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Rewarding customer complaints: how to turn a complaint into a morale booster.(Selected Topic)

Business Credit

| April 01, 2005 | Mooring, Michael | COPYRIGHT 2005 National Association of Credit Management. This material is published under license from the publisher through the Gale Group, Farmington Hills, Michigan.  All inquiries regarding rights should be directed to the Gale Group. (Hide copyright information)Copyright

A past-due customer informs his sales representative that someone in the credit department was rude and argumentative and the complaint has landed on the credit manager's desk! The customer is threatening to take his business elsewhere and the sates department wants the credit department to take responsibility. What Should the credit manager do? Apologize to the customer and discipline the employee? Ignore the complaint and hope the matter goes away? What if senior management instructs the credit manager to apologize to the customer, and discipline the employee, regardless of what really happened?

These are just some of the real-life scenarios that have happened to credit professionals. Are complaints against collectors valid? Rarely! Should they be investigated? Always! No complaint Should be dismissed or acted upon before being thoroughly reviewed and investigated.

Customer complaints will occur from time-to-time in a collection environment. Some companies have zero tolerance for complaints--as they Should. But complaints about services or product differ greatly from those made by past-due customers who receive a telephone call or collection letter.

To handle a complaint made against a credit department employee, the credit manager must first determine the status of the customer's account, the collection history and reputation of the customer. If nothing negative is revealed, then it's time to interview the employee the complaint was made against. Once all the facts are in, then--and only then--can any conclusions be made about what happened.

If the investigation reveals the employee was indeed out of line, then appropriate action must be taken as defined by company policy. However, in over 10 years of credit management, I have never had an employee get out of line with a customer.

If it is determined there was a misunderstanding, then the factors leading to the misunderstanding can be realigned to reduce or prevent them from occurring again. This is often the case when dealing with English speaking Employees of foreign companies. Though people outside of the United States may understand enough English to interact with us, the subtle nuances and even "slang" can have ...

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