Customer Complaint Management Research Articles

The Examining of GSM Operators’ Customer Complaint Management (CCM) Applications in Turkey with Discriminant Analysis

In the active decision- making process, during the purchase, the most notable case is satisfaction ordissatisfaction of the customer is caused in the purchasing decision. In the recent years, the new structures havebeen composed under the name of “Customer Complaint Management” (CCM). In terms of emphasizing theimportance of research and in order to understand the effectiveness of CCM, researched that how the consumerswere evaluated the CCM performance of GSM companies in Turkey. The research was conducted on theprimarily-handed data. This study is a survey that aims to evaluate the “solving the consumer’s complaint for theTurkcell, Vodafone, Avea companies”. And their performances related to CCM dimensions such as transparency,accessibility, responsiveness, objectivity and consumer oriented strategies is perceived by the consumers.Frequency distribution of survey data investigated and reliability of research variables tested by Cronbach Alphaanalysis. Two discrimination functions were evaluated. With the first discrimination function, it is seen that theAvea has the highest value in comparison with the other companies (0,566); with the second discriminationfunction, it is seen that Vodafone has the highest value (0,583). Turkcell has no highest discrimination value incomparison with the other GSM companies.

A conceptual model for proactive-interactive customer complaint management systems

A conceptual model for complaint management systems is introduced in this paper. Complaint management systems comprise proactive and interactive parts. In this paper, the primary model and its elements were developed through literature review. Afterwards, based on the model, the performance of the tax affairs organisation with regards to voice of customer was surveyed and analysed. Evidences gathered from case study, at this stage, helped modifications in the primary model. Academics as well as tax affairs experts were then interviewed to evaluate the model. Existing models of customer complain management systems only focus on dealing with complaints. However, this paper takes a more comprehensive approach to design a model which deals with causes of complaints and also attenuating the potential for complaints. Proactive-interactive complaint management model is capable to deal with causes of complaint – prevention – even before a complaint is made. This will help organisations reduce costs of losing customer and of course higher profitability.

Employee emotional response toward healthcare organization’s service recovery efforts and its influences on service recovery performance

Previous studies on service recovery performance of frontline employees have focused primarily on the direct relationship with the organizational efforts for service recovery. However, based on the reformulation of attitude theory (appraisal-emotional response-behaviour), we believe that the emotional responses (work engagement and burnout) toward organizational efforts for service recovery of frontline employees mediate the relationship. Thus, the purpose of this study is to examine how healthcare frontline employees show their emotional response toward the organizational efforts for service recovery and it influence on actual recovery performance. This study uses two conflicting emotional responses, burnout and work engagement, to examine how employees react toward organizational efforts, helping better understand employees’ evaluations of the efforts. Research model and hypothesis were tested using a sample of frontline employees who perform none-clinical activities in hospitals. The results showed that teamwork and empowerment have positive effects on work engagement. In addition, customer complaint management, empowerment, and teamwork influenced negatively on burnout. Lastly, work engagement and burnout showed statistically significant impact of service recovery performance of frontline employees. Among the organizational efforts for service recovery, teamwork was the most important factor in improving frontline employees’ work engagement and lessened their burnout, respectively. Interestingly, customer service training had a negative effect on burnout. Besides, by comparing our research model to two alternative models, we confirmed the validity of the research model.

The Role of Customer Complaints Management in Consumers Satisfaction for New Industrial Enterprises of Iran

In this paper Customer Complaints Management (CCM) as well as the associated key challenges have been studied as essentials for achieving customer retention and loyalty. Some models de nothing the process of CCM have also been demonstrated and discussed and a complaint intensity framework has been presented in which, the joint distribution of complaint intensity and out come satisfaction scores could be conceptualized in four resulting quadrants and each quadrant suggests a different strategy for CCM. For empowering CCM suggestions have been proposed and Return On Complaint Management (ROCM) has been described as a performance indicator for complaint management profitability. Major findings indicate that effective complaints management requires a cultural change in organization's atmosphere, as well as a systematic approach; different levels should be considered in the complaints management; employees participating in teams play an important role in succeeding the complaints handling processes; and CCM empowerment should include strategy, processes, and analysis.

A Lindblomian perspective on customer complaint management policies

This research reports the findings of an exploratory study on the everyday management of customer complaints in the French business-to-business sector. A web-based survey rendered 57 eligible responses from managers who deal with customer contacts on an everyday basis. A Lindblomian perspective is applied to analyze customer relationship management (CRM) systems and policies for managing customer complaints. Findings indicate that such systems do not influence how managers perceive their communication with customers. Furthermore, the findings demonstrate that a formal policy for managing customer complaints affects the adjustments that companies make in situations marked by difficulties in choosing solutions to a customer’s problem and knowing what the outcomes will be.

