All companies, even the most successful, have unhappy customers. It is a reality. With the advent of social networks, many consumers use
This scenario contrasts with the reality that characterises the work of many companies: a considerable number of complaints - which in most cases is the basis of recurring problems - it happens to delay a response that, in turn, can lead to the loss of customers and also the frustration and demotivation of the team responsible for this process. In parallel to the response process for each complaint, the strategy must go through "stopping" the problem at its source.
It is crucial, therefore, that an identification of the top claims is made, namely, the problems that recurrently motivate more complaints. After this, it makes sense to convene multidisciplinary teams to proceed with the analysis of the problem which is the basis of the claim. Once the root causes are found, study proposed solutions, implement them and standardise new practices to be properly assimilated within the
Subsequently, to address complaints that remain - as well as all new to arise in the meantime -, set a standard array of responses and follow-up and act accordingly. The adoption of this approach will allow a timely and conclusive answer to the customer. Leave them more satisfied. This will preserve the good image of the