A study carried out among Danish and Swedish consumers of products and services. Reykjavik

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1 A study carried out among Danish and Swedish consumers of products and services Reykjavik

2 Why care about complaint handling and complaint management? The survey quantitative and qualitative Presentation of findings Implications for business Business cases from the Danish market Bilka (major discount department store chain) Jyske Bank 2

3 Why even bother? Dissatisfied customers are trouble-makers Nothing is ever good enough, no matter how hard we try It is only a very small part of our customers who become dissatisfied In general, our products/services are good enough 3

4 Effect on loyalty Customer loyalty Critical incident leading to complaint Result of effective complaint handling: Permanently increased customer loyalty Customer loyalty before critical incident Result of ineffective complaint handling: Permanently reduced customer loyalty Time 4

5 Focus on complaint management Less expensive to keep an existing customer than to capture a new one.. 80% of all complaining customers will return if complaint handling is fair and effective Word-of-mouth (Richins, 1983) A dissatisfied customer tells > 10 friends, family members about the episode User-based innovation 5

6 Necessity for complaint stimulation: The iceberg phenomenon Only about 15% of all dissatisfied customers complain About 85% of all dissatisfied customers do not complain 6

7 The dynamics of satisfaction / dissatisfaction Performance/ expected performance Customer s expected performance Company s actual performance increasing customer fluctuation ( The customer satisfaction trap, Homburg 2007) Time 7

8 Problems of ex-post satisfaction analysis Have already changed supplier... bias The recollection of emotions... bias 8

9 Lack of Complaint Management Psychological barriers Employees conceal complaints Employees drive complaining customers away No physical access for dissatisfied customers... 9

10 Study commisioned by Forbrugerstyrelsen (The Danish Consumer Agency) on behalf of the Nordic Council of Ministers Datacollection by Zapera (Nordic Panel) and Alsted Research (qualitative consumer interviews), and the authors One objective was to identify best-cases within companies complaint handling Report can be found online at www. norden.org 10

11 Objectives: When do consumers complain when dissatisfaction arises What are the range of experiences that consumers have dealing with companies complaint handling systems How do consumers view complaint handling What is important for consumers in a complaint handling situation What are the effects of complaint handling on Attitude toward the company Propensity to talk about company, post-experience (WOM) Customer retention, loyalty 11

12 Survey - II Samples of consumers (DK and SWE) Products and services Online survey Invitation to participate to 10,000+ consumers 2,968 interviews in DK, 2,733 in SWE Final sample in target group: Interviews Denmark Sweden Products Services

13 Is there such a thing as a typical dissatisfied customer? Short answer: No! Comparing the target group with the general population did not result in major, significant differences (a small bias towards younger age groups) 56 % had experienced dissatisfaction with products 32 % had experienced dissatisfaction with services Only 25,8 % had not experienced dissatisfaction 13

14 Reasons for consumer dissatisfaction Products: Product failure (50 %) Bad quality (37 %) False advertising (17 %) Services: The service did not live up to agreement (42 %) Long waiting time for rectifying problems (22 %) Bad servicing (at purchase or afterwards) (21 %) Delays in delivery (19 %) 14

15 Dissatisfied - how often? Hvor ofte oplever forbrugeren utilfredshed Produkter DK Serviceydelser DK Produkter SE Serviceydelser SE gang de seneste 2 år 1 gang om året 2-3 gange om året 4-6 gange om året 1-3 gange om måneden 1 eller flere gange om ugen Potential problems with ex-post measuring 15

16 Consumer reactions to dissatisfaction 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Jeg klager aldrig Jeg klager sjældent (10-25% af gangene) Klagehyppighed Jeg klager ca. hver 3. gang (25-40% af gangene) Jeg klager ca. halvdelen af gangene (40-60% af gangene) Jeg klager oftest (60-90% af gangene) Produkter DK Serviceydelser DK Produkter SE Serviceydelser SE Jeg klager altid Most consumers rarely complain About 1/3 complains whenever they experience dissatisfaction 16

17 Other reactions to dissatisfaction Products: Warn others (product or company) (ca. 20 %) Looking for alternatives (ca. 22 %) Services: Warn others (service or company) (ca. 33 %) Looking for alternatives (ca. 30 %) Building on previous dissatisfaction (16 %) Consumers rationalising their dissatisfaction (ca. 12 %) 17

