An analytical study of complaining attitudes: With reference to the banking sector

Siddiqui, Masood H.; Tripathi, Shalini Nath

doi:10.1057/jt.2010.2

Cited by 13 publications

(11 citation statements)

References 32 publications

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“…customer protection agencies or lawyers. In support of this categorisation, Siddiqui and Tripathi's (2010) contemporary research in the banking sector reveals similar findings.…”

Section: Fundamentals Of Customer Satisfaction With Complaint Handlingsupporting

confidence: 62%

Moving Towards Successful Complaint Management

Garding¹,

Bruns²

2015

SpringerBriefs in Business

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This chapter analyses the impact of customer complaint behaviour and classifies potential types of behaviour after a dissatisfying incident. Besides the opportunity of contacting a company directly, three alternative options are discussed which can be utilised by customers to vent their frustration. Thereafter, four different traditional complaint channels are introduced. This part is followed by a definition of social networks as a potentially emerging complaint channel. The remaining part of this chapter emphasizes the importance of complaint channels and describes three scientific theories which are important for customer satisfaction analysis: justice theory, behaviour theory and attribution theory. Each theory is described in detail and linked to the context of the study.Keywords Attribution theory Á Behaviour theory Á Communication channels Á Customer complaint behaviour Á Customer dissatisfaction Á Customer satisfaction Á Justice theory Á Online social networks This chapter begins with a system of customer complaint behaviour and highlights potential customer choices once a product or service failure has occurred (Sect. 2.1). A typology of existing communication channels for contacting companies is provided (Sect. 2.2) and extended by incorporating social networks into existing models (Sect. 2.3). After this, fundamental aspects of the underlying scientific theories are discussed (Sect. 2.4). Impact of Customer Complaint BehaviourCustomer Complaint Behaviour (CCB) has several antecedents, characteristics, and implications. To provide a consistent basis for this study, the term customer complaint behaviour can be defined as "a customer's protest to a firm with the goal of obtaining an exchange, a refund or an apology" (Larivet and Brouard 2010). However, researchers have shown that a certain dissatisfaction threshold needs to be crossed in order for customers to take action (Rust and Chung 2006). Thus, not

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“…customer protection agencies or lawyers. In support of this categorisation, Siddiqui and Tripathi's (2010) contemporary research in the banking sector reveals similar findings.…”

Section: Fundamentals Of Customer Satisfaction With Complaint Handlingsupporting

confidence: 62%

Moving Towards Successful Complaint Management

Garding¹,

Bruns²

2015

SpringerBriefs in Business

View full text Add to dashboard Cite

show abstract

“…For instance, Siddiqui and Tripathi (2010) found four segments of customers in terms of their complaining attitude in the context of the Indian banking sector: non-complainers, switchers, prompt complainers and positive thinkers. Non-complainers tend not to complain because they do not know where and how to complain.…”

Section: How Much Personal Time and Effort Are Customers Willing To Imentioning

confidence: 99%

“…Following the segmentation created by Siddiqui and Tripathi (2010), first respondents were classified into non-complainers and complainers.…”

Section: Typology Of Customers On the Basis Of Their Complaining Behamentioning

confidence: 99%

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Australian Retail Banking Customers’ Perceptions of Time in A Service Recovery Process

Valenzuela

Cooksey

2014

CMR

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Results of past studies related to the role of time in service recovery processes have not been conclusive. The present study seeks to address this gap in the literature. In particular, the investigation is aimed at understanding how much time customers expect banks to take in solving their complaints, as well as how much personal time and effort customers are willing to invest during the process of addressing a complaint. To address these objectives, 25 in-depth interviews were conducted with Australian retail banking customers. Results demonstrated that a majority of customers expected banks to resolve their complaints within 24 hours, and that the amount of personal time and effort they were willing to invest in the process of complaining was dependent on the magnitude of the service failure. The investigation also identified four distinct groups of customers in relation to the personal time and effort they were willing to invest in the complaint process: non-complainers, convenience-oriented solution seekers, control seekers and desperate solution seekers.

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“…Secondly, customers perceived that companies have a negative attitude towards complaint resolution (Lau & Ng, 2001). Siddiqui & Tripathi (2010) found four types of customers in terms of their complaining attitude in the context of the Indian banking sector: non-complainers, switchers, prompt complainers and positive thinkers, and the majority of the customers (61%) belonged to the noncomplaining group. They further found that many of the customers of the noncomplaining group do not know where and how to complain.…”

Section: Factors Affecting Consumers' Intention To Complainmentioning

confidence: 99%

Service Recovery in The Australian Banking Industry

Valenzuela

Cooksey

Chandralal

et al. 2013

CMR

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Considering the importance of service recovery as a corrective measure for service failures, this paper explores: (a) when Australian customers complain (b) the process they follow to look for solutions to their complaints and (c) how they evaluate banks' service recovery efforts. To address these objectives, 25 in-depth interviews were conducted with Australian retail banking customers. Results show that the main reasons for complaints were incorrect transactions, performance not meeting expectations, and unfair fees. The study also showed that Australian customers perceive two steps of the complaining process are very important to have a control over the complaint: gathering all required information and lodging a complaint in person. In relation to evaluating banks' service recovery efforts, Australian customers felt that banks were not paying much attention to their complaints and that there was a lack of acknowledgement and responsiveness.

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An analytical study of complaining attitudes: With reference to the banking sector

Cited by 13 publications

References 32 publications

Moving Towards Successful Complaint Management

Moving Towards Successful Complaint Management

Australian Retail Banking Customers’ Perceptions of Time in A Service Recovery Process

Service Recovery in The Australian Banking Industry

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