Welcome & Encourage Complaints:-


Even in a Zero defections organizations that aims for 100 % service quality, failures occur. A critical component of a service recovery strategy is thus to welcome and encourage complaints. Complaints should be anticipated, encouraged, and tracked. The complaining customer should truly be viewed as a friend.

There are a number of ways to encourage and track complaints. Customer research can be designed specifically to do this through satisfaction surveys, critical incidents studies, and lost customer research.

Part of encouraging complaints also involves teaching customers how to complain. Sometimes they have no idea whom to speak to, what the process is, or what will be involved. It is best to make this process as simple as possible the last thing customers want when they are dissatisfied is to face a complex, difficult to access process for complaining.

One way that the complaining process has been simplified for customers is through technology. New technologies have resulted in easier access for customers to sales and service representatives. Toll-free call canters, e-mail, and pagers are all used to facilitate, encourage, and track complaints, Software application in a number of companies also allow complaints to be analysed, sorted, responded to, and tracked automatically.

British Airways, encourages, facilitated and tracks customer as a critical component of its effective service recovery process. It is apparent that British Airways is highly dependent on information technology to implement its strategy.

In some cases technology can anticipate problems and complains before they happen, allowing services employees to diagnose problems before the customer recognizes they exist. This is the case at companies such IBM and Caterpillar, where information systems are being implemented to anticipate equipment failures and send out an electronic alert to the local field technician with the nature of the problem as well as which parts and tools will be needed to make the repair.

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