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1 – 10 of over 26000
Article
Publication date: 15 May 2023

Pedro G.C. Pio, Tiago Sigahi, Izabela Simon Rampasso, Eduardo Guilherme Satolo, Milena Pavan Serafim, Osvaldo L.G. Quelhas, Walter Leal Filho and Rosley Anholon

This paper compares traditional and digital banks in nine categories of complaints and provides insights to improve complaint management performance.

Abstract

Purpose

This paper compares traditional and digital banks in nine categories of complaints and provides insights to improve complaint management performance.

Design/methodology/approach

A sample of the major Brazilian banks was defined, with four traditional and four digital banks. The grey relational analysis (GRA) method was applied as an analytical tool to compare the most frequent complaints of traditional and digital banks. The most critical complaints identified were considered to discuss potential improvements in complaint management using quality and service management system concepts.

Findings

The GRA method enabled the development of a ranking of nine complaint categories, considering the uncertainty involved in the data and differentiating between traditional and digital banks. The most critical complaint categories, regardless of business model, were “unauthorized charges” and “poor service,” which were ranked first and second in the frequency rankings. Traditional and digital banks differed the most in the complaint category “unfair charge,” ranking third and eighth in the rankings, respectively.

Practical implications

Managers from traditional and digital banks can improve complaint management performance by applying ISO 9001 and ISO 20000 concepts such as incident, problem, change, service level, availability, capacity, information technology service continuity and financial management.

Social implications

The study's findings can help bank managers improve service levels in the face of technological competition. Improving these organizations is an important factor for developing countries such as Brazil.

Originality/value

This paper reveals the differences between two business models regarding complaint management. It also considers a methodological approach to include the uncertainty related to customers' perception and subjectivity inherent to complaints.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

Keywords

Case study
Publication date: 22 August 2023

Aleena Shuja, Malik Imtiaz Awan and Imran Saleem

The purpose of this study is to make students understand the logic behind and implications of the “Socio-Technical Imbrication Framework” that can help them understand the…

Abstract

Learning outcomes

The purpose of this study is to make students understand the logic behind and implications of the “Socio-Technical Imbrication Framework” that can help them understand the importance of aligning workforce motivation and capabilities with the modern technology deployed in the organization. Moreover, students will understand the essentiality and criticality of customer satisfaction for the organization.

Case overview/synopsis

The technical services operations team at Cotton Web Limited formerly relied on JS Node, e-coordination system, to address customer complaints. There were many bugs in that system as it did not carry along the complaint tracking protocol, was slow in response, fundamentally structured upon manual complaint record keeping that resulted in piling up un-resolved complaints for a longer period of time. The team under the leadership of Mr. Hasan Ali, a competent expert working as GM Research and Data Analytics, undertook detailed analysis of recurring glitches in this system and replaced it with a novel Web-based automated complaint management system at Cotton Web Limited. This entire diagnosis and intervention process took almost three months till completion. The case is written for use in courses in the curriculum of BBA, BBIS, BSIT and BSCS programs at undergraduate level. It is most suitable for the courses in leadership, change management, business process reengineering, soft engineering, team building and business communication.

Complexity academic level

The case is suitable for teaching at Undergraduate level to the students of BBIS, BBA, BSCS and BSIT students in the last year of their degree programs. Teaching faculty can use case-based methodology for student learning by putting them into a real-life situation faced by an organization and letting them think critically and identify following points for further discussion and clarity: individual or in groups; problem identification through discussion; the stakeholders involved in the company’s situation through presentation or one-pager presentation; case analysis with reaching best solution to prevailing issue at hand through group discussion; reaching a decision or solution with reasonable logic and justification through group discussions; and create further dilemma on the basis of questions unanswered within this case story.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Article
Publication date: 11 January 2008

J.F.J. Vos, G.B. Huitema and E. de Lange‐Ros

In the literature on complaint management the importance is acknowledged of learning from complaints. Still, the concept of organisational learning has not yet been embedded in…

4404

Abstract

Purpose

In the literature on complaint management the importance is acknowledged of learning from complaints. Still, the concept of organisational learning has not yet been embedded in the field of complaint management. Therefore, this paper aims to adjust a general model for organisational learning to the concept of complaint management in order to make it operational for this field.

