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As products and services are becoming more complicated, complaints about them are getting increasingly trickier to convey, understand and resolve. On the other hand, 'cryptc n SMS / IM style of comms reglrly adpted by both sides is excrbting the sitn'.
In a recent blog post, I shared a few examples from my personal experience of how complaints were handled by banks and other companies.
In the final analysis, it appeared that virtual agents could supplant lower-end call center staff for handling many types of complaints.
However, while there's no scarcity of process knowledge, training or technology to improve the complaints handling process, I doubt if this is a high priority area for too many banks and other companies (barring a few exceptions like Zappos.com, which have
superior customer service enshrined in their corporate charter). When resources are scarce, is it any surprise that complaints department is not exactly the first in line to receive funding for new initiatives?
By treating the complaints resolution process as opportunities for upselling or cross-selling additional products and services, banks might be able to find the justification required to secure additional funding for their new initiatives in this space. Depending
upon their internal culture and customer profile, while some can afford to do this brazenly whereas others might have to be subtle about it, this appears to be one pragmatic approach of bringing about a sea change in this area.