A Customer complaint management systemWritten by Jose Sanchez
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Other aspects of process were analyzed, such as where do customers call first to report a complaint, how do they find number to call, and how many calls did they have to make before complaint was resolved. Analysis of Complaint Data A complete analysis of complaint data for past four years was conducted. Starting at beginning of this process, a review was conducted of what information was being captured from interaction between complaint handler and customer. The review continued by investigating how complaint data itself was captured and logged into a complaint database.We also looked at what types of reports were generated from complaint data and frequency of distribution. We also analyzed claims data, searching for potential causes for claims and trend and frequency of claims. The data revealed certain tendencies that indicate that a new method for administration of claims would have positive effects. Recommendations Aa synthesis was developed of analysis, investigations, and review of activities associated with claims process in holding company. Based on this, several recommendations emerged which were customized to specific needs of each of subsidiaries. The recommendations included: establish a Centralized Center negotiate with regulatory agencies in various states so they can direct customers with complaints to Center establish stronger links with service recovery process and Center establish diagnostic activities to prevent future complaints implement prevention planning establish targets for complaint reductions The new system for administration and resolution of complaints has resulted in: more effective and timely resolution of customers' complaints focus on prevention and avoidance of recurring problems integration of different work units involved in claims process reduction of costs associated with handling of claims increased customer satisfaction
Managing Partner, Management Resources, Inc. VP Fortune 500
| | Quality consulting major consumer products companyWritten by Jose Sanchez
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A significant problem was inability of different business units to leverage each other to develop new market opportunities. These three pieces of information: Voice of Customer, Voice of Business and impact of critical business functions on achieving customer satisfaction, are critical considerations in further development of strategy for improvement initiatives. The company culture had always been dictated by engineers and systems people with a high educational level and professional pride. Their main problem was meeting project deadlines and providing a user friendly environment to their customers. The company began to shift its focus and placed as much importance on customer's need to be able to use technology easily, as on technical requirements. Customized Problem Solving Methodology Technical assistance was provided in development of a customized problem-solving methodology. This included tools and techniques used for identification and analysis of problems in a way that can best be assimilated by company employees. In addition to technical aspects, methodology also emphasizes logic flow, importance of "right" data, need for insightful analysis, role of human behavior, and criticality of proper follow-up. Employee Training Implementation of Problem Solving Methodology included training employees. Given their high educational level, it was critical to provide a concise, non-bureaucratic course, to gain employee's acceptance. The training included a case study and a curriculum that provided correct mix of group dynamics and technical training. The results were not only ability to analyze problems and develop solutions, but also an improved management competence to "sell" and obtain executive approval of their ideas.
Managing Partner, Management Resourecs, Inc.
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