Customer complaining behaviour – its effects on companies’ evolution

Now days the role of the consumer in the economy is taken very seriously and, in some cases, we can easily talk about the consumer’s “supremacy”. All the efforts of the companies are concentrated on the consumers and finding the best way to attract them, but gaining their trust and building a longterm relationship is even more difficult now due to a very intense competition on all the markets. Client service can always help a company to differentiate itself from the others, this including the management of customer complaints. The subject is still very sensible because many consumers are not aware of the complaining system or are shy in displaying this kind of behaviour, so companies can develop strategies to educate and council clients regarding the complaining process, managing in this way to gain trust and also to increase profitability.

A Systematic Knowledge Management Approach Using Object-Oriented Theory in Customer Complaint Management

Research into the effectiveness of customer complaint management has attracted researchers, yet there has been little discussion on customer complaint management in the context of systematic knowledge management approach particularly in the domain of hotel industry. This paper aims to address such gap through the application of object-oriented theory for which the notation of unified modelling language has been adopted for the representation of the concepts, objects, relationships and vocabularies in the domain. The paper used data from forty seven hotel management staff and academics in hospitality management to investigate lessons learned and best practices in customer complaint management and knowledge management. By providing insights into the potential of a knowledge management approach using object oriented theory, this study advances our understanding on how a knowledge management approach can systematically support the management of hotel customer complaints.

Exit and Voice: An Economic Theory of Customer Complaint Management

We develop a multiagent-principal model with participation decision to address customer complaining behavior and the management policy. The noisy informed clients choose among costly complain, keep silence, and exit, and the company decides the complaining barrier and whether to undertake corrective investment. We study the Bayesian-Nash equilibrium of this game, and identify the optimal mechanism which suffers from multiple equilibria and the suboptimal mechanism with unique equilibrium. It's shown that the truthful announcement occurs only under moderate complaining barrier. The observed low complaint/dissatisfaction ratio and costly complaint may arise by discretion of company. Company's reputation, the variation in quality, and competition pressure are identified as determinants of complaint management mechanism. Company, in particular weak reputation one, would set socially excessive complaining barrier. Competition may not improve efficiency in complaint management in the sense that suboptimal mechanism is more likely to be selected under competitive pressure. We further investigate the manipulation of mechanism to induce best equilibrium outcome in dynamic adjustment process.

An empirical study on the analysis of customer complaint management in commercial sport and fitness clubs

An empirical study on the analysis of customer complaint management in commercial sport and fitness clubs

Knowledge of Hotel Customer Complaint Management

Knowledge of Hotel Customer Complaint Management

Improving customer complaint management by automatic email classification using linguistic style features as predictors

Customer complaint management is becoming a critical key success factor in today's business environment. This study introduces a methodology to improve complaint-handling strategies through an automatic email-classification system that distinguishes complaints from non-complaints. As such, complaint handling becomes less time-consuming and more successful. The classification system combines traditional text information with new information about the linguistic style of an email. The empirical results show that adding linguistic style information into a classification model with conventional text-classification variables results in a significant increase in predictive performance. In addition, this study reveals linguistic style differences between complaint emails and others.

Ratcheting Up Lab Response to Water Quality Warnings

This article discusses sustaining a utility's extensive response plan as a stand‐alone program beginning with strengthening a utility's laboratory practices, including routine sampling, data handling, and management of water quality and customer complaints. The article discusses setting a high standard, identifying capabilities and limitations, expanding safety programs, and sampling and monitoring. The article provides two sidebars, one addressing three modules within the U.S. Environmental Protection Agency Toolbox pertaining to water quality sampling and analyses, and the other describing a Laboratory Response Network established by the Centers for Disease Control and Prevention to organize a national network of about 150 labs that can respond to biological and chemical terrorism and other public health emergencies.

Research on Correlations Between Off-School Internship Systems and Work Performances in Hospitality and Tourism Education

ABSTRACT The development of hospitality and tourism education in Taiwan in the past two decades brought forth various off-school internship systems to meet the needs of educational and business fields. This paper, with methods of literature review, interview, and pragmatic investigation, researched tourism-related students' work performances under different off-school internship systems. The data gathered and analyzed came from interviews and questionnaires with directors of Personnel, Room Service, and Food and Beverage Departments from select international tourist hotels with tourism-related off-school intern programs in Taiwan. The results showed, in correlated recognition of hospitality and tourism education and off-school internship, no matter what the degree of emphasis or satisfaction was, business directors placed higher appraisals on off-school internship systems of Employment Link Intern Program, Old Sandwich Intern Program, and New Sandwich Intern Program. In regard to work performances, interns did better in aspects of interpersonal relationship, work adjustment, service concepts, and interest for learning, while worse in aspects of foreign language proficiency and customer complaint management. In regard to off-school internship systems, interns of Sandwich Intern Programs (both Old and New) performed better than those of other systems. To be specific, interns of New Sandwich Intern Program fared the best, with those of Old Sandwich Intern Program being second, and those of Vocational Intern Program the third.

