Integral complaints management source of inspiration for quality improvement

A sensible company cares about its satisfied customers. Nevertheless, it is equally important to care as much about complaining customers. Being aware of dissatisfaction among customers and finding ways to regain their trust is invaluable for every self-respecting organization.

The question of how integral complaints management can be embedded strategically in an organization and eventually contribute to that organization’s profit is the key question in the new book Integraal Klachtenmanagement. Inspiratiebron voor klantloyaliteit, merkreputatie en kwaliteitsverbetering (Integral Complaints Management. Source of inspiration for customer loyalty, brand reputation and quality improvement), written by FEB professor Kees Ahaus and consultant Eric de Haan.

Integral framework

The book offers an integral framework for the development of complaints management. The framework consists of five development elements (Awareness; Vision, policy and leadership, Process design; Culture and mentality; Monitoring and improvement) and is worked out into 21 improvement disciplines. In addition, the book describes practical cases of integral complaints management at KPN, UWV, Arval, ING Bank, Eneco Energie, PGGM, Menzis, VGZ and MCB Nederland.

Integral Complaints Management also lists academic contributions to the positive effect of complaints management. The international guidelines for complaints management (ISO 10002) and the hallmark for customer-oriented complaints management (IKM 3000) are woven through the book.

About the authors

Kees Ahaus is professor at the Faculty of Economics and Business of the University of Groningen and director of TNO Management Consultants. Eric de Haan is director of Seven Nederland.