- Taschenbuch: 222 Seiten
- Verlag: Berrett-Koehler (Februar 1996)
- Sprache: Englisch
- ISBN-10: 1881052818
- ISBN-13: 978-1881052814
- Größe und/oder Gewicht: 15,2 x 1,7 x 22,8 cm
- Durchschnittliche Kundenbewertung: 14 Kundenrezensionen
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- Komplettes Inhaltsverzeichnis ansehen
A Complaint Is a Gift: Using Customer Feedback as a Strategic Tool (Englisch) Taschenbuch – Februar 1996
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This work demonstrates how companies can use complaints as a strategic tool to actually increase business. It offers a complete "Complaints Policy" that readers can implement in their companies and presents numerous real-life examples of good (and poor) complaint handling.
Über den Autor und weitere Mitwirkende
JANELLE BARLOW, PhD, knows a lot about feedback, having spent more than thirty years receiving critiques about her speeches and seminars to management groups, her writing, and even her management style. And that's not counting all the feedback she gets from her family. Her keen sense for diverse ideas and approaches to management was shaped in part by living in Asia for three years. Even today she spends a great deal of her time traveling the world, speaking to audiences on the topics of complaint handling and branded service. She works with clients to help them handle complaints, brand their service cultures, and create genuine organizational change. Janelle became president of TMI US in 1996. A member of the National Speakers Association, she has earned the designation of Certified Speaking Professional. She currently sits on the Council of the International Federation for Professional Speakers.... Her doctorate is from the University of California, Berkeley, where she studied both political science and education. She also has a master's degree in international relations from the University of Pittsburgh and a master's in psychology from Sonoma State University. -- Dieser Text bezieht sich auf eine andere Ausgabe: Taschenbuch.
The book is organized into three parts. The first one looks at the economic implications of complaints. Complaints are an opportunity to improve (the theory behind the gift paradigm), are cheap market research, present chances to win over customers, can establish a closer link to customers if we encourage them to complain, and are a great economic threat if we leave the enraged customer dissatisfied (as they tell everyone they can on television and the Internet). There are many useful examples and statistics to establish the size and importance of these economic connections.
Part II explains how to implement a complaint-as-a-gift program in an individual circumstance of dealing with an unhappy customer. The key barrier here is that front-line employees feel the pain of the personal attacks they receive, and fight back. I thought the best part of the book was in the explanations about how the psychology of these interactions works in most cases, and can be improved. The book has many scripts and examples of how to make this less painful for the front-line people while delighting the customer.
Part III looks at making a complaint-friendly enterprise, by implementing this concept as broadly and as deeply as possible in your organization. This requires making it easier to access your company (toll-free numbers and rapid replies to letters), having complaint-friendly policies, improving your culture to handle and enjoy complaints, extending the same approach to satisfying internal customers, and launching the changes in the right way as a permanent part of your way of doing business.
Reading this book made me uncomfortable in one area: What can be done to treat employees well who bear the burden of the complaints? It seemed to me that the processes described here still leave the customer well ahead of the employee in emotional terms. I don't believe we can expect companies to perform well if customers get great treatment which includes being able to verbally, emotionally, and perhaps physically abuse employees. My feeling is that customers need to understand what the limits of reasonable behaviors are in complaining. Those who behave better should get great treatment, and those who behave poorly should get the benefit of the doubt. But no one should have to put up with what they would not tolerate from a guest in their own home.
My proposal is that this system should be beefed up with marketing and promotional tools that encourage good behavior by the customers when they complain, and clear rules that customers and employees both understand about how much the employee is expected to take before protecting him- or herself.
After you read and apply the ideas in this book (which are certainly sound as far as they go in defining many aspects of the opportunity), think about where else you would benefit from hearing more complaints. If your spouse and children don't complain, is it possible that you are avoiding hearing complaints at the cost of having a poorer relationship with them that cannot bear much honest communication? Who would you like to receive more complaints from? How can you encourage those complaints?
Complaints handling is a very important, and often overlooked, aspect of creating service orientation and awareness. The lessons from this book can be used in any size of company.
I have personally used this book in my work as a consultant and my clients were as thrilled by this book (which I used as a gift) as I was.
If you want to survive in today's fast paced environment and retain existing customers (which is a lot easier than getting new ones) you really need to read this book.
CUSTOMER SERVICE? It depends on one guy over fifty. These are those arrogant, marginally-intelligent guys called CEOs, who play their games and don't care for much or many but themselves. They sit on the top of the corporate pyramid and if the guy is good (Hewlett-Packard), so is the Company. If the guy is arrogant so is the corporate Pyramid, i.e. PanAm (R.I.P), Braniff (R.I.P),KODAK (R.I.P. soon), Apple, Microsoft, INTEL. Remember the Andy "Pentium" Grove fiasco? Should a CEO like Steve Jobs insist on a well-functioning Customer Service Department, he'll read this book, hire people who care and - believe me - it is done. That's all what there is to it. Customer Service or HR. Clear?
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Now for the reality - this book is 200 pages of advertising for the authors' consulting firm - every correct example comes from their files.Lesen Sie weiter
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