Design/methodology/approach

The notion of organisational learning in combination with complaint management is modelled as a system. This system enabled us to analyse the practices of handling and analysing complaints within six Dutch service organisations and to assess the potential of these organisations for organisational learning.

Findings

The results of the paper categorise a variety of complaint management practices along two elements of organisational learning: triggers and modes of learning (i.e. informational learning or interactive learning).

Research limitations/implications

Further research should include the applicability of the learning model to different sectors or organisations.

Practical implications

This collection of practices can be used as a managerial guideline for improving the processes of learning from complaints.

Originality/value

This paper contributes to embedding the concept of organisational learning in the field of complaint management.

Details

The TQM Journal, vol. 20 no. 1
Type: Research Article
ISSN: 1754-2731

Keywords

Open Access
Article
Publication date: 2 August 2021

Parin Parikh and Christopher S. Dutt

A continuous issue which plagues all service businesses is the process of handling complaints. Whilst the topic has been relatively well explored, extant literature has failed to…

2400

Abstract

Purpose

A continuous issue which plagues all service businesses is the process of handling complaints. Whilst the topic has been relatively well explored, extant literature has failed to fully explore how staff demographics influence the methods in which they manage complaints.

Design/methodology/approach

A qualitative approach was adopted with semi-structured interviews. A purposeful sample was selected, inviting managers from hotels in Dubai to share their views on factors affecting the complaint management process, including the impact of staff demographics.

Findings

Staff demographics were found to have an impact on staff's approach to handle complaints. However, participants generally felt that, with sufficient experience, the impact of many of these influences would be negated.

Originality/value

Literature on complaint management has considered numerous mitigating factors affecting the complaint management process. The impact of staff demographics on how they receive and respond to complaints has not been thoroughly explored.

Details

International Hospitality Review, vol. 36 no. 2
Type: Research Article
ISSN: 2516-8142

Keywords

Article
Publication date: 6 August 2019

Noor Fareen Abdul Rahim, Essia Ries Ahmed, Mohammad Nizam Sarkawi, Abdul Rahman Jaaffar and Jauriyah Shamsuddin

The purpose of this paper is to examine the relationship between operational risk management and customer complaints. It also determines whether product complexity moderates the…

1537

Abstract

Purpose

The purpose of this paper is to examine the relationship between operational risk management and customer complaints. It also determines whether product complexity moderates the relationship between the operational risk management and customer complaints.

Design/methodology/approach

This study utilizes a quantitative method: quantitative data were collected using a questionnaire. The population of this study is 1,845 local conventional bank branches based in Malaysia.

Findings

The findings revealed that components of operational risk management, namely practice of hazard identification and formulation of implementation of risk control, have negative and significant relationships with customer complaints. Empirical evidence confirmed the moderating effects of product complexity on the relationship between operational risk management and customer complaints.

Originality/value

From the perspective of developing countries, the main contribution of this study is the elucidation of the effect of operational risk management on customer complaints in commercial banks in Malaysia. This study confirmed the usability of the resource-based view theory in the banking industry, as well as operational risk management as a bank resource.

Details

Benchmarking: An International Journal, vol. 26 no. 8
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 1 April 2004

Bernd Stauss and Andreas Schoeler

Despite the great impact of complaint handling on customer retention and the beneficial usage of complaint information for quality improvements, most companies have great…

5543

Abstract

Despite the great impact of complaint handling on customer retention and the beneficial usage of complaint information for quality improvements, most companies have great difficulty calculating the profitability of their complaint management. As a consequence of this knowledge deficit, complaint management is often not regarded as a profit centre but as a cost centre, which makes it a probable victim for cost reductions by cutting back its activities. Hence, there is a huge challenge to develop methods and to address this issue. This work contributes to this. It is shown how complaint management profitability (CMP) can be conceptualized and several types of benefits and costs are presented. On this basis several propositions about the current practice of CMP calculation are developed. To test these propositions a comprehensive empirical study was conducted among complaint managers of major German companies in the business‐to‐consumer market. The collected information shows that the assumed CMP knowledge deficit is even higher than expected. To reduce this deficit this article provides an approach to calculate CMP on basis of the repurchase benefit.

