Inhaltsangabe:Introduction: The first chapter gives a introduction into the topic and explains how the whole work is structured before the key subjects in chapter two will be discussed. Okay Sir, I will put you through to someone else . Does this sound familiar? Trying to switch to a different contract with a cell phone operator, but nobody seems to be qualified to handle a request. Dissatisfaction arises and the customer would like to report his problem. On the one hand the customer experiences a breakdown in service and on the other hand a second disappointment may follow if a service provider fails to handle the grievance after it is stated. The question arises as to why complaint handling is important nowadays. Complaint handling is not as selfless an act by a company as it may seem. A complaint is the cheapest, most honest and most qualitative form of management consulting there is, according to market research into sales force by Pawlik Sales Consultants AG. Companies should not be afraid to face feedback and complaints. According to the Treasury Board of Canada: Research suggests that relatively few dissatisfied clients bother to complain. As a result, every complaint received may provide a window into a much larger pool of dissatisfaction. By dealing with the causes of complaints, the organization can further reduce both the number of complaints and dissatisfaction with its program delivery or service. Complaint management is a tool to prevent the migration of customers to competitors, and more and more companies understand that simply recruiting new customers is not sufficient. As a consequence, intensification of defensive marketing, in contrast to offensive marketing actions, becomes more interesting to a company. The aim of defensive marketing should be the development of long-lasting customer relations. For example, Volvo/Saab, the Swedish automobile manufacturer, estimates that the cost of generating new customers is three times the cost of retaining an existing customer. Satisfactory complaint management can create satisfied customers. The key figure mediating between a company and a customer with a complaint is, of course, the employee of the service organization. The role and performance of the employee will determine the success of a complaint handling process and the adequate service recovery. In order to be able to fulfil this goal, employees need to undergo training. Furthermore the management needs to develop a corporate [...]

Relationship Marketing provides a comprehensive overview of the fundamentals and important recent developments in this fast-growing field. "This book makes a landmark contribution in assembling some of the best contemporary thinking about relationship marketing illustrated with concrete descriptions of companies in the automobile industry, consumer electronics, public utilities and so on, which are implementing relationship marketing. I highly recommend this to all companies who want to see what their future success will require." PROF. PHILIP KOTLER, NORTHWESTERN UNIVERSITY, ILLINOIS

This practice- and research-based book caters to the needs of executive managers who see customer satisfaction as their primary goal. The authors identify the need for an effective complaint management strategy that prevents the loss of dissatisfied customers. Dissatisfied customers are at risk of migrating; accordingly, neglecting professional complaint management poses a considerable threat to customer relationships, sales and profits. The book offers a comprehensive management concept, which emphasizes direct contact with the complainant by employing complaint stimulation, acceptance, processing and reaction. Further, it discusses the relevant ‘backstage’ tasks involved in using complaint information to achieve quality improvements and cost reductions through complaint analysis, controlling and reporting.

Diploma Thesis from the year 2010 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,7, University of Augsburg, language: English, abstract: The aim of this paper is to illustrate common situations within the context of complaint management and to provide solution concepts with focus on management decisions and actions. Therefore, we refer to a dynamic approach by applying so-called patterns, using System Dynamic (SD) in order to provide managers with a better understanding for common situations. Our target is to demonstrate how to build up an understanding for long-term or side effects that yet do not experience the necessary attention. In this case, we describe the situation itself, explain how responsible managers usually react (and why) and identify corresponding patterns. The reason why we decided to use patterns for this special purpose are the advantages that come along with their application. One the one hand, patterns enable us to identify existing mental models and decision structures. Thus, this knowledge makes it possible to develop actions that can be used to fasten and improve decision-making. On the other hand, we are able to analyze risks and failure options. This helps us to devise actions that ensure the sustainability of decisions. Looking at the decisions complaint managers have to make everyday it seems obvious that we need to find a way that shows us how to improve decision-making. Considering the bounded rationality of humans, the target is to show ways that consider not only first thoughts but also the side or long-term effects of actions. By this, there is a certain focus on effects people are kind of “unable” to think of at once, such as multiple feedback loops. The approach illustrated in this paper is completely new. Though the design of complaint management has been topic of several research actions and focus of papers, nobody applied dynamic patterns particularly to this context until now. Current and past research often focused on what went wrong and how you could improve, but that kind of approach does not meet the needs of managers who want to know and understand why the decision they made eventually turned out to fail. The application of known patterns shall help to build a comprehensive understanding for the decision-making in the context of complaint management.

Bringing together contributions from leading writers in the field of service marketing and management, this book represents a much-needed source of current research and conceptual development in internal marketing. Key themes and issues explored include:* the social model of marketing* the human resource management perspective* marketing and servic

This book investigates customer perceptions and expectations of complaint channels. In addition to the conventional channels, the adequacy of online social networks as new complaint channel is analysed. The managerial recommendations to improve customer satisfaction are based on a survey and reveal critical determinants of customer channel choice and their expectation and perception of each complaint channel.