Complaint Management - a Short Overview
BoD – Books on Demand, 2013 - 28 pages
Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: A-, University of applied sciences, Munich (FOM), course: International Marketing, 21 entries in the bibliography, language: English, abstract: 1 Introduction 1.1 Executive Summary In the past years the stress of competition towards companies is growing. In addition, companies can hardly grow or make profit in the long run due to stagnant or shrinking markets and increasing internationalisation. Continuous improvement or enhancements of production technology and the products themselves lead to the fact that products are even more substituted. Thus, it is not sufficient to sell only good products but the service is coming more to the fore from customer's point of view. This change in general conditions leads to a focusing on customer orientation. While the acquisition of new customers was formerly relevant, today's instruments regarding the customer retention gain more importance. Companies recognized that satisfied customers considerably contribute to corporate success. Empirical studies showed that it is five times more expensive to acquire a new customer and considerably cost extensive to recover a lost customer than binding existing customers.1 Dissatisfied customers change to competition or harm the company via negative word-ofmouth propaganda. Permanent customer relations in comparison do have a profit- as well as cost-advantage. Customer retention leads to more profit due to the buying frequency, crossselling- effects and cost savings in consequence of saved acquisition costs and efficiency advantages. Further chances result from the decreasing price sensitivity of the customer. Beside of the direct profit impacts of customer retention, indirect impacts on further customer relations occur, e.g. recommendations of satisfied customers. The corporate objective should be the focusing on customer retention and thus to improve the corporate compet
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Table of contents
Complaint management as an instrument for customer retention
acceptance and processing after-sales assignment Avoidance of migration Avoidance of mouth behaviour Beschwerdemanagement Beschwerden Bruhn Cancellation management co-workers communication complaint acceptance complaint channels complaint management process complaint satisfaction Complaint stimulation Complaint consumer acceptance corporate Customer acquisition customer dissatisfaction customer management customer orientation customer relationship management customer retention Direct complaint management Discovering market chances dissatisfied customers Essen failure costs focusing on customer Following illustration improvement Increasing the consumer Indirect complaint process intangible assets internationalisation Kundenbeziehungen Kundenzufriedenheit managed complaint management Market related objectives material damage Reaction Mierzwa mouth to mouth München negative objectives Market related Objectives of complaint outer distant signals Pepels positive mouth Prevention of dissatisfaction problem process Indirect complaint psychological Quality management reaction Complaint analysis reaction form Realisierung der Vorschläge recovering customer satisfaction regarding relevance Repurchase ratio satisfaction and customer Schneider secondary research Seidel service Customer sollten Stauss Stimulating of positive Supplier today’s Töpfer Vorschlägen Wimmer