18 Why consumers don t t complain Products: Product of marginal value (40 %) I did not expect to get anything out of complaining (37 %) Didn t want the bother (time and money) (30 %) Services: I did not expect to get anything out of complaining (50 %) Too timeconsuming (27 %) Service of marginal value (27 %) Danish consumer pointed to the mental aspect of complaining as a reason for complain avoidance 18

19 Elements of the complaint handling process Access: Danmark og Sverige Produktmarkeder Serviceydelser Via telefon 28,1% 53,7% Via gratistelefonnummer 1,1% 3,4% Via brev 5,9% 12,9% Personligt til frontpersonale (sælger, salgspersonale) 53,4% 22,2% Personligt til ledende personale 9,0% 8,8% I klagebrevkasse 0,6% 0,7% Via 20,1% 27,9% Via virksomhedens/leverandørens internetside 3,4% 6,0% Anden måde 1,2% 1,4% Number of people involved: Hvor mange personer havde du kontakt med i klagebehandlingsforløbet? Personligt til frontpersonale (sælger, salgspersonale) Personligt til ledende personale Ingen 2,7% 0,7% 1 person 55,2% 29,8% 2 personer 28,6% 39,7% 3 eller flere personer 12,7% 29,1% Ved ikke 0,8% 0,7% Total 100% 100% 19

20 Effects of complaint handling Utilfredshed efter klagebehandling Products % Danmark Sverige 0 Meget mere utilfreds Noget mere utilfreds Lige så utilfreds Noget mindre utilfreds Meget mindre utilfreds Ved ikke Services % Meget mere utilfreds Utilfredshed efter klagebehandling Noget mere utilfreds Ligeså utilfreds Noget mindre utilfreds Meget mindre utilfreds Ved ikke Danmark Sverige 20

21 Welcoming complaining customers Produktmarkeder Hvor ofte vælger du at klage (skriftligt eller mundtligt) til virksomheden når der opstår utilfredshed med et produkt du har købt? (N=1.678) Virksomhederne mener at klagende kunder er besværlige og tidskrævende Disagree Agree Disagree Agree A B C D Virksomhederne mener at klagende kunder er en hjælp for virksomheden der formidler vigtig information Statistisk sign. * forskelle Jag klager aldrig 6,1% 4,1% 4,6% 6,4% Jag klager sjældent (10 25 % af A>B 40,5% 32,7% 35,6% 41,3% gangene) C<D Jag klager omkring var tredje gang (25 40 % af gangene) 11,4% 9,2% 10,9% 10,7% Jag klager omkring halvdelen af gangene (40 60 % av gangene) 13,6% 9,2% 11,2% 13,6% A>B Jag klager oftest (60 90 % av A<B 18,6% 32,2% 25,2% 19,3% gangene) C>D Jag klager altid 9,8% 12,6% 12,4% 8,7% C>D 21

22 What is important when the consumer complains Percentage of respondents stating To a large extent or To a very large extent important Products Denmark Products Sweden Services Denmark Services Sweden That personel talks to you in a friendly, understanding and forthcoming tone during complaining and complaint handling 90,2 92,7 92,1 89,8 That complaint handling is quick 85,1 89,1 85,4 86,8 That you should only be in contact with few people during the course of the complaint handling process 82,2 77,7 84,1 78,4 That the company seems interested in knowing about your dissatisfaction 81,2 88,5 86,3 88,0 That the company tries to use the complaint to better the quality of products or services 80,5 88,0 86,6 90,9 That I am kept informed of the complaint handling process 72,9 74,6 76,1 82,0 That I am being compensated for my trouble 53,5 76,5 56,1 73,1 22

23 What is important when the consumer complains Products Services Importance Danmark Sverige Danmark Sverige That I am getting some sort of compensation A B C D Not important 5,3% 2,5% 4,0% 1,9% To a less degree important To some degree important To a large degree important To a very large degree important 26,9% 10,1% 26,9% 10,2% Sign.* diff. A>B C>D A>B A>B 31,7% 25,4% 30,2% 29,4% A>B 21,3% 27,7% 20,6% 28,0% 14,7% 34,3% 18,4% 30,5% Total 100% 100% 100% 100% That I am being met and spoken to politely by the company Not important 0,3% 0,1% -- 0,4% To a less degree important 1,3% 1,0% 1,2% 0,5% To some degree important To a large degree important To a very large degree important A<B C<D A<B C<D 6,3% 4,0% 6,5% 5,5% A>B 31,0% 24,2% 33,4% 27,3% 61,2% 70,6% 58,9% 66,3% Total 100% 100% 100% 100% A>B C>D A<B C<D That the company use my complaint to avoid the same thing happening in the future Not important 0,3% 0,3% 0,1% 0,3% To a less degree important 3,9% 1,5% 1,1% 0,8% A>B To some degree important To a large degree important To a very large degree important 15,8% 6,7% 11,4% 8,2% A>B C>D 31,4% 32,3% 34,7% 28,9% C>D 48,7% 59,2% 52,8% 61,8% Total 100% 100% 100% 100% A<B C<D 23

