Complaint Management defensiv strategy

Transkript

1 Complaint Management defensiv strategy Vi har ret få utilfredse kunder (færre end andre)! Klagere er forstyrrende irritations-elementer i dagligdagen De er kværulanter (der har haft en dårlig dag), folk som vil snyde sig til kompensation, eller folk som ikke har forstået leveringsvilkår mv. Klagere skaber sladder som kan resultere i mistede kunder (en utilfreds kunde sladrer til gns. 10 venner eller familiemedlemmer om episoden, Richins, 1983) Derfor kan tilgodeses engang imellem, men det handler om at undgå dem!

2 Behovet for at stimulere klager: Isbjerg fænomenet Kun omkring 15% af alle utilfredse kunder klager Omkring 85% af alle utilfredse kunder klager ikke

3 Hvorfor undlader nogle forbrugere at klage? Tid og mentale omkostninger Magt-relation (kunder virksomhed) Dårlig klageadgang Kunder mangler kompetencer Forventer ikke gode resultater Personlige faktorer

4 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

5 Problemer med ex-post tilfredshedsanalyser Kunde har allerede skiftet leverandør... bias Erindring af følelser... bias

6 Hvordan man definerer klage!? Skriftlig klage sendt direkte til hovedkvarteret?!...

7 Internationale resultater Halvdelen af alle kunder er utilfredse med virksomhedernes klagehåndtering! (e.g. Estelami 2000; Gariner 2003) Virksomhederne har ikke meget viden om, hvordan de skal håndtere fejl (Tax, Brown and Chandrashekaran, 1998) Mange virksomheder tror ikke at de har mange utilfredse kunder

8 Mangel på complaint management Psykologiske barrierer Ansatte gemmer klager væk Ansatte driver klagende Slide 2 kunder væk Ingen fysisk adgang for utilfredse kunder...

9 Offensiv tilgang til CM -Billigere at fastholde eksisterende kunder, end at fange nye (80% af klagende kunder vil fortsætte som kunder hvis klagehåndtering er fair og effektiv) - effektiv klagehåndtering siges endda at kunne styrke kundeloyalitet... -Anvende klager som kunde/bruger-baseret innovation

10 Managing complaints to get more 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

11 Klagehåndtering procedural retfærdighed Interaktion (invitation, proces, ex post) Kompensation Klagebaserede forbedringer (innov.)

12 Interaction Invitee kunder til at klage Få dem til at give udtryk for utilfredshed En klagedisk (diskret) Vis interesse i brochurer Vis resultatet af tidligere klagebehandlinger (og forbedringer) Attitude = vi er interesseret i klager! - Vær informativ og effektiv under klagebehandling Ansigts-udtryk, gestikulationer (kropssprog), formuleringer (retorik) Eksisterende information Hurtig beslutningstagning Få mennesker involveret Følg op efter afsluttet klagebehandling Forklar resultat Forklar hvordan denne klage/gave får betydning i fremtiden

13 Complaint Management System Top-Management commitment Allokering af ressourcer (investeringer) Mål, politikker og procedurer Data, analyse og kontrol Klageorienteret kultur Uddannelse og kompetencer (HR)

14 HOW OFTEN ARE CONSUMERS DISSATISFIED 75% of all consumers (18-69 y.o.) experience dissatisfaction with purchases on average 2-3 times a year - younger generations are more frequently dissatisfied than the older generation (50-69 y.o.) - especially dissatisfaction with electrical products, and telephone or internet services

15 How they react to dissatisfaction? On average 1-2 complaints a year - verbal or written 2 large groups: Those who almost never complain (45%) and those who almost always complain (30-40%) Those, who change supplier (in worst case 48%) Those, who always tell friends and family (tell tales) (22-35%)

16 Why don t some customers complaint They do not like to complain (mentally) It is time-consuming to complain Consumers do not believe that anything positive will happen if they complain Consumers expect firms to have negative attitudes towards complaints

17 How is complaint handling experienced by consumers in Denmark and Sweden? 20% of consumers felt, that the firm was downright impolite and disrespectful last time they filed a complaint Less than 50% felt, that the firm was co-operative last time they filed a complaint (only 33% of consumers in service markets) Ca. 50% of consumers believe, that firms in general regard complaining consumers as a time-consuming and inconvenient problem

18 What would make consumers complain? Appropriate interaction Verbal, written Attitude (gestures..) Companies attitude towards complainers is positive and respectful Complaints are regarded as user-based innovation (e.g. product development) Companies signal that they know how important complaints are Companies compensate for loss and inconvenience

19 How are complaint handling in Denmark and Sweden? Only 18-31% believe that firms regard complaints as a help 70% do not feel they get sufficient information about the complaint handling process Often negative emotional reactions are a result of bad complaint handling more than a result of the original dissatisfaction (negative emotional enforcement during the complaint handling) No best case could be identified!...

20 Sweden versus Denmark Swedes are less willing to complaint than Danes More Danes than Swedes will change supplier, following bad complaint handling Complaint handling is better in Sweden than in Denmark

21 Products vs. Services 80% of all complaints are compensated Only 40% are compensated in service markets Consumers feel, that they are undercompensated in service markets 60% feel, that they are satisfied with compensation in product markets In service markets, the use of telling tales is highest

22 What is good complaint handling? Interaction is most important!! The attitude of the firm is important: the more the firm is interested in using complaints to innovate, the better and this should be signalled to the customers! Relevant compensation is less important but is prior to satisfaction The fewer people that are involved in the process, the better The speed of the complaint handling process

23 Results of good complaint handling Higher degree of customer loyalty than before getting dissatisfied!