Details

Managing Service Quality: An International Journal, vol. 14 no. 2/3
Type: Research Article
ISSN: 0960-4529

Keywords

Book part
Publication date: 1 March 2022

Müjde Aksoy and Özer Yilmaz

IntroductionIn today’s intense competitive environment, businesses that want to have a sustainable competitive advantage must put the customer at the centre of all their

Abstract

IntroductionIn today’s intense competitive environment, businesses that want to have a sustainable competitive advantage must put the customer at the centre of all their activities and create customer loyalty by offering products and services that will provide customer satisfaction. One of the key elements of ensuring customer satisfaction is the effective handling of customer complaints, which is defined as the customers expressing their dissatisfaction with unmet expectations and unsatisfied needs verbally or in writing. The concept of a complaint as a response of customers’ dissatisfaction with the products and services they experience is an invaluable feedback mechanism for businesses to resolve issues relating to their products and services.

AimThe aim of this chapter is to emphasise the importance of the concept of complaint as an important part of customer relations management and an effective marketing tool for the tourism sector. As a service sub-sector, the simultaneous production and consumption of services in the tourism sector ensures customer satisfaction more than concrete products, due to their inseparable nature. For this reason, handling, evaluating and finalising customer complaints has an important function and value in providing the necessary information for tourism enterprises to become aware of their deficiencies and mistakes. Complaint management has started to play an even more critical role for the tourism industry in preventing customer losses due to dissatisfaction, especially considering the shrinkage in demand in the sector due to the COVID-19 pandemic.

MethodFirstly the concept of complaint and the importance of complaints for businesses were explained, customer complaint behaviour and the factors affecting this behaviour were examined in detail, the concept of online complaint was mentioned and the subject was evaluated in terms of tourism businesses.

ResultsWhile the effective management and resolution of complaints should be seen as a goal by every tourism business, it is vital that they understand customer complaint behaviours, the factors affecting this behaviour and how complaints should be managed in a way that will result in favour of the business.

ConclusionA complaint management process that enables customers to easily report their complaints to businesses and produces solutions as soon as possible will positively affect customer satisfaction. In this context, in order to reduce the negative effects on tourism enterprises, especially through the pandemic, business need to have clear and easy-to-access procedures, provide a quick response, show reliability and consistency in providing a solution, keeping the complainant informed of progress, have employees who can communicate with empathy and courtesy, have enough employees to deal with the situation, and adopt proactive approaches to prevent complaints rather than reducing the volume of complaints.

Originality/ValueThis research contributes to the literature in terms of complaining behaviour, examining the factors affecting this behaviour and emphasising the importance of the concept of complaints in the tourism sector. In addition, the research is important in terms of examining the contributions of an effective complaint management system in reducing the negative effects of the COVID-19 pandemic on the tourism sector, which is one of the sectors mostly affected on a global scale.

Details

Managing Risk and Decision Making in Times of Economic Distress, Part A
Type: Book
ISBN: 978-1-80117-427-5

Keywords

Article
Publication date: 1 December 2006

Susan Hughes and Stanislav Karapetrovic

The purpose of this paper is to provide an analysis of the ISO 10002: 2004 standard from the perspective of its context within the ISO 10001/2/3 triad of customer satisfaction…

3758

Abstract

Purpose

The purpose of this paper is to provide an analysis of the ISO 10002: 2004 standard from the perspective of its context within the ISO 10001/2/3 triad of customer satisfaction complaint system and ISO 9001 quality management system standards, its complaints handling content, and the standard's applicability in a public electrical utility.

Design/methodology/approach

A summary of the ISO 10001/2/3 standards is presented, followed by a more detailed analysis of ISO 10002: 2004 and its possible integration with ISO 9001: 2000. Subsequently, a demonstration of how ISO10002: 2004 compares to the case study electrical utility's complaints‐handling system is provided.

Findings

ISO 10001/2/3 can guide organisations in preventing customer dissatisfaction as well as in resolving complaints within and outside the organisations' borders. Results of the gap analysis between ISO 10002: 2004 and the electrical utility's complaints handling system showed major opportunities for improving the overall system, looking beyond merely addressing individual complaints.

Research limitations/implications

Only one organisation was studied and ISO 10002: 2004 was less than a month old at the time. Quality management researchers will see opportunities for further investigation into the application of ISO 10001/2/3 and how these standards can augment quality management systems, particularly those based upon ISO 9001: 2000.

Practical implications

The presented discussion on an internationally‐standardized complaint‐handling system gives practitioners in the energy and other industries an incentive to study and apply ISO 10002: 2004.