24 Modeling In order to assess the relative importance, for the consumer, of each of the elements in the complaint handling process, a series of multinomial logistic regression models were applied to the data Respondents were asked to recall the situation in which they had experienced the greatest amount of dissatisfaction Variables included were Demographics (age, gender, country, ethnicity, income, children) Consumer behavioural (complaint behaviour) Situational (in the complaint situation) 24

25 Effects on loyalty The key element in explaining customer retention (based on responses) are Companies tone towards the complaining customer The more positive the company meets the customer in the complaint handling process, the higher probability of customer retention But also general satisfaction with the company, after complaint handling, is of importance Included in this are elements such as compensation, efficiency, and competence 25

26 Emotional reactions: Avoid Anger The study suggests, that Anger is the most dangerous of emotional reactions, in terms of Experience salience Propensity to warn others about the experience, the product, the company Finding alternative products/services Anger occurs, when consumers feel cheated, when they experience poor service or guidance, or when complaint handling processes take too long time. The consumer is not being treated with respect by the company, but rather being treated as an inconvenience. 26

27 Qualitative follow-up A number of respondents were invited to participate in three focus group sessions (2 in Denmark, 1 in Sweden) We wanted to qualify: The timing of experiences in the complaint handling process Further insight into the range of emotional reactions Shed light on the possibilities for companies to salvage situations that have gone bad 27

28 Support from the qualitative study Invitation Kontakt/Interaktion Følelse Resultat Effekt af klageforløb Anledning Følelse Opfordring til klage Let adgang til klagekanaler Accept/forhandling Erstatning/kompensation (Ny vare, prisafslag) Saglig forklaring på fx. manglende kompensation Tilfredshed Tryghed Glæde Undgår videreførelse af klage Opretholdelse af status quo Mere positiv end før klageoplevelsen Fastholdelse af kunde Fejl i produkt Svigt i leverancer Gentagelse eller høj pris Ærgrelse Skuffelse Irritation Vrede Svær adgang til klagekanaler Skubber kunder til situation hvor de ikke føler sig tilpas Fortrængning ell. indkapsling af negativitet Manglende forståelse Manglende kompetence Manglende forståelse for kundens behov Mistænkeliggørelse Hidsighed Hævn Vrede Magtesløshed Resignation Udvikling af principielle holdninger, der driver klageprocessen videre Ønsket om retfærdighed Kampen mod bureaukratiet Positivt forløb Negativt forløb Dårligt indtryk af virksomheden Negativ wordof mouth Mere negativ end før klageoplevelsen Vil aldrig handle der mere 28

29 Business cases A number of companies were approached Only very few were interested in participating Two selected case studies: Bilka (large discount department store chain) Jyske Bank 29

30 Bilka the system behind Interesting because: Size a large amount of customers The systemic approach to complaint handling and complaint management Innovation on the basis of customer complaints Key issues: Person skills of employees Backed-up by systems better information Be able to make decisions on your own Know who to talk to if necessary Avoid escalation (anger) defuse situations 30

31 Jyske Bank - branding Interesting because: Use complaint handling as part of a rebranding of the company Invite dissatisfied customers to complain Red, yellow, green cards to your personal banking advisor Making time available for employees to handle and act on complaints In actual fact, the concept has not been that succesful, but this could also be explained by a number of other elements in the re-branding concept (the bank as a store/café) 31

32 Summing up Our study shows, that there is great potential for improvement (in both sectors, but certainly among service providers) Dissatisfied customers are not as uncommon as you might think Competent, professional, knowledgeable (i.e. efficient) complaint handling is truly valued (if not expected) by consumers In conclusion there is huge potential for creating a valuable competitive edge if focus is put on this area of customer services 32

33 How to get there Developing support systems Being able to inform customers in the process Getting (finding!) the right people to handle it Knowledgeable, competent, people skills Develop a positive attitude towards complaints Project a positive attitude towards the customer Acceptance within the organization View complaints in the light of innovation, both within product and service markets 33

34 Thank you! 34

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