Les apports de la théorie de la justice à la gestion des réclamations

La gestion des reclamations revet une importance toute particuliere dans le secteur des services. Cet article se propose de presenter les apports des theories de la justice pour la gestion des reclamations dans le cadre d'experiences de services. A partir d'une revue de la litterature et d'une enquete, les auteurs illustrent l'ensemble des regles de justice contenues dans la theorie de la justice (dimensions distributive, procedurale et interactionnelle) et proposent une grille de lecture pour la gestion des reclamations. Un certain nombre de propositions manageriales sont formulees pour permettre aux entreprises de mieux gerer leurs reclamations.

TQM and QFD: exploiting a customer complaint management system

PurposeTo present a simple yet comprehensive customer complaint management system (CCMS) which includes tools and concepts from total quality management (TQM) and quality function deployment (QFD) proposed by the authors.Design/methodology/approachA comprehensive CCMS model based on the Deming cycle that integrates practice‐tested methodologies such as QFD, problem solving and failure mode effect analysis (FMEA) was developed. In order to provide an example of the application, possibilities and limitations of our proposed CCMS model, a project developed for a major Latin American transportation company is presented.FindingsExcellent service can only be achieved with a profound knowledge of evolving customer needs. Functional CCMS should be implemented in every company, regardless of its size, structure or products. QFD, FMEA and problem‐solving tools are very useful but, rather than the tools themselves, the fundamental element to develop a successful CCMS is the spirit of improvement towards total customer satisfaction energized by top management's leadership and commitment. A successfully implemented CCMS can change the perspective of complaint management and transform the process of answering complaints from a trivial activity to a more exciting process‐design and learning experience, renovating the spirit of continuous improvement towards service excellence.Research limitations/implicationsThe model may not be useful to some major companies that already have their own database systems for storing and analyzing customer complaints in real time. The results were only validated in a single project with its particular characteristics.Practical implicationsIn a service economy, comprehensive systems for capturing, analyzing and translating customer complaints into adequate actions for focused improvement are required for competitiveness. Simple CCMS can be implemented without significant investment, in order to exploit customer complaints.Originality/valueThis paper presents a simple, yet comprehensive CCMS based on practice‐tested methodologies successfully implemented in an improvement project. Companies that do not have formal CCMS can find efficiency in the model because of its simplicity.

The use of semantic network analysis to manage customer complaints

Effective handling of customer complaints is obviously in the consumers’ interest, but analysis of the letters can also provide valuable information to the organization. Organizations can use customer complaints as a way of recording organizational information and tracking effectiveness of their consumer relationship management. In this paper, we argue that organizations should adopt the use of semantic network analysis as an efficient and effective means to track complaints ‐ and what customers are complaining about ‐ over time. We present an example of the use of semantic network analysis with the complete texts of all complaint letters sent to an organization during a one‐year period. The semantic network analysis of the text of the complaint letters identifies the central concerns of this customer group and suggests that the organization address these issues. Through the use of semantic network analysis, an organization can uncover trends and provide support for decision‐making regarding customer relationship management issues.

Customer service, complaints management and regulatory compliance

This paper examines the regulatory requirements for the management of customer complaints in financial services. It describes the outcomes of new research, which show that most financial services companies are some way from being able to meet these new regulatory requirements. It identifies the processes that must be followed to fulfil these requirements and outlines the type of system that is likely to be able to support meeting these requirements. Finally, it identifies that the probable reason for the neglect of this area is the heavy involvement of most financial services companies’ customer service functions in meeting the needs of the sales process (before, during and after the sale) rather than the more traditional role of customer service ‐ listening to customers and solving their problems.

The identification of inbound call center agents’ competencies that are related to callers’ repurchase intentions

Increasingly, inbound call centers are being employed to manage customer complaints and maintain customer loyalty. The purpose of this research is to identify the customer relationship management and oral communication competencies of inbound call center agents that have a significant influence on callers’ repurchase intentions. Previous research has typically obtained customers’ retrospective evaluations of their experience with customer service employees. Unfortunately, a caller's memory for specific agent behaviors is likely to fade with delay. As a result, retrospective ratings of behaviors are likely to be inferred from the caller's overall perceptions of the service experience. Therefore, an expert supervisor's on-line observational measures of agent competencies were used for the present study. Callers’ repurchase intentions were determined by a mail survey. Results showed that several specific agent competencies were related to callers’ repurchase intentions. For example, results showed that personalization of the call, the offer of additional services, an optimal rate of speech, and the absence of vocalized pauses were all significantly related to higher caller repurchase intentions. These results add to the literature on the effects of employee behaviors on customer loyalty and show that the behavior of inbound call center agents can have a significant influence on customers’ relationships with the firm.

Erratum

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb038865. When citing the article, please cite: WILLIAM WAGNER, (1972), “Managing customer complaints in distribution”, International Journal of Physical Distribution, Vol. 2 Iss: 3, pp. 126 - 131.

European legal developments in product safety and liability: The role of customer complaint management as a defensive marketing tool

In view of recent European legal developments, our purpose in this article is to position customer complaint management as an essential instrument for a defensive marketing strategy, specifically to prevent legal problems in the fields of product liability and product safety.