Originality/value

The paper is a pioneering effort in applying ISO 10002: 2004 to an actual organisation. Furthermore, the links shown between complaints handling and quality management will open up new avenues for research in the area of the integration of standardized management systems.

Details

International Journal of Quality & Reliability Management, vol. 23 no. 9
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 16 August 2011

Samiha Mjahed Hammami and Abdelfattah Triki

The objective of this paper is to highlight the importance of information technology in service recovery performance through the exploration of its influence on service recovery

1876

Abstract

Purpose

The objective of this paper is to highlight the importance of information technology in service recovery performance through the exploration of its influence on service recovery performance components and determinants.

Design/methodology/approach

A general inductive approach for analyzing qualitative data was adopted since the main research question of “How can information technology enable successful service recovery?” has not been examined in the complaint management literature. Data were collected through in‐depth interviews with key executives working in the Tunisian banking sector.

Findings

Drawing on the knowledge‐based view (KBV), the authors develop a general framework to understand the differences in service recovery performance (SRP). The research shows that various knowledge‐based resources such as customer orientation (CO), internal orientation (IO), and information technology (IT) complement one another to impact on SRP. Ignoring the complementarities of these resources in assessing SRP can seriously underestimate the impact of IT on the knowledge assets that are embedded in the firm recovery competency. This distinctive business competency is labelled knowledge enabled recovery effectiveness (KERE).

Research limitations/implications

Given the exploratory nature of this study, these preliminary results need quantitative research to refine theory and measurement of service recovery capabilities and for future validation of the proposed framework.

Practical implications

The findings provide important implications for the effective design and the automation of complaint management and for the intervening mechanisms that govern the IT business value.

Originality/value

The paper examines the issue of complaint management from a knowledge based view and calls for the need to consider specific customer relationship management (CRM) areas as a set of knowledge based activities.

Article
Publication date: 2 April 2020

Amparo Kuster-Boluda, Natalia Vila Vila and Ines Kuster

Complaint management is at the heart of customer relationship management. While many studies have analyzed a client’s complaint behavior in business-to-business (B2B…

Abstract

Purpose

Complaint management is at the heart of customer relationship management. While many studies have analyzed a client’s complaint behavior in business-to-business (B2B) relationships, there is a lack of research in the study of complaints by distributors from different countries. The purpose of this paper is to explain the following two main objectives: to analyze if the complaint management strategy of a manufacturer varies depending on the type of international distributor used (indirect exporters, direct exporters and commercial subsidiaries); and to analyze the potential effects of complaint management on the satisfaction and fidelity of distributors and the quantity of complaints that they put.

Design/methodology/approach

A stratified probabilistic sampling method was used, dividing the entire population of distributors of a leading Spanish manufacturer into three different groups. In total, 79 valid responses were obtained as follows: 24 per cent from indirect exporters (organizational commitment Grade 1), 68 per cent from direct exporters (organizational commitment Grade 2) and 8 per cent from commercial subsidiaries (organizational commitment Grade 3). Partial least squares were used to analyze the proposed relationships.

Findings

The results have confirmed that the procedure for resolving the complaint and its length (resolution time) depends on the seriousness of the complaint (the type of complaint). In turn, the resolution of the complaint influences the satisfaction of the vendor and the latter will influence its fidelity. Regarding the number of complaints, those distributors with the highest number of complaints satisfactorily resolved are those who remain loyal to the company. On the contrary, it is not possible to affirm that the type of distribution channel affects the types of complaints that are presented. Different kinds of distributors of the same manufacturer (indirect exporters, direct exporters and commercial subsidiaries) complain equally. In addition, those whose complaints take longer to resolve are not significantly less satisfied. Even more, low-satisfied distributors will present more complaints than the most satisfied ones.

Originality/value

First, this study investigates if different kinds of distributors with different international commitments (indirect exporting, direct exporting and commercial subsidiary) behave differently in terms of claims and complaints. Second, this paper analyzes the role of complaint management in international B2B relations to improve distributors' satisfaction and loyalty; but considering the join impact of three dimensions of a successful complaint management strategy that literature usually has examined separately as follows: what (the type of complaint), how it is resolved (management procedure) and when it is closed (duration).

Details

Journal of Business & Industrial Marketing, vol. 35 no. 11
Type: Research Article
ISSN: 0885-8624

Keywords

1 – 10 of over 26000