I want to believe theyreallycare

Abstract

Purpose -Using a realist perspective, this paper seeks to investigate how complaining customers want to be treated by frontline employees in personal complaint handling encounters. For this purpose, an exploratory research study using the qualitative laddering interviewing technique was regarded as appropriate as it allows researchers to gain a deeper insight into an underdeveloped research subject. Following realist thinking and terminology, the exploratory study aims to develop a deeper understanding of the so-called micro structures of complaining customers. Design/methodology/approach -A semi-standardised qualitative technique called laddering was used to reveal the cognitive structures of complaining customers. In total, laddering interviews with 40 respondents with complaining experience were conducted. Findings -The research shows that the most important attributes for complaining customers are the contact employees' authenticity, competence and active listening skills. These concepts are linked with several consequences and values such as "justice", "well-being" and "security". Research limitations/implications -Owing to the exploratory nature of the study in general and the scope and size of its sample in particular, the findings are tentative in nature. As the study involved students from one university, the results cannot be generalized beyond this group even though in this case the student sample is likely to represent the general buying public. Practical implications -If companies know what complaining customers expect, frontline employees may be trained to adapt their behaviour to their customers' underlying expectations, which should have a positive impact on customer satisfaction. For this purpose, the paper gives several suggestions to managers to improve active complaint handling and management. Originality/value -The findings enrich the existing limited stock of knowledge on complaint satisfaction by developing a deeper understanding of the attributes that complaining customers expect from frontline employees, as well as the underlying logic for these expectations. Revealing the important role of employee authenticity adds to our knowledge on complaint satisfaction. Another strong contribution of this paper lies in the finding that all the identified concepts must not be seen in strict isolation, as in previous research, but have to be understood as a network of interrelated concepts: the attributes of frontline employees have several important consequences for customers (e.g. the feeling of being taken seriously), which are then linked to consumers' personal values and basic motivations (e.g. perceptions of justice).

Emotional communication by service robots: a research agenda

“…For example, a customer may be disappointed about having received an incorrect dish. Here, customers expect the service robot to address these emotions (Gruber, 2011;Wei et al, 2020). Based on their empirical study in a service employee context, Chebat and Slusarczyk (2005, p. 670) conclude that "even if the problem, which triggered the complaint, can be fixed, the customers do not necessarily remain loyal if the emotions are not properly attended to".…”

Procedural Justice and Customer Post-Complaint Behaviour in Fast Food Firms in Port Harcourt, Nigeria

“…According to [12] customers' estimation of recovery can be clarified through equity theory. Equity theory becomes useful in a situation where an exchange occurs and is therefore compatible in endeavors to expound how recovery is arrived at.…”

“…Very satisfied customers always act by publishing favorable word of the mouth and it actually convert to advertise or in the contrary. WOM is one of the strategies used by customers to reduce their post-decision dissonance [12].…”

Knowledge management to prevent fraudulent e-banding transactions

“…Customers have to detect the fraudulent transaction, communicate with the bank, initiate blocking and re-issuing or re-opening a card or account, and dispute the reimbursement of losses (Douglass 2009;Malphrus 2009). The consequences for the bank is shattered trust and confidence, a feeling of insecurity, a lack of confidence and increased dissatisfaction because of a perceived service failure, which in turn affects loyalty and damages the bank's reputation (Gruber 2011). Greer and Moreland (2003) suggest that effective [online] communication requires customised content-based messages to warn and educate customers of potential e-banking fraudulent transactions.…”