TY  - BOOK
AU  - Malte Kempen
PY  - 2009
CY  - Hamburg, Deutschland
PB  - Diplom.de
SN  - 9783836624404
TI  - Complaint Management and Internal Marketing
T2  - The role and importance of Internal Marketing in Complaint Management Processes
DO  - 10.3239/9783836624404
UR  - https://m.diplom.de/document/226447
N2  - 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 […]
KW  - beschwerdemanagement, complaint, management, internal, marketing, kundenzufriedenheit
LA  - Englisch
ER  -