing models assume that those in formal positions of power have a great deal of influence in organizations and those in strategic positions in organizational networks may be more effective and influential than their formal positions would imply (Gilly, Stevenson and Yale 1991). So passing complaint from the departement who receives the complaints to the service which is concerned with the problem and which has specialized knowledge and expertise in the problem area is an effective way to recommend internal action and complaint handling action with the consumer (Lam and Dale 1999). Having received an academic training and a sense of public relations and business relationships, the person in charge of complaints is endowed with an expertise in written as well as in oral communication that makes of her an adequate spokesman of the bank in the media. The person in charge of monitoring and updating the data base is knowledgeable about banking techniques and adheres totally to the management philosophy of client satisfaction. She makes sure to file and answer the complaints and to remind the failing service to provide the needed piece of information. Her active participation in training on complaints management reinforces his sense of service 13 507-153-1 quality. Tax and Brown (1998) indicate that Service recovery performance must be incorporated into human resource management practices...
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