Best Practices in Structuring & Managing Customer Complaint Resolution Groups

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Regardless of industry, one of the main goals all organizations have is to drive value for their customers.  In order for an organization to succeed in the marketplace, they must have an integrated approach to the customer. There are many touch points between a customer and an organization, including customer resolution and customer support programs. To ensure that their customer-facing initiatives functions remain effective, organizations must focus on customer relationship-marketing.

Recognizing that the customer is a linchpin for success, leaders are finding it critical to optimize their customer complaint groups. Some key findings that were identified from our benchmarking research included:

  • Customer Complaint’s Primary Goal: In capturing and analyzing customer feedback and complaint data, the vast majority of companies cite “Improving Customer Satisfaction” as a top-three goal. Interestingly, respondents working in Customer Service functions most often cited “Improving Customer Satisfaction” as a goal, while respondents working in the Supply Chain more often cited “Driving Continuous Improvement in Business Processes” as a primary objective.
  • Largest Source of Service Claims: Benchmark companies ranked late deliveries as the complaint category responsible for generating the largest number of service claims as compared to other claims types such as shipment errors, damages, and shortages.  Tracking and resolving Product Quality complaints also represents a key focus area for many complaint resolution groups.
  • Structuring: Companies that support a large number of product orders and manage hundreds or thousands of service claims per month tend to distribute complaint management across the organization, in hybrid and especially decentralized management models.  Companies employing a centralized complaint management structure managed an average of just 8,547 customer orders and 169 service claims each month.  In contrast, companies employing de-centralized complaint management structure managed an average of 64,605 customer orders and 1,725 service claims each month.

Customer complaint groups play a critical role in delivering enhanced customer service by resolving complaints and getting customer feedback. Despite this, these groups are supporting high volumes of customer orders and are finding it increasingly difficult to provide maximum customer satisfaction. Understanding the best practices in staffing and managing these customer complaint resolution groups can substantially help to increase overall success.

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