Skill level: Basic
Complaint tracking is used to capture, monitor, and analyze customer complaints and other feedback in order to improve and maintain an organization’s quality of service delivery. Organizations should capture negative feedback (complaints) and positive feedback (praise) to incorporate a holistic data set of customer feedback into their service offerings.
- Incorporates the voice of the customer into the corrective action and process redesign
- Facilitates greater customer satisfaction and loyalty
- As feedback is incorporated into new processes, the percentage of complaints to transactions is reduced
How to Use
- Step 1. Understand the complaint resolution process and how customer feedback is captured.
- Step 2. Capture the customer feedback.
- Step 3. Develop categories for the feedback to assist with analysis.
- Step 4. Analyze the data for relevant trends, interpret the data, and develop action steps.
- Step 5. Prioritize the action steps based on benefit and cost/ease of implementation.
- Step 6. Communicate results to senior management and implement corrective actions and process redesigns. Use change management processes.
- Step 7. Assess the impact of the corrective action and continue monitoring customer feedback for additional opportunities to improve.
Change management process: A method to document, communicate, train staff on, and ensure deployment of changes to processes or procedures within an organization.
Complaint resolution: The process of resolving an individual complaint.
Customer feedback: Solicited or unsolicited spoken or written comments from a customer.
A financial services company deployed a new billing process that would allow customers to choose an automatic drafting of their bank accounts to pay their credit card bills. Customers could choose a billing date at the beginning of the month, the 15th of the month, or the end of the month.
The company noticed a spike in customer complaints in March. A review of the spike indicated that customers who chose to have their accounts drafted at the end of the month did not have payments drafted in February, resulting in late payment charges.
An investigation determined that “end of month” was coded for the 30th, the 31st, and the 29th. The programming had been performed during a leap year; therefore, the 29th of February was used instead of the 28th. A minor mistake was that no date had been set up to initiate a draft for the 28th of the month for February during non-leap years.
As a result of this root cause analysis, the company double-checked automatic billing to ensure this mistake was not present in other accounts. The company created a new procedure to eliminate “end of month” billing for all future service offerings and worked with customers to move account billing dates to the first of the month.
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